EnySpree wrote:What should they do waive the whole team and forfeit the season?

This team is not set up to win anything so I don't get the point of a thread like this.

Yeah, this is a really stupid thread. It's just a gripe fest thread. BRIGGS is usually a lot more upbeat about our prospects, particularly since we are going to have a lottery pick soon.

jrodmc wrote:

Rookie wrote:

SupremeCommander wrote:Phil is out tanking Philly... at least we're good at something

I still can't get past how Mr. Cap space traded Felton with 1 yr 3.7 left for Calderon with 2yr's 14.2M left on his contract and didn't get a 1st rd pick for Chandler. This isn't a tank, it's a fail.

Rook, could the answer be that getting rid of FluCancerTyson and the Worst Point Guard in The Solar System meant he had to pay for the dumpage by taking Calderone's contract?

A first round pick for Tyson? How exactly did his stock get that high during the off season, well before things such as Moz were being related to 1st round picks?

You rarely get someone to take your garbage away for free. Thank the puking gods we got some kind of picks at all instead of giving them up to get rid of the two of them.

It would have cost us nothing to hold onto Chandler until the trade deadline. He is hardly garbage and would be a productive player on this team as he always was. Felton, while he screwed up bad, was hardly a team cancer and was on a decent contract. Would have been easy to just hide him on the end of the bench and let his contract run out. Quite frankly, I can't think of any move this team has made over the years that has worked out. I would prefer if they just did nothing.

knicks1248 wrote:

jrodmc wrote:

Rookie wrote:

SupremeCommander wrote:Phil is out tanking Philly... at least we're good at something

I still can't get past how Mr. Cap space traded Felton with 1 yr 3.7 left for Calderon with 2yr's 14.2M left on his contract and didn't get a 1st rd pick for Chandler. This isn't a tank, it's a fail.

Rook, could the answer be that getting rid of FluCancerTyson and the Worst Point Guard in The Solar System meant he had to pay for the dumpage by taking Calderone's contract?

A first round pick for Tyson? How exactly did his stock get that high during the off season, well before things such as Moz were being related to 1st round picks?

You rarely get someone to take your garbage away for free. Thank the puking gods we got some kind of picks at all instead of giving them up to get rid of the two of them.

Dude as bad as Cuban wanted Tyson, he could have negotiated a better deal. This was the first of many mistakes he has made.

Most of you that are giving phil a pass, are quick to state that his moves didn't work out like he planned, which you can say that about any failure. It wouldn't be so bad if something he's done has elevated the franchise, but he has sank the ship to sub marine levels.

Now you want the rest of us to just chalked it up as a clean house start from scratch he had nothing to work with to begin with. Not so easy when you see the players he traded having success.

IF you rushed out to trade expiring contracts for sub par players , that means you had big plans to make shhh happen now. When the team fell to new depths, you should have just made moves at the trading deadline, or during the draft. But you traded every asset, for trade exemptions and 2nd rnd picks, and use that to pick up another sub par player(shved) a player who you have no reason to resign.

The suns wanted shump for the longest, and when dragic requested a trade for a player you planned on going after, you had nothing to offer..NOTHING.

These moves don't make me optmistic

Agree on all accounts but since I'm a 15yr sucker I'm still optimistic about everything working out. Our lotto pick and I'm hopeful we sign the right guys. Not throw darts at the wall again and hope it sticks.

I'm optimistic we will get it right going foward

Rookie wrote:another dysfunctional thing that is still bothering me is that our GM/VP doesn't appear to have any definable role with the team. He should be shown the door and a young new analytical hot shot brought in to replace him. Someone who isn't just a yes man and is in touch with what today's NBA is and how the successful teams are scouting/building their rosters. Let Phil be the big picture guy, but right now he's just looking like an old dude who's stuck in the past and is probably smoking to much medical marijuana and maybe even starting to age rapidly.

