Metrics
Derek Huether
Most Important Metric for an Enterprise

As an executive, you will be faced with the choice to do the pivot (if you can) or persevere (if you have no other choice). This will lead to a series of “bets”. You lead with a hypothesis that the things you change will allow you to operate at pre-event levels. But, how long will it actually take for you to validate your hypothesis and have a bet pay off with pre-event levels? If you run out of time to figure it out or run out of bets you can place, then you either lose your standing in the market or worse risk going out of business.

Derek Huether
How to identify dependencies with Tableau and ...

Regardless of the organization or institution, there will always be dependencies. The larger the organization, the greater chance of the existence of dependencies.
This template is available for download from Tableau Public

Video
Derek Huether
Value Stream Management

In the following interview (both video and audio), Dave Prior and I explore why Value Stream Management is so important, how it works, the connection to Value Stream Mapping, and how you can get started with it.

Derek Huether
Key Performance Indicators (KPIs)

Key performance indicators (KPIs) are metrics that are used to evaluate the performance of an organization or individual. They are used to measure progress towards achieving specific goals or objectives and to determine whether an organization or individual is meeting their targets.

Enterprise Insights, Jira Align, Metrics, Tableau
Derek Huether
How Atlassian Jira Align Supports Flow Metrics

I keep getting asked, does Jira Align support Flow Metrics, as defined in the Flow Framework and SAFe? The short answer is yes. If you believe these metrics will help unlock the potential of your teams, use this community post to see working examples of Tableau reports I have created using Jira Align and Enterprise Insights.

How Atlassian Jira Align Supports Flow Metrics

Maslow

Chasing the Carrot

carrot

carrot

I'm certain we all have our price, based on our hierarchy of needs. I do what I do (during the day) to satisfy my need for a steady paycheck (security).  Until a situation presents itself, where I can satisfy that and other needs, I will continue working this engagement and occasionally rant about the injustices of advising.  I will admit, I have it pretty good, being somewhere between Social and Ego on Maslow's hierarchy.  But, what if there is more? That brings me to today's post.  This week I was interviewed by Ty Kiisel and Raechel Logan for an upcoming podcast.  They got my perspective on project management, project leadership, Agile, certifications, and more.  I had a really great time!  So, now I feel like chasing a carrot.  I'm really going to buckle down on getting that PM Network article completed.  I'm really going to get busy on the book.  Look out world, Zombie Project Management is on its way.

Like the image?  Find it at Pictofigo

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Management Team Wants Versus Needs

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Maslow

Maslow

Mike Cottmeyer of Leading Agile wrote an excellent post, posing a question: Why wouldn't a management team embrace a set of methodologies so focused on giving them what they need the most? I took a few minutes to digest the question and then compared it to my prior experiences implementing Agile on a management level.  Though I have seen the desire of a management team to embrace Agile, allowing more value to be delivered, I also saw them take pause and throw up roadblocks. At the moment they believed the top-down command and control structure would be weakened by bottom-up empowered teams, delivering value suddenly didn't appear to be as important. Though I appreciate the necessity of a management team to provide strategic vision, I believe tactical implementation should be left to those outside the group. The hierarchy of wants, not needs, for the management team differs from the implementation team, if we want to admit it or not.

The key question asked is why wouldn't a management team embrace a set of methodologies or approaches so focused on giving them what they need the most? My answer is I believe it is because delivering value is NOT necessarily what they WANT, it is what they NEED.