Process Metrics: Measuring the Input/Effort that Leads to Results
Breaking down goals into day-to-day routines
Great companies are able to break down the impressive results they target all the way into day-to-day, often routine or even mundane activities. E.g.
- to reach $1M in extra sales, we know we need every sales person needs to make X calls every day
- to release a new product, we estimate Engineering need to complete Y feature tickets every day
In the short-term of a sprint (one or two weeks, depending on the department), it makes most sense to measure these process metrics, as a leading indicator to say if “are we putting in the effort”. E.g.
- if we see the number of calls dropping in Sales, it is a leading indicator that we may miss our sales target
- if we see Engineering delivering fewer and fewer feature tickets every day, we can predict we will be late in releasing our new product.
The way of the athlete
As Matt Tucker of Koan said on the Silicon Valley Momentum Podcast, this represents the way of Olympic athletes: prepare for big matches by putting in the hours of training every day, good or bad weather, whether you feel like it or not, and trust that this will lead to great results.
This page regularly gets updated. Please check the Midstage Manual for new content for this page.