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

Proposal

Value Proposition for the Expensive Meeting

I got a lot of feedback from people after they read of my $17,902 meeting post.  I spoke to a few others in my office and they all agreed that the number sounded plausible. As I'm writing my proposal for corrective action, I will deliver it in the form of a value proposition. A value proposition is an analysis and quantified review of the benefits, costs and value that "something" an organization can deliver to customers and other constituent groups within and outside of the organization. It is also a positioning of value, where Value = Benefits / Cost (cost includes risk).  (Thank you Wikipedia for basis of that definition)

But, it's not as simple deliverable.

I use 7 stages of analysis.

  • Customer or market - Who am I creating the value proposition for?
  • Customer or market value - What do they say they value? (not what I say they value)
  • Offering - What is the product or service being proposed?
  • Benefits - What are the benefits? (Time, Money, Productivity,...)
  • Alternatives - What substitutes or alternatives are there? (like doing nothing)
  • Differentiation - How is my proposal different from anything else being offered?
  • Proof - What evidence do I have that I can do what you say?

In this case, I'm going to request a formal review of the Communications Plan, modifying it if necessary.  Because this is a status meeting (which is about reporting by one-way communication) not everyone needs to be there in person.  Before I go deep into my analysis, I'm going to bet I can apply the Pareto principle (80-20 rule) to get my point across.

If we do not devalue the benefit of the meeting, we can increase the overall value by decreasing cost.  That decreasing of cost, I would propose, would be asking 32 out of the 40 people to not attend the meeting in person.  By having 8 key linchpins (as defined by Seth Godin) attend this meeting, we could ensure the status is delivered and the message is not lost.

Other indirect communication methods could be used to ensure the information is distributed.  The slide deck and meeting minutes could be posted to a central location, allowing those who didn't attend the meeting in person to know what happened.  Whatever the final outcome, there is a big opportunity for cost savings.

Graphic: Pictofigo