Difference between revisions of "Using KPIs/Getting a data-driven org."
(New page: 2.5 years of dev got a release out every fortnight 27 financial projects 5 made money, 2 made most of it this didn't change anyone's mind Maybe was too aggressive Maybe it was embarrassing...) |
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| − | 2.5 years of dev got a release out every fortnight | + | * 2.5 years of dev got a release out every fortnight |
| − | 27 financial projects 5 made money, 2 made most of it | + | * 27 financial projects 5 made money, 2 made most of it |
| − | this didn't change anyone's mind | + | * this didn't change anyone's mind |
| − | Maybe was too aggressive | + | * Maybe was too aggressive |
| − | Maybe it was embarrassing | + | * Maybe it was embarrassing |
| − | Don't see a correlation between the quality of the project and the value it brings | + | * Don't see a correlation between the quality of the project and the value it brings |
| − | Building the wrong thing | + | * Building the wrong thing |
| − | Accountability is missing? | + | * Accountability is missing? |
| − | Arguments for value wanted from one side, but not provided by the other side | + | * Arguments for value wanted from one side, but not provided by the other side |
| − | Accountability doesn't change things | + | * Accountability doesn't change things |
| − | PM a project that doesn't have market | + | * PM a project that doesn't have market |
| − | If he said there was no market then he has no job | + | * If he said there was no market then he has no job |
Maybe it has to happen early. During the initial phases decide what needs to happen | Maybe it has to happen early. During the initial phases decide what needs to happen | ||
| − | What to do "Agile" to obfuscate accountability | + | * What to do "Agile" to obfuscate accountability |
| − | "Agile" separates accountability into team and product owner | + | * "Agile" separates accountability into team and product owner |
| − | Team is only accountable for implementing what they are told | + | * Team is only accountable for implementing what they are told |
| − | Product owner | + | * Product owner |
A/B testing: 1/3 of the time the change makes not diff. 1/3 they make a negative diff. 1/3 of the time it works | A/B testing: 1/3 of the time the change makes not diff. 1/3 they make a negative diff. 1/3 of the time it works | ||
What are you accountable for | What are you accountable for | ||
| − | In an organization you cannot make mistakes | + | * In an organization you cannot make mistakes |
| − | Everything is success! | + | * Everything is success! |
| − | Do things that are safe! | + | * Do things that are safe! |
| − | Or I can blame you! | + | * Or I can blame you! |
Accountability: things can be traced back to the root cause. Making the problem yours. | Accountability: things can be traced back to the root cause. Making the problem yours. | ||
| − | |||
| − | |||
Why not have an information radiator about how you are doing (products selling, etc.) | Why not have an information radiator about how you are doing (products selling, etc.) | ||
| Line 40: | Line 38: | ||
Design companies have more of that. Microsoft version of design: user groups and testing vs. Apple: gut feeling and "good" designers | Design companies have more of that. Microsoft version of design: user groups and testing vs. Apple: gut feeling and "good" designers | ||
| − | Do we make decisions rationaly. Is there a rationale for | + | Do we make decisions rationaly. Is there a rationale for every decision. Decision models: "garbage can" model: |
Problems | Problems | ||
| Line 46: | Line 44: | ||
Solutions | Solutions | ||
| − | + | Vs. | |
Problem connected to causes | Problem connected to causes | ||
The moment someone feels responsible is where you start improving. | The moment someone feels responsible is where you start improving. | ||
| − | The data is a placeholder for conversation. Maybe an uncomfortable conversation, but it is a starting point. | + | |
| + | The data is a placeholder for conversation. Maybe an uncomfortable conversation, but it is a starting point. | ||
Defensive reaction to being told about responsibility. | Defensive reaction to being told about responsibility. | ||
| − | Responsibility Virus: google for it, you'll find a pdf | + | Responsibility Virus: google for it, you'll find a pdf |
Culture where people can talk about this. Talk with teammates. Don't worry about getting shot down. | Culture where people can talk about this. Talk with teammates. Don't worry about getting shot down. | ||
| Line 61: | Line 60: | ||
Maybe just voice concerns. Suggest improvements. | Maybe just voice concerns. Suggest improvements. | ||
| − | Being silent and not raising an issue is | + | The under-responsible to over-responsible cycle: under-responsible -> fail -> over-responsible -> fail -> repeat |
| + | |||
| + | Being silent and not raising an issue is complicit. Some people stay under-responsible because they don't know how to communicate well. There is no external encouragement to share reservations. Responsibility of the management to elicit these things? | ||
Look for ways to minimize defensiveness by looking for problems and communicating | Look for ways to minimize defensiveness by looking for problems and communicating | ||
| − | Great question for retrospectives: What is un-discussable right now? | + | Great question for retrospectives: |
| + | |||
| + | What is un-discussable right now? | ||
Latest revision as of 01:23, 23 November 2010
- 2.5 years of dev got a release out every fortnight
- 27 financial projects 5 made money, 2 made most of it
- this didn't change anyone's mind
- Maybe was too aggressive
- Maybe it was embarrassing
- Don't see a correlation between the quality of the project and the value it brings
- Building the wrong thing
- Accountability is missing?
- Arguments for value wanted from one side, but not provided by the other side
- Accountability doesn't change things
- PM a project that doesn't have market
- If he said there was no market then he has no job
Maybe it has to happen early. During the initial phases decide what needs to happen
- What to do "Agile" to obfuscate accountability
- "Agile" separates accountability into team and product owner
- Team is only accountable for implementing what they are told
- Product owner
A/B testing: 1/3 of the time the change makes not diff. 1/3 they make a negative diff. 1/3 of the time it works
What are you accountable for
- In an organization you cannot make mistakes
- Everything is success!
- Do things that are safe!
- Or I can blame you!
Accountability: things can be traced back to the root cause. Making the problem yours.
Why not have an information radiator about how you are doing (products selling, etc.)
Management doesn't want to take responsibility for stopping a project or continuing it. Having some measurements even if they are gamed is probably better than nothing. Maybe gut feeling is better than nothing. Design companies have more of that. Microsoft version of design: user groups and testing vs. Apple: gut feeling and "good" designers
Do we make decisions rationaly. Is there a rationale for every decision. Decision models: "garbage can" model:
Problems Participants Solutions
Vs.
Problem connected to causes
The moment someone feels responsible is where you start improving.
The data is a placeholder for conversation. Maybe an uncomfortable conversation, but it is a starting point.
Defensive reaction to being told about responsibility.
Responsibility Virus: google for it, you'll find a pdf
Culture where people can talk about this. Talk with teammates. Don't worry about getting shot down. Collect data that one thinks should be measured. Maybe just voice concerns. Suggest improvements.
The under-responsible to over-responsible cycle: under-responsible -> fail -> over-responsible -> fail -> repeat
Being silent and not raising an issue is complicit. Some people stay under-responsible because they don't know how to communicate well. There is no external encouragement to share reservations. Responsibility of the management to elicit these things?
Look for ways to minimize defensiveness by looking for problems and communicating
Great question for retrospectives:
What is un-discussable right now?
