Measures should drive the goal discusses the importance of knowing what to do with your data once you have collected it. The most prominent take a way from Jack's article for me is that if your measurements don't relate to getting things done faster there is no point in collecting them.
The KM Executive project and task management features were designed around the principle of measuring performance and being able to process the measurements seamlessly to both plan ahead and look back in time to discover weaknesses. Each of the bullet points that Jack identifies for project measurements are addresses in the following manner:
- Tasks (activities) automatically log who created the task and when along with a modifiable start and end date. Each task is allowed a time budget. Various reports allow easy reference to this information to determine how much time is left for a task, where the task is at in relation to schedule, etc.
- The ability to tag each activity and arrange reports by these tags provides a backward looking analysis of task performance. By using one tag to identify a project and separate tags to identify and group tasks it is easy to see at a glance which projects exceeded budget and then drill down further to identify which tasks or groups of tasks within the project caused the most problem. Through consistent tagging it is easy to look across multiple projects to identify specific areas that demand improvement. This allows you to focus your innovation efforts in the areas that will have the most impact on performance.
- Activity load reports provide a quick analysis of which resources are overloaded and which are underutilized.
The conclusion that the overall goal of project improvements is to be able to get projects done as quickly as possible is very poignant.
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