Archive for the ‘Metrics’ Category

An Introduction to OKR: Objectives and Key Results

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Objectives and Key Results (OKR) is a popular leadership process for setting, communicating and monitoring goals and results in organizations on a regular schedule, usually quarterly. The intent of OKRs is to link organization, team and personal objectives in a hierarchical way to measurable results or outcomes, focusing all efforts to make measurable contributions. Why […]

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Process Cycle Efficiency (PCE) Metric

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What is Process Cycle Efficiency? Process Cycle Efficiency, also known as “Flow Efficiency” or “Value Add Ratio,” is a measurement of the amount of value-add time in any process, relative to lead time (the time between the initiation and completion of a production process). The higher the ratio, the more efficient your process. This metric […]

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Measuring Improvement

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Clients engage companies like ours because they are interested in improving their performance. “Performance” for a corporate IT department means effectiveness in delivering application software functionality to support business objectives, maintaining and operating the technical infrastructure, and handling any issues that arise in production. Most of the organizations we talk to have no idea how […]

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Know Your Metrics

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Know your metrics and the behaviors they drive Everyone at your company should understand which metrics drive the business, and what behaviors they encourage. That’s what Joe Nigro, CEO of energy company Constellation, said in a 2016 Harvard Business Review article.  He went on to say, “Everyone needs to know how each metric fits into the big […]

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Agile Metrics: A GQM Approach

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When undertaking an Agile transformation, there is a need to collect data to demonstrate progress and show improvement, but where does one even start? Common Agile metrics approaches do well at measuring team velocity and throughput but can sometimes overlook the requirements of executive sponsors, product management, and other key stakeholders. This problem is often […]

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