It dominated my professional life 25 years ago, but these days I have to remind myself it even exists.
Vestigial remains from my boxes and arrows days when I wore the big pointy hat and shiny cap of a lead architect.
1
Ha! Behold my UML metamodel for the Balanced Scorecard! And all the business modeling and enterprise architecture stuff. Those were the days!
(For those of you thinking goal-directed/driven software engineering is a new thing... It's an 80s thing)
https://www.codemanship.co.uk/parlezuml/e-books/umlformanagers/umlformanagers_ch4.pdf
In the early 00s, I used to run strategy & performance measurement design sessions with customers and dev teams. I had a workshop where we'd split into groups and "red team" the metrics other groups designed and iterate them
1
Balancing measures is a good way to make them much harder to game, BTW. Pre-gaming them during design is also a good idea.
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@[email protected] The lack of pre-gaming always confuses me. I feel like 90% of commercial performance metrics could be elimanated by just running through the checklist of:
- could somebody spend money to make this number go up?
- would spending money that way improve something about the business or increase its profits?
For a lot of common measures the answers are "yes" and "no", which makes you wonder a bit about business culture.
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@mavnn The classic "All patients must be seen within 3 days of asking for an appointment"
solution: appointments can't be made more than 3 days ahead
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@mavnn The classic "All patients must be seen within 3 days of asking for an appointment"
solution: appoints can't be made more than 3 days ahead
@mavnn The classic "All patients must be seen within 3 days of asking for an appointment"
solution: appoints can't be made more than 3 days ahead
