Omniture (and other analytics packages) have a section on “Loyalty”. The stats are misleading though. The “Return frequency” report, for example, double-counts multiple visits which makes results look far more favourable than they really are. An alternative is using the loyalty score. When most users return with a week it gives a value higher than Daily Unique…… Continue reading Measuring audience loyalty
From the book Leaders Dilemma. Principle #7 tell leaders to steer clear of fixed targets and suggests alternative ways of setting goals without the undesirable side effects of dysfunctional behaviour. Implementation guidelines: Set relative improvement goals Enable teams to set their own goals Use peer comparisons to challenge and stretch, not judge and blame Balance competition and…… Continue reading Leaders Dilemma: Principle #7
There is some debate where I work about how to measure our mobile audience (daily users). Should we count the number of people following us on social media? (Divided by two – our research team say that half our users social media consumption is on mobile). The case for followers People view our posts in…… Continue reading Measuring Mobile Audience: How Much Does Social Media Contribute?
Marketplaces are extremely powerful at co-ordinating scarce resources. It’s possible to use it to co-ordinate software development teams. Lets see how. There needs to be competition between buyers and sellers. Development teams sell their services, and business units buy their services. Buyers You need multiple buyers. For example: the Content team, the Commercial team, and…… Continue reading Unleash the entrepreneurs in your team
Typically, dev targets are based on functionality delivered. This depends heavily on having very specific requirements – how do you define “done”? Its much harder than it sounds. What if the functionality is delivered but with major bugs? What if (when) the requirememt change halfway through the sprint – is that shifting the goalposts? There…… Continue reading Dev targets: measuring business value
Scrum is a flavour of Agile. It’s 100% aligned with SMART objectives. Specific: Requirements for the sprint should be well defined. Measurable: Plan A is results-based: have the changes had the desired impact? (E.g. has Metro Incentives had 50 nominations in its first week?). Plan B: has the business got what they expected (live or…… Continue reading Why Scrum is the hip younger brother of SMART targets
Dev teams are like football: the paparazi, the glamorous wags. But also the (not quite so glamorous) stats.Football has stats such as the proportion of games won when a particular player plays. Great! So whats it got to do with software development?Well, large dev teams often split into two. And if people slowly rotate (e.g.…… Continue reading Why dev teams are like football
I’m sure there are lots of team maturity models out there. This one is about the level of self-organisation. It’s a simplifiction (like all models). How does your team score? (1). Team members need to have specific tasks assigned to them e.g. build widget X for the TV section of the website. (2). The team…… Continue reading Self-organisation: Team Maturity Model