Measures of Success
This book is 50% complete
Last updated on 2018-04-08
About the Book
Notes on the Early Releases
To start, I've released a partial book with introductory material and the first three chapters of the book, along with part of Chapter 5. It's a "minimum viable book," if you will.
If you buy the book now, you'll be notified about additional material and formats for free as they get added to the book.
The video of my talk, given at Lean Startup Week 2017, introduces some of the key concepts in this book.
About the Book
This book is based on and built upon workshops I have been doing on under the banner of "Better Metrics."
Inspiration for this book comes from the work of Donald J. Wheeler, as I have blogged about, along with my own experiences with Lean, "strategy deployment," "Lean Startup" and other practices.
WHAT we measure matters. Once that's decided, it's really important to know HOW to manage those measures and HOW to improve the systems that lead to those results.
The key point is that too many organizations, under the banner of "Lean Daily Management" or other methods have more performance measures that they look at more frequently. The problem is when managers overreact to every up and down in the data, asking for investigations into "root causes" of a bad day that's essentially noise in the data.
If we stop reacting to every up and down in the data, managers and their teams can focus their investigations into data points that represent significant signals in the data. If we stop wasting time, we can improve more.
This book covers practical details of the "Process Behavior Charts" method (as I have blogged about) and we can use this to save time, manage better, and get better results.
Hypothesis: Potential book readers are under great pressure to improve, but have limited time. As organizations add more performance measures and look at their metrics more frequently, there's lots of data available… but does that really lead to improvement?
Current management methods such as red/green analysis, comparisons to targets, and comparisons to past results don't help them distinguish between “noise” and meaningful “signals” in those metrics. A better method would save time and help focus efforts where they matter – knowing when it's appropriate to react and look for root causes of changes in performance… and when to step back and study and improve the system and its overall performance in a more systematic, less reactive way.
Planned Table of Contents
- Chapter 1: Improving the Way We Improve
- Chapter 2: Action Metrics, Not Overreaction Metrics
- Chapter 3: How to Create Process Behavior Charts
- Chapter 4: Linking Charts to Improvement
- Chapter 5: Learning From “The Red Bead Game”
- Chapter 6: Looking Beyond the Headlines
- Chapter 7: How Process Behavior Charts are Better Than Other Methods
- Chapter 8: Leaning from Case Studies
- Chapter 9: Getting Started
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