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Like some sort of optical illusion, not everyone sees this as a GQM situation right away:
04/29/15
“… [he] began reminiscing about his job as a lineman, in the early nineteen-sixties, for a power company in Wyoming. Copper wire was expensive, and the linemen were instructed to return all unused pieces three feet or longer. No one wanted to deal with the paperwork that resulted, [he] said, so he and his colleagues found a solution: putting `shorteners’ on the wire—that is, cutting it into short pieces and tossing the leftovers at the end of the workday.”
Hints/spoiler in the comments...
1 comment
What was the power company’s goal? What signals did they use to assess performance? What metrics did they use? How were the company’s goals misaligned with the linemen’s?
04/29/15 @ 11:24