I love what Phil brings in term of championship appeal and experience. You don't replace. You sack Mills and co and add a younger gm who is in tune with the NBA today and has a full understanding of the value of metrics and signing the right guys and getting young value/assets in trades. Unfortunately it's a little too late for that. However going forward I think it would really help the Knicks and Phil's Knick legacy

gunsnewing wrote:

Rookie wrote:another dysfunctional thing that is still bothering me is that our GM/VP doesn't appear to have any definable role with the team. He should be shown the door and a young new analytical hot shot brought in to replace him. Someone who isn't just a yes man and is in touch with what today's NBA is and how the successful teams are scouting/building their rosters. Let Phil be the big picture guy, but right now he's just looking like an old dude who's stuck in the past and is probably smoking to much medical marijuana and maybe even starting to age rapidly.

I love what Phil brings in term of championship appeal and experience. You don't replace. You sack Mills and co and add a younger gm who is in tune with the NBA today and has a full understanding of the value of metrics and signing the right guys and getting young value/assets in trades. Unfortunately it's a little too late for that. However going forward I think it would really help the Knicks and Phil's Knick legacy

You do realize that the Knicks front office is all in on metrics and have people who have been on that for many years?

Steve Mills:

“What people don’t realize is that Steve has always been a basketball guy,” said Craig Robinson, the men’s basketball coach at Oregon State and a former teammate of his at Princeton. “There’s no question in my mind that he knows the game, knows how to evaluate talent and knows how to network.”

Mills has his own ideas, of course. To start, he expressed a desire to incorporate more analytics into the fabric of the team. He said he believes in the power of numbers, citing the influence of Dean Oliver’s seminal book on the topic, “Basketball on Paper: Rules and Tools for Performance Analysis.”

Mills said he had been visiting last week with Allan Houston, the Knicks’ assistant general manager, when he noticed a copy of the book in Houston’s office. Seeing it reminded Mills that he had given copies to members of his staff in his first stint at the Garden. In his new role, Mills said he hoped to use advanced metrics to look at matters like lineup combinations, the length of player contracts and the efficacy of the scouting department.

Mills said much of his understanding of the game dated to his time at Princeton, where the culture of the basketball team had required an adjustment. Accustomed to scoring 20 points a game as a high school guard on Long Island, Mills soon realized that Coach Pete Carril’s methodical offense meant that no individual would shine above the others. The system worked, though, and that was paramount.

Mills, who helped steer Princeton to two Ivy League championships, recalled having a conversation with a former colleague who had played at Harvard.

Mike Smith:

Shortly after graduating, Smith took a job with the New York Knicks. Fast forward a decade, and he's worked his way up from the video room to become a pro scout and director of analytics. These days, Smith is at the forefront of the league's so-called Moneyball movement, analyzing a constant flow of data to help guide the organization to a championship.

Moneyball Meets the Hardwood
Metrics first came to popularity in Major League Baseball, thanks to the work of Bill James and others. It reached a wider audience with 2003 publication of "Moneyball: The Art of Winning an Unfair Game," Michael Lewis's account of the efforts by Oakland A's General Manager Billy Beane to win with baseball's smallest payroll.

Baseball's always been statistically oriented—batting average, RBIs, ERAs. But 10 years ago, the term "analytics" was uncommon in the NBA. Now what was once considered a secondary interest has now become a critical part of drafting, signing, trading and cutting players—more than 20 of the NBA's 30 teams have analytics departments.

In fact, every professional sport has seen an explosion of growth in analytics. In the NFL, the Cleveland Browns and Chicago Bears have in-house analytics staffs to look at everything from "What should we do on fourth and one?" to the physical potential of draft prospects. A movement has begun to gain traction in the NHL, where the Nashville Predators hire consultants to study issues like the most effective ways to carry the puck into the offensive zone.

In the NBA, rather than rely on the simpler, traditional metrics for evaluating prospective talent (points, rebounds and assists), analytics experts answer questions such as the risk vs. benefit of shooting from different locations on the court, where a rebound is mostly likely to fall, and which players are most likely to come through in the clutch.

