Select metrics that cannot betray you.
A weak dashboard tracks whether equipment has arrived. A mature dashboard tracks whether the team has discussed equipment arrival. The first metric depends on a truck. The second depends on an invitation, which you control.
- Replace 'Drawings approved' with 'Drawing conversations initiated.'
- Replace 'Installation complete' with 'Installation readiness actively monitored.'
- Replace 'Budget remaining' with 'Budget successfully deployed.'
- Replace 'Unresolved problems' with 'Identified opportunities for cross-functional engagement.'
The numbers may be identical, but the organization will feel very different about them. That difference is the deliverable.
Introduce amber containment.
Amber is useful because it implies awareness without demanding panic. The problem is that prolonged amber eventually attracts questions. Our solution is to split the troubled workstream into smaller workstreams. Five green administrative tasks and one red physical task produce a largely green slide. Avoid weighting by importance. Importance has never once made a dashboard easier to present.
THE FIRM’S WORKING MODEL
Same project. Two reporting systems.
A missed milestone, unresolved issue and a person who has physically visited the job.
A revised baseline, a completed meeting and a percentage with no denominator.
Treat the baseline as a renewable resource.
A baseline is supposed to tell you where you started. This is an unfortunate limitation. Replace it often enough and it becomes a statement of where you would prefer to have started. Label the old schedule 'historic context' and the new schedule 'the current source of truth.' People are reluctant to argue against truth, especially when it is version controlled.
Keep completed tasks visible for as long as possible. The kickoff meeting happened months ago, but it is still complete. There is no reason its success should stop contributing to the percentage.
Prepare for the person who visits the site.
Every reporting system has a vulnerability. Ours is someone putting on boots, walking outside, and looking at the actual work. If this occurs, explain that the dashboard measures program health while they are observing delivery conditions. Offer to arrange a workshop about the distinction.
Should they insist that the building is visibly on fire, create a new metric: incident visibility. Mark it green. The issue has, after all, been successfully identified.
