I can only talk from experience and i must say I do not concur. To measure performance is NOT a trap to experienced practioners! My question is "who are the experienced practioners". Experienced practioners should be the stakeholders in the "process". Experienced practioners, cognizant that there are subjective and objective indicators, use leading indicators. If you are responsible for a task in the workflow it would behoove you to know the staus of your task in realtime. In statisical terms, there is (or should be) a positive correlation between the stakeholders, the tasks in a "process" and the resouces Check out PSMSC. com
Really enjoyed this article. Over measurement can deter management from trusting their own intuition and tends to create a culture of silence as long, as things are headed in the right direction.
Great post Mike! I had many "aha" moments while reading through the article. I've often noticed that only when teams hit their measurable goals the leadership makes room for the intangible. I'd love to know if you've had an instance where you had to make a call to focus on the intangible and what made you do that ? Even if it meant that the efforts of the team might not be measurable.
Nicely said! We often focus too much on short term measurable goals, but there is much more than this. I particularly love the experimentation metric.
I can only talk from experience and i must say I do not concur. To measure performance is NOT a trap to experienced practioners! My question is "who are the experienced practioners". Experienced practioners should be the stakeholders in the "process". Experienced practioners, cognizant that there are subjective and objective indicators, use leading indicators. If you are responsible for a task in the workflow it would behoove you to know the staus of your task in realtime. In statisical terms, there is (or should be) a positive correlation between the stakeholders, the tasks in a "process" and the resouces Check out PSMSC. com
Really enjoyed this article. Over measurement can deter management from trusting their own intuition and tends to create a culture of silence as long, as things are headed in the right direction.
Great post Mike! I had many "aha" moments while reading through the article. I've often noticed that only when teams hit their measurable goals the leadership makes room for the intangible. I'd love to know if you've had an instance where you had to make a call to focus on the intangible and what made you do that ? Even if it meant that the efforts of the team might not be measurable.