• Ginssuart (unregistered)

    Frist

    Had it not been for "but she also made the system more observable", I would have sworn this was about the company I work for.

  • (nodebb)

    You'd like to think that only one level of indirection - gathering information so that they can see where they can improve the metrics - would be simple enough for metrics-driven managers to be able to understand. The fact that it's too complicated for them really explains the overall state of industry.

  • Vera (unregistered)

    Zane must have mistaken the factory for a particularly messy game of Cookie Clicker.

  • COBOL Dilettante (unregistered)

    Reminds me of a workflow "dashboard" (i.e. Excel spreadsheet) requested by an MD that we used in a previous role. These tracked "cases in" versus "cases out", and if the two numbers were the same, then the team was on track.

    Of course, there was nothing to indicate whether those numbers referred to the same cases ... 4 cases in and shoved under the carpet + 4 cases finally worked after sitting round for three months = on track.

    The MD moved on after a few months. None of his successors looked at the "dashboard", but filling it in was now A Task, so it still got completed for at least two more MDs ...

  • (nodebb) in reply to COBOL Dilettante

    These tracked "cases in" versus "cases out", and if the two numbers were the same, then the team was on track.

    So if there's a backlog of cases (seems that there was), and something happens so that N new cases come in and N+M cases are finished (M > 0), the team is not on track???

  • (nodebb) in reply to COBOL Dilettante

    "MD" == "Metric Destroyer"?

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