Practical Perf. Measurement

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step 1 - understanding measurement's purpose
(focus firmly on continuous improvement as the purpose for measurement)

Step 2 - Mapping measurable Results
(Translating strategy into clear, focused and measurable performance results)

Step 3 - Designing Meaningful Measures
(Choosing the most feasible and relevant
measures that provide evidence of our performance results)

Step 4 Building Buy-In to measures
Getting ownership from our stackholders
quickly, easily and engagingly

Step 5 Implementing Measures
Documenting in detail the data, analysis
and reporting requirements for each of our measures

Step 6 Reporting perf. measure
Creating useful and usable performance reports
that inspire us to action

Step 7 Interpreting signals from measures
Focusing ourselves on gaps between as-is and to-be performance

step 8 Reaching performance targets
improving our biz processes to move as-is performance toward to-be

Bad habit - using measures to judge

BH - using weasel words

brainstorming KPIs

asking ppl to simply sign-off

rushing to data and dashboards

using report to cover your arse (fail to answer) what is performance doing in relative to target? why is it doing that? what do we need to do move it closer to target? --> The focus is in weeds, no-one is managing the landscape

comparing this month to last month

fixing performance problem by educating ppl, increasing staffing level or seeking more funding

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vision = ideal future state, purpose = mission (more concise statement)
goal = objective

BH - action orientation, multi-focus goal, weasel word, confusion with BAU, continue to...,lack of logic

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results map

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1, begin with end in mind

be sensory-specific

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find potential measures

(evaluating strength and feasibility of measures for community participation)

check the bigger pic - what might be unintended consequences

shouldnt only monitor circle of control, should monitor circle of influence(proactive), but avoid circle of concern

stop doing things that affect buy-in - telling ppl measure and leave ppl to figure it out kills buy in

consulting ppl for their feedback b4 implementing measures kill buy-in - allow them make decision and felt excited

dont educate team, hold space for their discovery

dont dictate the team's goals, help the team articulate them

don't give the team their measures, teach them how to fish

dont judge the measures, collaborate to improve them

dont do it for them, let the team implement their own measures

dont trample the team's creative energy

dont dumb down the measures, trust the team numeracy skills

dont blame ppl for pef.let them fix the causes

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use measure gallery to broaden buy-in

who needs to buy in

invite, dont mandate

allow space for dialogue

the right ppl will come

gather feedback and use it

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description

intent

where it fits

calculatation

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the formula

the frequency

the scope

the data

presentation - what chart to use, signal are clear, valid and not distorted or misrepresetnated

response

signal 1 - perf has reached or exceed the target

signal 2. pef. is improvig at the rate fast enough that the target will likely be met

signal 3 - pefr. is improving, but not fast enough to reach the target

signal 4 - pef. us stable and not changing

signal 5-perf is getting worse

signal 6-perf is unpredicatable and chaotic

find causal relationship and convert to BAU

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find causal relationship and convert to BAU

deeper exploratory analysis , reevaluate its ineffective action, consider if target too big a stretch for the resources avail

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deeper exploratory analysis to find key variables can be influenced

any improvement project, if yes, check its focus and its ineffective, if no, establish improvement plan

same as the rest, but this is moment of truth where the strength of our belieef

create flowchart how process should be performed

Owner

performance owner

definition owner

data owner

part of their role ought to be document data filtering, extraction, cleaning, summary procedures

note

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good reports and dashboard

alignment with org strategy

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able to answer what is performance and relative to what we want it to do

why is it doing that?

now what?

automate, automate, automate to product report

Noise

point-to-point comparisons -> always get conflicting conclusions. up and down variability due to inherent complexitiy rather than real change

Year on year -> no conclusion to draw

Trend over time, R2 value is low

moving, rolling or running average -> smooth out seasonal variation -> not able to draw conclusion -> depend on analysis method -> not able to manage performance

Assumption 1 - same month comparison, last year was mptmal

assumption 2 = excel can cal trend line, must be a trend

assumption 3 - world starts anew on the 1st of july every year

Assumption 4: the only probable cause for a difference is that something changed

assumption 5: all changes happen smoothly - put moving averages thru

most ppl use statistical techniques without using statistical thinking