Metrics_ How to Improve Key Business Results - Martin Klubeck [152]
documented agreements, 67
emotional tension, 65
fear factor, 63
game plan, 58
human interaction, 76
information analysis, 184
information request, 68
information sharing, 67
long-term success, 75
metric
customer, 183
designing, 64
picture, 72
narrative description, 73–74
non-threatening tool, 39
personal data, 62
personal information, 65
process repeatability, 77
productivity, 38
public domain, 67
purpose statement, 59–62, 183
raw data accuracy, 76
reporting schedule, 69
root question, 62, 63
rule of thumb, 76
staffing, 65
templates, 79
timetables, 58
timing, 68, 69
version control, 79
visual depiction, 72
workload division metric, 37–38
zero defects, 77
E
Effectiveness
answer key, 119, 120, 134
customers viewpoint, 129, 131
efficiency measures, 131
efficiency metrics, 131
employee view, 250
future health, 120–122
company financial health, 260
maturity, 260
priority setting measurement, 262
project and program execution, 261
project metrics, measures, 261
quadrant 4, answer key, 260
strategic planning and goal, 261–262
health process
cost measure, 266
lean Six Sigma, 266
measures, 263, 267
performance measures, 265
quadrant 2, answer key, 263
quality measures, 267
resource allocation, 267
sports, business example, 264
sports–corporate team comparisons, 264
organization health, 122–124, 251
data, 254
employee satisfaction, 255
Fortune 500, 251, 252
goal, 254
measurement, 257–259
organizational improvement, 253
quadrant 3, answer key, 251
ranking list,top companies, 252
reward and recognition, 254, 256–257
tool, 253
training, 255
work environment, 255process health, 125–126
product/service health, 126
airbags,quality-check, 129
cars airbags, quality-check, 129
customers identity, 127, 128
habitat for humanity, 129
measures, 127, 250
personal level customer, 128
quadrant 1, answer key, 127real life example, 131–132
return vs. investment, 124, 134
state of the union, 134
tiers and quadrants, 134
trust culture, 133
M
Metrics, 11, 12, 155, 293
components, 20–21
designing, 25, 56
data, 50–51
data collection. See Data collection
information decision, 49
information, measures and data identification, 40–42
measures, 50
metrics development. See Metrics development
root question. See Root question
spaghetti code, 26
web/teleconferencing value, 49
discovering expectations
benefits, 167
customers expectations, 165
frequency chart, 168, 169
histogram, 168
performance norm, 167
sample data, 165
statistical analysis, 168
two-year sample, 166
Metrics (continued)
expectations, 159
adding expectations, 162
customer issue, 161
customers expectations, 162
customers point of view, 159–160
efficiency measures, 164
help-desk cases, 161
meeting expectations, 162
neutrally colored expectations, 164
nuance differentiating targets, 163
service center, 160
service/product health metrics program, 163
technician conversation, 160
goal measures, 157
incentive programs, 159
indicators/facts, 294–297
stretch goals, 156
targets and thresholds, 158–159
tool, 293
unintended consequence, 303
fear and abuse, 304
mistrust, 305
misuse and abuse, anger, 305
positive/negative affect, 305
reluctance to participate, 305
validity doubt, 304
what to do/what will be done, 304
Misused metrics, 297
bad, 301–303
CEO meet, 297
customer satisfaction metric, 299
good, 300–301
rating, 297
scorecard, 299
survey response, 297–298
survey results, 298
ugly, 303
O
Organizational health
employee satisfaction, 109
measures, 109
quadrant 3, 108
reward and recognition, 110
skills and training, 109
work environment, 109
workers viewpoint, 108
Organizational uniqueness, 319
compelling, life-changing, positive vision, 328
development plans, metrics, 322
exact processes and procedures, 322
one-size-fits-all metrics, 321–322
organizations root questions, 321
qualities, 328
questionaries, 323–324
research and metrics gathering, 329
research information, 321
resources, 329
steps,embrace
bleak picture, 327
deal with failure, 325