"Teams are always looking for as much pertinent information as they possibly can in regards to scouting, game preparation, player evaluation and development," says Rod Thorn, NBA president of basketball operations. "And as analytical evaluation becomes more sophisticated, it will become an even more important part of a team's decision-making process."

Starting this season, the NBA is installing SportVU optical-tracking cameras in every arena to collect information on players and their tendencies. Using player position coordinates, STATS LLC, the NBA's partner with SportVU technology, says its technology breaks down players' positioning and ball movement. Its computer software processes these numbers and can send them to a coach's iPad, allowing the team to make adjustments during or after a game.

"Top to bottom, the SportVU information should have an impact on all parts of an NBA organization," says Brian C. Kopp, senior vice president of sports solutions for STATS LLC.

Consider this scenario: Carmelo Anthony is the Knicks' superstar. But who else should be out there with him? That's where STATS and Smith comes in. "I find out what player combos stand out, which five players work best together."

Smith has jumped into the role at the right time. Right before the start of this season, the Knicks hired Steve Mills as president and general manager, and he let it be known that analytics would play a key role in the team's future. "I think that we have to take a different look in incorporating analytics into how we approach player evaluation and potential trades," Mills told sports radio host Mike Francesa.

Mills declared the team needed to hire scouts with a keen eye for talent and "then also use analytics to help us get to the right decision."

Mark Warkentien:

Director of player personnel Mark Warkentien, who hired analytics pioneer Dean Oliver when he was with the Denver Nuggets, is a believer.

Ultimately, Wally Walker of Seattle's front office realized Oliver, just like a strength coach, could be an asset to a team; Oliver could help him think better. He was hired as Seattle's "statistical consultant" for two seasons before he was scooped up by another forward-thinking GM, Warkentien.

Along with front-office execs Rex Chapman and Bret Bearup, the three have the responsibility of "managing (owner) Stan Kroenke's portfolio," Warkentien said. "You've got 13 guys on a team; every time you do make a move, you're investing 7-8 percent of your portfolio. The more information gives you more knowledge, which gives you more power."

For years, Warkentien has evaluated players with an approach he calls "eyes-ears-numbers." Heading into the 2009 NBA draft, scouts suggested to Warkentien that North Carolina's Ty Lawson was a point guard's point guard. Fast. Heady. A winner. But the kid wasn't a great shooter and wasn't even 6-feet tall. So Denver went to the numbers.

nixluva wrote:

gunsnewing wrote:

Rookie wrote:another dysfunctional thing that is still bothering me is that our GM/VP doesn't appear to have any definable role with the team. He should be shown the door and a young new analytical hot shot brought in to replace him. Someone who isn't just a yes man and is in touch with what today's NBA is and how the successful teams are scouting/building their rosters. Let Phil be the big picture guy, but right now he's just looking like an old dude who's stuck in the past and is probably smoking to much medical marijuana and maybe even starting to age rapidly.

I love what Phil brings in term of championship appeal and experience. You don't replace. You sack Mills and co and add a younger gm who is in tune with the NBA today and has a full understanding of the value of metrics and signing the right guys and getting young value/assets in trades. Unfortunately it's a little too late for that. However going forward I think it would really help the Knicks and Phil's Knick legacy

You do realize that the Knicks front office is all in on metrics and have people who have been on that for many years?

Steve Mills:

“What people don’t realize is that Steve has always been a basketball guy,” said Craig Robinson, the men’s basketball coach at Oregon State and a former teammate of his at Princeton. “There’s no question in my mind that he knows the game, knows how to evaluate talent and knows how to network.”

Mills has his own ideas, of course. To start, he expressed a desire to incorporate more analytics into the fabric of the team. He said he believes in the power of numbers, citing the influence of Dean Oliver’s seminal book on the topic, “Basketball on Paper: Rules and Tools for Performance Analysis.”

