Organizations need to balance six competing forces for effective processes and sustainability, avoiding reliance on single metrics to address complex issues.
Success requires more than just increased output; organizations need effective processes and sustainability.
Relying on single metrics oversimplifies complex issues, leading to hidden costs. Recognizing these costs is essential for effectively addressing dilemmas.
Help work systems balance across these six competing forces. Don't over-do any one of these.
- Do Trade wisely (a strength for a weakness).
- Measure too much as well as too little.
- Define early warning signs.
Focus on delivering quickly while balancing quality, with metrics like Time in State, Cycle Time, and Lead Time to measure performance.
Delivery should occur at a consistent pace to avoid periods of low customer value and to encourage process improvement, with metrics like throughput velocity and net process flow indicating system balance.
Quality measures the effectiveness of problem-solving delivery, with too little leading to rework and dissatisfaction, and too much causing limited value and delays, tracked by metrics like escaped defects and customer satisfaction.
Measure the flow of raw work product to improve system flow and forecasting, balancing demand and supply to avoid customer dissatisfaction and declining quality.
Value measures customer benefit from features, warning against focusing on output over outcome, with metrics like cost of delay, strategic alignment, and customer satisfaction.
The document discusses a "happiness" metric that assesses the likelihood of continued performance in development and delivery systems, highlighting the risks of too little or too much focus on performance measures.
Source: https://circle.flightlevels.io/c/blog/six-dimensions-of-performance