Dr. Deming

Dr. Deming

The Seven Deadly Sins of metrics programs are:

  1. Pride – Believing that a single number/metric is more important than any other factor.
  2. Envy – Instituting measures that facilitate the insatiable desire for another team’s people, tools or applications.
  3. Wrath – Using measures to create friction between groups or teams.
  4. Sloth – Unwillingness to act on or care about the measures you create.
  5. Greed – Allowing metrics to be used as a tool to game the system.
  6. Gluttony – Application of an excess of metrics.
  7. Lust – Pursuit of the number rather than the business goal.

In the end, these sins are a reflection of the organization’s culture. Bad metrics can generate bad behavior and reinforce an organizational culture issues. Adopting good measures is a step in the right direction however culture can’t be changed by good metrics alone. Shifting the focus on an organizations business goals, fostering transparency to reduce gaming and then using measures as tools rather than weapons can support changing the culture. Measurement can generate behavior that leads towards a healthier environment.  As leaders, measurement and process improvement professionals, we should push to shape their environment so that everyone can work effectively for the company.

The Shewhart PDCA Cycle (or Deming Wheel), set outs of model where measurement becomes a means to an end rather than an end in their own right. The Deming wheel popularized the Plan, Do Check, Act (PDCA) cycle which is focused on delivering business value. Using the PDCA cycle, organizational changes are first planned, executed, checked by measurement and then refined based on a positive feedback model. In his book The New Economics Deming wrote “Reward for good performance may be the same as reward to the weather man for a pleasant day.” Organizations that fall prey to the Seven Deadly Sins of metrics programs are apt to incent the wrong behavior.

(Thank you Dr. Deming).

14545519494_12ab1ba776_kSloth plagues many measurement programs as they age.  As time goes by, it is easy for practitioners to drift away from the passionate pursuit of transforming data into knowledge. Sloth in measurement programs is typically not caused by laziness. Leaders of measurement groups begin as true believers, full of energy. However over time, many programs fall prey to wandering relevance. When relevance is allowed to waiver it is very difficult to maintain the same level of energy as when the program was new and shiny. Relevance can slip away if measurement goals are not periodically challenged and validated. An overall reduction in energy can occur even when goals are synchronized, if there is a conflict on how the data will be used and analyzed between any of the stakeholder classes (measurement team, management or the measured). Your energy will wane if your work results in public floggings or fire drills (at the very least it will make you unpopular).

The drift into sloth may be a reflection of a metrics palette that is not relevant to the organization’s business, therefore not likely to produce revelations that create excitement and interest.  This can cause a cascade of further issues.  Few metrics programs begin life by selecting irrelevant metrics, except by mistake, however over time relevance can wander as goals and organizational needs change.  Without consistent review, relevance will wane and it will be easy for metrics personnel to lose interest and become indifferent and disengaged.

In order to avoid or reclaim your program from sloth due to drifting goals; synchronize measurement goals with the organization goals periodically.  I suggest mapping each measurement goal and measure to the organizations goals.  If a direct link can’t be traced, I suggest that you replace the measure.  Note: measurement goals should be reviewed and validated any time a significant management change occurs.

When usage is the culprit, your job is to counsel all stakeholders on proper usage. However, if management wants to use measurement as a stick, it is their prerogative. Your prerogative is to change fields or to act out and accept the consequences. If the usage is a driver for lack of energy, you probably failed much earlier in the measurement program and turning the ship will be very difficult. Remember that it pays to spend time counseling the organization about how to use measurement data from day one rather than getting trapped in a reactionary mode.

The same symptoms occur when management is either disinterested (not engaged and not disposed positively or negatively toward the topic) or has become uninterested (disengaged). The distinction between disinterested and uninterested is important because the solutions are different. Disinterest requires marketing to find a reason to care; to be connected.  A stakeholder that has become uninterested needs to be reconnected with by providing information so their decisions matter.  Whatever the reason for actively disengaging or losing interest, loosing passion for metrics will sap the vitality of your program and begin a death spiral.  Keep your metrics relevant and that relevance will provide protection against waning interest. Metrics professionals should ensure there is an explicit linkage between your metrics palate and the business goals of your organization.  Periodically audit your metrics program.  As part of the audit map the linkages between each metric and the organizations business goals.  Make sure you are passionate about what you do.  Sharing your passion of developing knowledge and illustrating truth will help generate a community of need and support.

Synchronizing goals, making metrics relevant and instilling passion may not immunize your metrics program from failure but they will certainly stave off the deadly sin of sloth. If you can’t generate passion or generate information and knowledge from the metrics program to generate relevance consider a new position, because in the long run not making the change isn’t really an option..