Mills said he had been visiting last week with Allan Houston, the Knicks’ assistant general manager, when he noticed a copy of the book in Houston’s office. Seeing it reminded Mills that he had given copies to members of his staff in his first stint at the Garden. In his new role, Mills said he hoped to use advanced metrics to look at matters like lineup combinations, the length of player contracts and the efficacy of the scouting department.

Mills said much of his understanding of the game dated to his time at Princeton, where the culture of the basketball team had required an adjustment. Accustomed to scoring 20 points a game as a high school guard on Long Island, Mills soon realized that Coach Pete Carril’s methodical offense meant that no individual would shine above the others. The system worked, though, and that was paramount.

Mills, who helped steer Princeton to two Ivy League championships, recalled having a conversation with a former colleague who had played at Harvard.

http://www.nytimes.com/2013/10/12/sports/basketball/completely-ready-or-not-steve-mills-takes-charge-of-knicks.html?pagewanted=all

Mike Smith:

Shortly after graduating, Smith took a job with the New York Knicks. Fast forward a decade, and he's worked his way up from the video room to become a pro scout and director of analytics. These days, Smith is at the forefront of the league's so-called Moneyball movement, analyzing a constant flow of data to help guide the organization to a championship.

Moneyball Meets the Hardwood
Metrics first came to popularity in Major League Baseball, thanks to the work of Bill James and others. It reached a wider audience with 2003 publication of "Moneyball: The Art of Winning an Unfair Game," Michael Lewis's account of the efforts by Oakland A's General Manager Billy Beane to win with baseball's smallest payroll.

Baseball's always been statistically oriented—batting average, RBIs, ERAs. But 10 years ago, the term "analytics" was uncommon in the NBA. Now what was once considered a secondary interest has now become a critical part of drafting, signing, trading and cutting players—more than 20 of the NBA's 30 teams have analytics departments.

In fact, every professional sport has seen an explosion of growth in analytics. In the NFL, the Cleveland Browns and Chicago Bears have in-house analytics staffs to look at everything from "What should we do on fourth and one?" to the physical potential of draft prospects. A movement has begun to gain traction in the NHL, where the Nashville Predators hire consultants to study issues like the most effective ways to carry the puck into the offensive zone.

In the NBA, rather than rely on the simpler, traditional metrics for evaluating prospective talent (points, rebounds and assists), analytics experts answer questions such as the risk vs. benefit of shooting from different locations on the court, where a rebound is mostly likely to fall, and which players are most likely to come through in the clutch.

"Teams are always looking for as much pertinent information as they possibly can in regards to scouting, game preparation, player evaluation and development," says Rod Thorn, NBA president of basketball operations. "And as analytical evaluation becomes more sophisticated, it will become an even more important part of a team's decision-making process."

Starting this season, the NBA is installing SportVU optical-tracking cameras in every arena to collect information on players and their tendencies. Using player position coordinates, STATS LLC, the NBA's partner with SportVU technology, says its technology breaks down players' positioning and ball movement. Its computer software processes these numbers and can send them to a coach's iPad, allowing the team to make adjustments during or after a game.

"Top to bottom, the SportVU information should have an impact on all parts of an NBA organization," says Brian C. Kopp, senior vice president of sports solutions for STATS LLC.

Consider this scenario: Carmelo Anthony is the Knicks' superstar. But who else should be out there with him? That's where STATS and Smith comes in. "I find out what player combos stand out, which five players work best together."

Smith has jumped into the role at the right time. Right before the start of this season, the Knicks hired Steve Mills as president and general manager, and he let it be known that analytics would play a key role in the team's future. "I think that we have to take a different look in incorporating analytics into how we approach player evaluation and potential trades," Mills told sports radio host Mike Francesa.

Mills declared the team needed to hire scouts with a keen eye for talent and "then also use analytics to help us get to the right decision."

http://alumni.umd.edu/s/1132/1col.aspx?sid=1132&gid=1&pgid=2505

Mark Warkentien:

Director of player personnel Mark Warkentien, who hired analytics pioneer Dean Oliver when he was with the Denver Nuggets, is a believer.

