I like to share a 'report card' for complex projects that highlights the tradeoffs any particular project or approach brings. You can average those scores into a single number, but that average will never give a clear picture. Different business needs call for different risk tolerance, or sustainability investment, or community involvement. My role is to give enough information to senior leadership so they can make the decision about what the most important factors to balance in this project, at this time, for the inflection point we're at now. I think your idea of refusing to boil down to one number is the best (and sometimes hardest to sell) approach.
Thanks Mike! The report card sounds like a great example of this thinking. If trade-offs are made, at least they are made fully informed. That transparency leads to accountability. And, hopefully, better decisions. Are there any non-negotiables on the card? Factors that cannot be ignored?
I like to share a 'report card' for complex projects that highlights the tradeoffs any particular project or approach brings. You can average those scores into a single number, but that average will never give a clear picture. Different business needs call for different risk tolerance, or sustainability investment, or community involvement. My role is to give enough information to senior leadership so they can make the decision about what the most important factors to balance in this project, at this time, for the inflection point we're at now. I think your idea of refusing to boil down to one number is the best (and sometimes hardest to sell) approach.
Thanks Mike! The report card sounds like a great example of this thinking. If trade-offs are made, at least they are made fully informed. That transparency leads to accountability. And, hopefully, better decisions. Are there any non-negotiables on the card? Factors that cannot be ignored?