Value Clarity Principles
From © Tom Gilb, 2011, Chapter 5: How to Quantify: Scales of Measure:
- Objectives should be explicitly related to specific stakeholders, and to real stakeholder values.
- Objectives should not contain any hint of ‘perceived means’ to reach them.
- Objectives should be quantified, no excuses.
- Don’t define objectives which are ‘apparently easy to measure’. Define them because they are critical to your purposes, even if they seem difficult to measure. #Control the right stuff, not the easy stuff!
- It is natural to have a hierarchy of objectives, the lower levels supporting the ones above: the presumed connection should be both estimated and measured numerically.
- Rewards should be given for measured delivery of specified value, not for effort.
- Sales proposals should be made in terms of potential and promised satisfaction of your quantified objectives.
- Managers who deliver stakeholder value should be given more power and budget.
- The delivery of stakeholder value should begin early in the project (second week, in my practice!) and form a continuous flow of results, on a value-to-cost prioritized basis.
- Sub-optimization, caused by narrow focus on a few short term objectives, must be counteracted by having focus on a balanced set of objectives, some dealing with longer term results.