Ultimately, Wally Walker of Seattle's front office realized Oliver, just like a strength coach, could be an asset to a team; Oliver could help him think better. He was hired as Seattle's "statistical consultant" for two seasons before he was scooped up by another forward-thinking GM, Warkentien.

Along with front-office execs Rex Chapman and Bret Bearup, the three have the responsibility of "managing (owner) Stan Kroenke's portfolio," Warkentien said. "You've got 13 guys on a team; every time you do make a move, you're investing 7-8 percent of your portfolio. The more information gives you more knowledge, which gives you more power."

For years, Warkentien has evaluated players with an approach he calls "eyes-ears-numbers." Heading into the 2009 NBA draft, scouts suggested to Warkentien that North Carolina's Ty Lawson was a point guard's point guard. Fast. Heady. A winner. But the kid wasn't a great shooter and wasn't even 6-feet tall. So Denver went to the numbers.

http://www.denverpost.com/sports/ci_13541239

so then they are using metrics to tank?

Rookie wrote:

jrodmc wrote:

Rookie wrote:

SupremeCommander wrote:Phil is out tanking Philly... at least we're good at something

I still can't get past how Mr. Cap space traded Felton with 1 yr 3.7 left for Calderon with 2yr's 14.2M left on his contract and didn't get a 1st rd pick for Chandler. This isn't a tank, it's a fail.

Rook, could the answer be that getting rid of FluCancerTyson and the Worst Point Guard in The Solar System meant he had to pay for the dumpage by taking Calderone's contract?

A first round pick for Tyson? How exactly did his stock get that high during the off season, well before things such as Moz were being related to 1st round picks?

You rarely get someone to take your garbage away for free. Thank the puking gods we got some kind of picks at all instead of giving them up to get rid of the two of them.

It would have cost us nothing to hold onto Chandler until the trade deadline. He is hardly garbage and would be a productive player on this team as he always was. Felton, while he screwed up bad, was hardly a team cancer and was on a decent contract. Would have been easy to just hide him on the end of the bench and let his contract run out. Quite frankly, I can't think of any move this team has made over the years that has worked out. I would prefer if they just did nothing.

Yes, that's great to say now at 10-45, Captain Obvious. Did you know Tyson was going to provide us with the stellar performances and IR history he already had? You think Phil really wanted to put up with hiding gun charges and back page crap that smelled of the last great regime at the end of the bench during his tenure? Would we have benn wasting a slot that could have cost us at least looking at Langston?

Notice the one's who have been dispatched?

Phil has big ego. Phil has lotsa rings. Phil gets to be the ahole to the media. He probably didn't want any help from GrimaceFace Mrs. Hibbert or anyone else.

nixluva wrote:

gunsnewing wrote:

Rookie wrote:another dysfunctional thing that is still bothering me is that our GM/VP doesn't appear to have any definable role with the team. He should be shown the door and a young new analytical hot shot brought in to replace him. Someone who isn't just a yes man and is in touch with what today's NBA is and how the successful teams are scouting/building their rosters. Let Phil be the big picture guy, but right now he's just looking like an old dude who's stuck in the past and is probably smoking to much medical marijuana and maybe even starting to age rapidly.

I love what Phil brings in term of championship appeal and experience. You don't replace. You sack Mills and co and add a younger gm who is in tune with the NBA today and has a full understanding of the value of metrics and signing the right guys and getting young value/assets in trades. Unfortunately it's a little too late for that. However going forward I think it would really help the Knicks and Phil's Knick legacy

You do realize that the Knicks front office is all in on metrics and have people who have been on that for many years?

Steve Mills:

“What people don’t realize is that Steve has always been a basketball guy,” said Craig Robinson, the men’s basketball coach at Oregon State and a former teammate of his at Princeton. “There’s no question in my mind that he knows the game, knows how to evaluate talent and knows how to network.”

Mills has his own ideas, of course. To start, he expressed a desire to incorporate more analytics into the fabric of the team. He said he believes in the power of numbers, citing the influence of Dean Oliver’s seminal book on the topic, “Basketball on Paper: Rules and Tools for Performance Analysis.”

