Metrics

¹met·ric noun \me-trik\: a standard of measurement

In project management situations, we often use metrics to define our performance against a plan.  In fact, metrics are used as a way to measure effectiveness using absolutes, thus keeping emotion out of the equation.  Basically when reading those metrics, it should be WYSIWYG….What you see is what you get.  Factual.  Truth.  Nothing should be glaring you in the face and having you react to it such as, “Wow, I didn’t see that coming….”

In fact, metrics are no more than data being used to show a trend.  The trend tracks historical data to show you the future:  Am I going to succeed?  Are we on the plan?  Are we failing?  All can be seen with the crystal ball of good metrics.  So if you use metrics, the more data you have to forecast a trend the more truthful that trend is.  If you use metrics over time, you should never be shocked or surprised by what it is telling you.

But let us understand one thing:  metrics should be used to report to Senior Leaders who are not involved in the day to day running of your project.  You cannot lead or manage from behind a desk.  You need to be out in the field, on the floor, on the deckplate, whatever the metaphor, so you can see, hear, touch, and smell the problems before they become a problem.   Talk to those who are doing the work.  Usually the instincts of your people, who just “feel” that something isn’t right, are right.

The indications are there long before the metrics smack you in the face, you just FAIL to react to them.

            I have recently discovered people arguing metrics that have long been embraced in my field.  Truth is, people are arguing because they have become defensive that the trend is showing maybe a poor performance of a project, which they manage. 

I am also hearing arguments from the other side that, to those the metrics are reported to, are saying they are not ready to push the ‘I believe’ button to the trended forecast.  What they are saying is they don’t believe the metrics which they implemented as the standard.

Project Management:  If the metrics are good, you believe them.  If the metrics show a downward trend, you argue the validity.

Senior Leadership:  When the metrics are reported to you and they are good, you question the validity.  If they are bad, you believe them and chastise your PM.

How it should be:  Metrics are just that--metrics!  They are neither good nor bad.  They show only the trend from the data collected.  Use them for what they are for….if it shows a downward trend, make course corrections to fix.  If they show an upward trend, capture what you are doing right.

That is it.  Simple.  Truth.