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Think of this: you can fool yourself with words, and you can fool yourself with numbers, but it's harder to fool yourself when you have words and numbers together, and they match. This general idea is particularly true with planning. The words (well, let's call them concepts) and numbers ought to match. Metrics drive planning. You set the goals, establish the metrics, then track progress towards goals, review, revise, and manage. That's what planning is supposed to be. The metrics keep it from being pure blue-sky conceptual without any concrete measurable core. And the regular review makes it steering and management instead of static or sterile.
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