Steve McConnel adopts something like this at his company, Construx. They use a professional development plan detailing different career paths for management, design and programming each with its respective skill matrix.
On Sat, 6 Nov 2004 20:09:29 -0800, Kent Beck <[EMAIL PROTECTED]> wrote: > > A source of ideas for measurement is the lean manufacturing world. One > tool they use is a training matrix. The people on the team are listed > down the left side of the page. The tasks the team needs to do in order > to accomplish its work are listed across the top. Each cell is either: > * quarter circle--the team member cannot perform the task > * half circle--the team member can perform the task with supervision > * three quarter circle--the team member can perform the task > independently > * full circle--the team member can teach the task to others > > The goal is to have all the cells filled in. This never happens, because > when someone gets full moons all the way across they are generally moved > to lead another team. Some organizations provide incentive pay to > individuals based on how many capabilities they have. > > Below is a message from the NWLEAN mailing list about skills matrices. A > skills matrix doesn't measure productivity directly, but it does measure > the potential to contribute. > > Kent Beck > Three Rivers Institute > ---------------------- > Hi Ed: > > You need to maintain a skills matrix for the production processes in > your shop. You may have one row for each operator and one column for > each of milling, drilling, reaming, broaching, etc. > At the row and column intersection you have a symbol indicating, for > example, whether the operator: > 1.. Cannot do the job at all. > 2.. Can do it with supervision > 3.. Can do it autonomously at normal speed. > 4.. Can train another one to do it. > In the US, the symbols are often circles with one quarter, one half, > three quarters or the whole blackened. Others use color codes and > stickers. Each operator's move to the next proficiency level is formally > conducted by the supervisor based on objective criteria. The goal is of > course to get everybody to level 4 on all tasks, but fully multiskilled > operators tend to be promoted to other jobs and newcomers keep joining > the teams, so that you never actually get there. > > The skills matrices are posted on the floor for everybody to see, which > is a means of communicating management expectations. If you are > sufficiently far along in your implementation, the number of different > skills an individual has impacts wages through a pay-for-ability > component. > > Skills like 5S, SMED, or the ability to work well with others do not > appear on these matrices. They contain only production processes, with > objective criteria for certification. It is not a small thing to put in > place, but it is worth it. > > Best regards. > -- > Michel Baudin > MMTI - Manufacturing Management & Technology Institute > www.wefixfactories.com > > ----- Original Message ----- > From: "Eddie Conklin" <[EMAIL PROTECTED]> > To: <[EMAIL PROTECTED]> > Sent: Wednesday, November 03, 2004 5:44 AM > Subject: RE: NWLEAN: Lean Training Grid or Plan > > > > > > > Hello Leanies, > > In a recent Lean Audit our company was dinged for not having a Lean > > Training Grid or Lean training plan. We did have training records of > different elements of Lean like 5's, Standard Work, Set-up Reduction > etc. but were unable to produce a formal training matrix. > > Can anyone help me ? > > Eddie C > > > > > > > -----Original Message----- > > From: Jonathan Rasmusson [mailto:[EMAIL PROTECTED] > > Sent: Thursday, November 04, 2004 7:44 PM > > To: [EMAIL PROTECTED] > > Subject: [XP] Measuring individual developer > > productivity/accountability > > > > Hi all, > > > > I had an interesting request from senior management at a client site > > recently. > > He asked me to start tracking and measuring individual developer > > productivity. > > > > Seems like a reasonable request. The gentlemen is just asking for > > some accountability. > > He wants to know who is carrying their own weight and how is "doggin" > > it. > > > > I love accountability. I want the team to be accountable. The > > problem is I have > > no idea how to track individual developer productivity. It goes > > against everything > > the team currently stands for. > > > > Right now the team is : > > - pairing > > - helping each other > > - picking up peices and fixing broken windows > > - moving around and learning > > - having fun (maybe too much fun ;) > > > > My fear is that if management demands developers start tracking > > individual productivity > > metrics (lets pretend for a second we had some) that we would break a > > beautiful thing > > - a team that is working well together and having fun. > > > > How would you respond to this manager's request? > > To Post a message, send it to: [EMAIL PROTECTED] > > To Unsubscribe, send a blank message to: [EMAIL PROTECTED] > > ad-free courtesy of objectmentor.com > Yahoo! Groups Links > > > > > To Post a message, send it to: [EMAIL PROTECTED] To Unsubscribe, send a blank message to: [EMAIL PROTECTED] ad-free courtesy of objectmentor.com Yahoo! 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