3216110254_15d4a00bf2_b

In Christianity, the seven deadly sins are the root of all other sins. This concept has been used as an analogy for the ills or risks for many professions.  The analogy fits as well for software metrics; focusing attention on the behaviors that could sap your program’s integrity, effectiveness and lifespan. Here we will look at the deadly sins from the point of view of a person or group that is creating or managing a metrics program. As with many things in life, forewarned is forearmed, and knowledge is a step towards avoidance.

Here are the seven deadly sins of metrics programs:

  • Pride – Believing that a single number/metric is more important than any other factor.
  • Envy – Instituting measures that facilitate the insatiable desire for another team’s people, tools or applications.
  • Wrath – Using measures to create friction between groups or teams.
  • Sloth – Unwillingness to act on or care about the measures you create.
  • Greed – Allowing metrics to be used as a tool to game the system for gain.
  • Gluttony – Application of an excess of metrics.
  • Lust – Pursuit of the number rather than the business goal.

All of the deadly sins have an impact on the value a metrics program can deliver.  Whether anyone sin is more detrimental than another is often a reflection of where a metrics program is in it’s life cycle. For instance, pride, the belief that one number is more important than all other factors, is more detrimental than sloth or a lack of motivation as a program begins whereas sloth becomes more of an issue as a program matures.  These are two very different issues with two very different impacts, however neither should be sneezed at if you value the long-term health of a metrics program. Pride can lead to overestimating your capabilities and sloth can lead to not using those you have in the end self-knowledge is the greatest antidote.

Over the next few days we will visit the seven deadly sins of metrics!

Seven Deadly Sins of Measurement Programs:  Sloth
Thomas M. Cagley Jr.

Sloth plagues many measurement programs as they age.  As time goes by, it is easy for practitioners to drift away from the passionate pursuit of data to transform into knowledge. Sloth in measurement programs is typically not caused by laziness. Leaders of measurement groups begin as true believers, full of energy. However over time, many programs fall prey to wandering relevance. When relevance is allowed to waiver it is very difficult to generate the same level of energy as when the program was new and shiny. Relevance can slip away if measurement goals are not periodically challenged and validated. An overall reduction in energy can occur even when goals are synchronize if there is a conflict on how the data will be used and analyzed between any of the stakeholder classes (measurement team, management or the measured). I would suggest that your energy will wane if your work results in public floggings or fire drills (at the very least it will make you unpopular).

The drift into sloth may be a reflection of a metrics palette that is not relevant to the organization’s business therefore not likely to produce revelations that creates excitement and interest.  This can cause a cascade of further issues.  Few metrics programs begin life by selecting irrelevant metrics, except by mistake, however over time relevance can wander as goals and organizational needs change.  Without consistent review, relevance will wane, and it will be easy for metrics personnel to lose interest and become indifferent and disengaged. 

In order to avoid or reclaim your program from sloth due to drifting goals; synchronize measurement goals with the organization goals periodically.  I suggest mapping each measurement goal and measure to the organizations goals.  If a direct link can’t be traced, I suggest that you replace the measure.  Note: measurement goals should be reviewed and validated any time a significant management change occurs.

 

When usage is the culprit your job is counsel all stakeholders on proper usage. However, if management wants to use measurement as a stick, it is their prerogative. Your prerogative is to change fields or to act out and accept the consequences. I would note that if the usage is a driver for lack of energy you probably failed much earlier in the measurement program and turning the ship will be very difficult. Remember that it pays to spend time counseling the organization about how to use measurement data from day one rather than getting trapped in a reactionary mode. 

The same symptoms occur when management is either disinterested (not engaged and not disposed positively or negatively toward the topic) or has become uninterested (disengaged).  Whatever the reason for actively disengaging or losing interest, loosing passion for metrics will sap the vitality of your metrics program and begin a death spiral.  Keep your metrics relevant and that relevance will provide protection against waning interest. Metrics professionals should ensure there is an explicit linkage between your metrics palate and the business goals of your organization.  Periodically audit your metrics program.  As part of the audit map the linkages between each metric and the organizations business goals.  Make sure you are passionate about what you do.  Sharing your passion of developing knowledge and illustrating truth will help generate a community of need and support. 

 

Synchronizing goals, relevance and passion may not immunize your metrics program from failure but they will certainly stave off the deadly sin of sloth. If passion and relevance do not work consider a new position because in the long run not acting will cause a new position to consider you.