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Ten Ways to Master Metrics

By Dennis McCafferty on 2012-01-18


Hard numbers can be hard to find, but data-driven arguments are the best way to support a business case for your project or strategic initiative. The book, Metrics: How to Improve Key Business Results (Apress/available now) seeks to clarify this murky topic. Author Martin Klubeck presents theories and practical advice on filtering out distractions and zeroing in on what you really need. In many cases, you can get a clearer sense of what to pursue before you start, thus avoiding a futile chase for data. Klubeck is a strategy and planning consultant at the University of Notre Dame and founder of the Consortium for the Establishment of Information Technology Performance Standards, a non-profit seeking to standardize industry measures. For more about the book, click here.
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1. The Root Question Rules All


It must determine – and set limitations for – data gathering.

2. Clarify the Root Question


Ask “why?” five times to drill down to the essential need being requested.

3. Don’t Overcomplicate Things


Numbers are the simplest and most unambiguous of information.

4. Define Terms and Definitions


Even those that seem obvious need explanations to ensure clarity for all.

5. Limit Eyes on the Data


The only ones viewing it should be those who have a defined role in using it.

6. Focus on Data that’s Useful and Understood


“It’s not what you look at that matters,” as Thoreau put it, “it’s what you see.”

7. Be Cautious of Automated Data Production


Management may want to use it simply because it exists – even if it’s irrelevant.

8. Accuracy, Accuracy, Accuracy


Any raw, inaccurate data introduced will devalue all future work.

9. Metrics are not Statements


They’re indicators, but require interpretation to mean anything.

10. Always Assess Expectations Delivery


If you fell short of expectations or exceeded them it merits investigation as to why.

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