Mills said he had been visiting last week with Allan Houston, the Knicks’ assistant general manager, when he noticed a copy of the book in Houston’s office. Seeing it reminded Mills that he had given copies to members of his staff in his first stint at the Garden. In his new role, Mills said he hoped to use advanced metrics to look at matters like lineup combinations, the length of player contracts and the efficacy of the scouting department.

Mills said much of his understanding of the game dated to his time at Princeton, where the culture of the basketball team had required an adjustment. Accustomed to scoring 20 points a game as a high school guard on Long Island, Mills soon realized that Coach Pete Carril’s methodical offense meant that no individual would shine above the others. The system worked, though, and that was paramount.

Mills, who helped steer Princeton to two Ivy League championships, recalled having a conversation with a former colleague who had played at Harvard.

http://www.nytimes.com/2013/10/12/sports/basketball/completely-ready-or-not-steve-mills-takes-charge-of-knicks.html?pagewanted=all

Mike Smith:

Shortly after graduating, Smith took a job with the New York Knicks. Fast forward a decade, and he's worked his way up from the video room to become a pro scout and director of analytics. These days, Smith is at the forefront of the league's so-called Moneyball movement, analyzing a constant flow of data to help guide the organization to a championship.

Moneyball Meets the Hardwood
Metrics first came to popularity in Major League Baseball, thanks to the work of Bill James and others. It reached a wider audience with 2003 publication of "Moneyball: The Art of Winning an Unfair Game," Michael Lewis's account of the efforts by Oakland A's General Manager Billy Beane to win with baseball's smallest payroll.

Baseball's always been statistically oriented—batting average, RBIs, ERAs. But 10 years ago, the term "analytics" was uncommon in the NBA. Now what was once considered a secondary interest has now become a critical part of drafting, signing, trading and cutting players—more than 20 of the NBA's 30 teams have analytics departments.

In fact, every professional sport has seen an explosion of growth in analytics. In the NFL, the Cleveland Browns and Chicago Bears have in-house analytics staffs to look at everything from "What should we do on fourth and one?" to the physical potential of draft prospects. A movement has begun to gain traction in the NHL, where the Nashville Predators hire consultants to study issues like the most effective ways to carry the puck into the offensive zone.

In the NBA, rather than rely on the simpler, traditional metrics for evaluating prospective talent (points, rebounds and assists), analytics experts answer questions such as the risk vs. benefit of shooting from different locations on the court, where a rebound is mostly likely to fall, and which players are most likely to come through in the clutch.

"Teams are always looking for as much pertinent information as they possibly can in regards to scouting, game preparation, player evaluation and development," says Rod Thorn, NBA president of basketball operations. "And as analytical evaluation becomes more sophisticated, it will become an even more important part of a team's decision-making process."

Starting this season, the NBA is installing SportVU optical-tracking cameras in every arena to collect information on players and their tendencies. Using player position coordinates, STATS LLC, the NBA's partner with SportVU technology, says its technology breaks down players' positioning and ball movement. Its computer software processes these numbers and can send them to a coach's iPad, allowing the team to make adjustments during or after a game.

"Top to bottom, the SportVU information should have an impact on all parts of an NBA organization," says Brian C. Kopp, senior vice president of sports solutions for STATS LLC.

Consider this scenario: Carmelo Anthony is the Knicks' superstar. But who else should be out there with him? That's where STATS and Smith comes in. "I find out what player combos stand out, which five players work best together."

Smith has jumped into the role at the right time. Right before the start of this season, the Knicks hired Steve Mills as president and general manager, and he let it be known that analytics would play a key role in the team's future. "I think that we have to take a different look in incorporating analytics into how we approach player evaluation and potential trades," Mills told sports radio host Mike Francesa.

