When it comes to cause analysis for performance measures, many people put the cart before the horse. They rush too quickly to analyse their data without first establishing a clear purpose. (more…)...
5 Stars -- My go-to resource for performance report design Okay, I'll admit that I haven't read "Show Me The Numbers" from cover to cover, even though I've owned a copy (a signed copy!) for a few years. But it's not the kind of book that requires this to get the value from it.
5 Stars -- Save millions of dollars by reading this book first... Over my many years as a performance measurement specialist, I've worked with quite a few organisations who built performance dashboards that cost them many hundreds of thousands of dollars to design, tailor, populate and launch, and got very little value from the investment.
4 Stars -- Interpreting data is about the patterns, not the points This is not a book for people looking for the technical detail of data analysis or statistical process control. The pearl in this book is the message that interpreting your data (such as KPIs or performance measures) is about looking at patterns, not at individual points. It's a book that can...
Data quality worries most users of performance measures. There is an obscene number of reported measures that only generate dialogue about how unreliable the underlying data is, rather than how performance can be improved.
One of the trickiest KPIs to analyse, interpret and use are those that have a seasonal or cyclical pattern. Can you make these KPIs reveal their insights about how to improve performance, without getting drowned out in the seasonal variation? Yes you can!
Statistical thinking is not so much about having knowledge of and being able to apply statistical techniques. It’s NOT about knowing how to perform a regression analysis or knowing the formula for putting a trend line through a time series.
Andy M. asks: "Many of my colleagues work in what is often called a "considerative" area. They don't produce things. They assess evidence, form judgements, give opinions. They say the work is too complicated to be measured. I keep saying "If you can't measure it how do you know you're providing quality?" How can I convince them?"
Unless your performance reports are focused on answering three critical questions, they're likely to bore you sleep, lead you astray, or confuse the begeesus out of you. (more…)
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