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Measuring

Measuring. To measure is to change. Why we measure Two forms of measuring Subjective measuring Objective measuring (Digital) Project Team 360 Business cases. Why Measure?. Why we often don’t learn from rational understanding (common sense). Why Measure?.

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Measuring

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  1. Measuring To measure is to change • Why we measure • Two forms of measuring • Subjective measuring • Objective measuring (Digital) • Project Team 360 • Business cases

  2. Why Measure? Why we often don’t learn from rational understanding (common sense)

  3. Why Measure? • Determine what is important – otherwise, why measure it? • Create focus on KPI’s • Catalyze the process of finding the bigest levers • Uncover the truth about where we are today • Establish agreement about where we want to go • Validate or invalidate opinion • Record evidence for future reference • Save resources (measure twice, cut once)

  4. Two forms of measuring Atrendia performs two forms of measuring, subjective and objective.

  5. Subjective measuring • Interviews • Surveys • Calculator • Fast • General picture • Adequate for limited scope • High risk of bias and opinion • More expensive in the medium to long run • Singular results

  6. Survey types • Fact-finding survey • Post training survey • 3, 6, 12-month surveys • Meeting surveys

  7. Interviews • Individual interviews • Group interviews • Gemba interviews A combination of individual, group and Gemba interviews is the best approach. Allow employees to decide which of the three they prefer for best results.

  8. Individual interviews • 15 - 50-minute interviews with employees • Goals • Discover root causes of problems • More, Less, Stop • Gain understanding of company culture • Locate the big levers that help us tackle 20% of the issues to gain 80% impact • Topics • Specific tools such as Outlook or overall communication tools • Overall work

  9. Group interviews • 50-minute interviews with small groups of employees • Same topics and goals as individual interviews • Strong advantage: Employees build off ideas and create synergies in the interview process enabling us to get to root causes faster. Teamwork • Disadvantages: • Some employees may not be willing to "tell the truth" around colleagues • More difficult to schedule • Requires more experienced interviewer to guide process

  10. Gemba interviews • 2 - 4-hour interview where the employee is "ghosted" • Advantages • "At the place"- real life observation (more objective than regular interviews) • Interviewer sees issues not brought up in other interviews • Implementation of 5 Whys at the right moment • Much deeper understanding of issues • Relationship-building with client • Disadvantage: expensive

  11. Calculator

  12. Objective measuring • Digital measuring of work in Outlook e-mail • Digital measuring of all work • Very low risk of bias and opinion • Somewhat costly in the short-run, but very inexpensive in the long run • Continuous results • More complex • Requires software • Risk of ”Big Brother” fear

  13. Work in Outlook e-mail Many users are not aware that they can click on reply without opening the mail. LinkedIn is a great tool. Did you realize that it was the #2 generator of mails in your inbox so far this month? What is the cost of that? E-mails opened with dbl-click Are you sending attachments instead of hyperlinks to the document on the server? Nr. of attachments sent Are you the culprit? Nr. of people Cc:d

  14. All Work Use of Departmentmanagement Productivity map Activity report Project reporting Productive activity report Time management

  15. Project Team 360 Continuous multiple project monitoring www.projectteam360.com

  16. Business cases Request: Examples of surveys Examples of Gemba interviews Example of Post Strategic Design Workshop Report Example of Large Hospitality Company

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