Chat with us, powered by LiveChat ALY6100 Northeaster University Data Science Team Management Discussion | acewriters

(1) Email-essay: When you make a decision, it is critical to answer:What is the desired outcome?How will that outcome be measured / monitored? For this week’s essay, you will write an email to your boss describing the desired outcome for the decision made in one of the cases (Salesforce, Netflix Prize, Netflix) and how that outcome will be measured. Specify:what metrics/KPIs will be used and whyany targets for those metrics/KPIswhat it means if a particular metric goes up or downwhat teams should have access to / be responsible for monitoring which KPIsAn example from previous session: ALY_6100_Week_5_Assignment_Email_Anita_Lok.pdf Other requirements:Use in line citations where appropriateInclude a reference list/bibliographyMinimum 2 references (including book and case study)Minimum 300 words(2) Slides: 2 Dashboard Mock-ups This week in class we reviewed how companies track and visuals key metrics and KPIs in constantly updated dashboard. Based on this week’s email-essay and your knowledge of the Salesforce or Netflix case, mock up 2 project dashboards for two different teams monitoring the results of this project. For example, for Salesforce, you could make a dashboard for the executive team and the HR team.You can use PPT, drawing or vector graphics software, or even hand draw the mock up (take a clear pic for your submission). Please submit your mock ups as one file, e.g. PDF or PPT.If you need some help imagining what a dashboard mockup might look like:Refer to example dashboards from Zignal Labs aboveFor websites, simple mock ups are called wireframesAn example from a previous session ALY_6100_Week_5__Recommendation_Anita_Lok.pdf (3) Short Answer: Explain Dashboard mock-upsFor your short answer this week, you’ll describe your dashbaord mock-ups. Please include:Definitions of the KPIs/metrics you included in your 2 dashboard mock-upsWhy you included each KPI/metricWhy a metric was on one or both dashboardWhy you choose to display the metric in the way you chooseOther requirements:Use in line citations where appropriateInclude a reference list/bibliographyMinimum 2 references (including book and case study)Examples are included below, tell me if you need any extra materials.Video: of dashboard: ,


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Google’s People Analytics:
Project Oxygen
AUGUST 11, 2018
Senior Leader Dashboard
Behavior Favorability
Low favorability <69% 100% 80% 60% 40% 20% 0% A B C D E F G H Behaviors Operations July 30 20 10 0 A Medium favorability 70% to 79% Low favorability <69% Name Average favorability Department Anna Bee 95% Operations Emily Pereira 80% Operations John Smith 75% Operations Bill Sanders 60% Operations Sandra Li 50% Operations B C D E F G H Training class Can filter High favorability >80%
Manager Performance
Can filter
Training Participation
Medium favorability 70% to 79%
Turnover Rates
Turnover rate %
Favorability %
Can filter
High favorability >80%
# people who have taken class
Can filter
Jane Doe
Job title: Senior Manager
Dept Name: Operations
Number of Responses: 15
Manager Report
High favorability >80%
Medium favorability 70% to 79%
Low favorability <69% Effective Behaviors Employee Observation Change from prior month Is a good coach 80% +5% Empowers the team and does not micromanage 85% -1% Expresses interest and concern for team members’ success and personal well-being 90% +2% Is productive and resultsoriented 70% +2% Is a good communicator 55% +2% Helps with career development 75% +2% Has a clear vision and strategy 65% -2% Has key technical skills 95% -2% Average Favorability Rates 100% Average Favorability Rate % Can filter 80% 60% 40% 20% 0% Jan Feb Mar Apr May Jun Jul Aug Month Comments “Jane is always advocating for me and the work I do. For example, when I designed a new feature, he encouraged me to present the feature at an all hands meeting” (Garvin, 2013)” “Jane always assigns me work and always changes what is expected. I feel like I am wasting my time building slides only to have to change them again.” Actions you can take • Attend a presentation about business outcomes or strategies. • Stay updated on industry and business events • Set up career and development discussions with your team References Garvin, D. A. (2013, December). How Google Sold Its Engineers on Management. Retrieved July 14, 2018, from Anita Lok ALY 6100, Data-Driven Decision Making Week 5 Assignment: Desired outcomes --------------------------------------------------------------------------------------------------------------------From: To: Subject: Project Oxygen: Desired outcomes Caroline, Last week, the Project Oxygen team shared the eight key behaviors that effective leaders should demonstrate (Garvin, 2013). 1. Is a good coach 2. Empowers the team and does not micromanage 3. Expresses interest and concern for team members’ success and personal well-being 4. Is productive and results-oriented 5. Is a good communicator 6. Helps with career development 7. Has a clear vision and strategy 8. Has key technical skills This list will be important to give employees a shared vocabulary to discuss management, offer them straightforward guidelines for improving it and give them a summary of management responsibilities. The recommendation is to design a hands-on training program for these managers to learn about these behaviors and implement an optional, confidential employee survey to evaluate their managers performance on these key behaviors. The desired outcome would be to build managerial excellence and increase employee satisfaction and retention of high performing employees. Since we will be implementing a monthly survey, this will be a great way to capture measure results. We will ask questions on their favorability from 1 (low) to 5 (five) on the essential management behavior into specific activities. For example, for the behavior of empowers the team and does not micromanage behavior, we will measure the following activities: • Does not micromanage • Balances giving freedom with being available for advice • Makes it clear he/she trusts us • Advocates for the team with others outside of the team At the individual level, managers will receive individual reports that outlines numerical scores and comments which will all tie back to the eight behaviors, and suggested key actions a manager can do to improve their behaviors which can include attending specific hands on training classes. Managers can leverage this report to see their strengths and weaknesses and see if their scores go up because of their actions. If scores are flat or staying down, managers may want to have a deeper dialogue with the team and develop a more customized plan to approach it. At the senior level, survey results should be aggregated and show favorability of results for each of the behaviors. It will be important to be able to see favorability scores of the managers and see who are high performing and who are low performing by grade level. If metrics were going down or up in a certain behavior, it could tell management what areas managers are already strong in or where there might need to be more training. In addition, seeing who are your high and low performing leaders at various grade levels will also give you an idea into the talent pipeline of individuals for promotions. Another metric to monitor would be the number of people who have attended training classes and see if those have taken those courses resulted in higher scores compared to those who did not attend. Lastly, it will be important to monitor voluntary and involuntary attrition to see how turnover rates may have been impacted. While these surveys are implemented, it will be critical to monitor the number of survey responses since the survey is optional. If there is a drop off in survey numbers, it will be important to gain feedback and adjust the survey strategy. While it would be difficult to directly measure the impact on sales, productivity or profitability we know that these behaviors will have a benefit to organizational performance (Garvin, 2013). Thank you, Anita Lok References Garvin, D. A. (2013, December). How Google Sold Its Engineers on Management. Retrieved July 14, 2018, from ... Purchase answer to see full attachment

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