Mills declared the team needed to hire scouts with a keen eye for talent and "then also use analytics to help us get to the right decision."

http://alumni.umd.edu/s/1132/1col.aspx?sid=1132&gid=1&pgid=2505

Mark Warkentien:

Director of player personnel Mark Warkentien, who hired analytics pioneer Dean Oliver when he was with the Denver Nuggets, is a believer.

Ultimately, Wally Walker of Seattle's front office realized Oliver, just like a strength coach, could be an asset to a team; Oliver could help him think better. He was hired as Seattle's "statistical consultant" for two seasons before he was scooped up by another forward-thinking GM, Warkentien.

Along with front-office execs Rex Chapman and Bret Bearup, the three have the responsibility of "managing (owner) Stan Kroenke's portfolio," Warkentien said. "You've got 13 guys on a team; every time you do make a move, you're investing 7-8 percent of your portfolio. The more information gives you more knowledge, which gives you more power."

For years, Warkentien has evaluated players with an approach he calls "eyes-ears-numbers." Heading into the 2009 NBA draft, scouts suggested to Warkentien that North Carolina's Ty Lawson was a point guard's point guard. Fast. Heady. A winner. But the kid wasn't a great shooter and wasn't even 6-feet tall. So Denver went to the numbers.

http://www.denverpost.com/sports/ci_13541239

Yea coz they've done a bang up job with metrics so far resigning Melo & in trades.

The metrics will have to have to come into play this summer

nixluva wrote:

Rookie wrote:

nixluva wrote:

gunsnewing wrote:

Rookie wrote:another dysfunctional thing that is still bothering me is that our GM/VP doesn't appear to have any definable role with the team. He should be shown the door and a young new analytical hot shot brought in to replace him. Someone who isn't just a yes man and is in touch with what today's NBA is and how the successful teams are scouting/building their rosters. Let Phil be the big picture guy, but right now he's just looking like an old dude who's stuck in the past and is probably smoking to much medical marijuana and maybe even starting to age rapidly.

I love what Phil brings in term of championship appeal and experience. You don't replace. You sack Mills and co and add a younger gm who is in tune with the NBA today and has a full understanding of the value of metrics and signing the right guys and getting young value/assets in trades. Unfortunately it's a little too late for that. However going forward I think it would really help the Knicks and Phil's Knick legacy

You do realize that the Knicks front office is all in on metrics and have people who have been on that for many years?

Steve Mills:

“What people don’t realize is that Steve has always been a basketball guy,” said Craig Robinson, the men’s basketball coach at Oregon State and a former teammate of his at Princeton. “There’s no question in my mind that he knows the game, knows how to evaluate talent and knows how to network.”

Mills has his own ideas, of course. To start, he expressed a desire to incorporate more analytics into the fabric of the team. He said he believes in the power of numbers, citing the influence of Dean Oliver’s seminal book on the topic, “Basketball on Paper: Rules and Tools for Performance Analysis.”

Mills said he had been visiting last week with Allan Houston, the Knicks’ assistant general manager, when he noticed a copy of the book in Houston’s office. Seeing it reminded Mills that he had given copies to members of his staff in his first stint at the Garden. In his new role, Mills said he hoped to use advanced metrics to look at matters like lineup combinations, the length of player contracts and the efficacy of the scouting department.

Mills said much of his understanding of the game dated to his time at Princeton, where the culture of the basketball team had required an adjustment. Accustomed to scoring 20 points a game as a high school guard on Long Island, Mills soon realized that Coach Pete Carril’s methodical offense meant that no individual would shine above the others. The system worked, though, and that was paramount.

Mills, who helped steer Princeton to two Ivy League championships, recalled having a conversation with a former colleague who had played at Harvard.

http://www.nytimes.com/2013/10/12/sports/basketball/completely-ready-or-not-steve-mills-takes-charge-of-knicks.html?pagewanted=all

Mike Smith:

Shortly after graduating, Smith took a job with the New York Knicks. Fast forward a decade, and he's worked his way up from the video room to become a pro scout and director of analytics. These days, Smith is at the forefront of the league's so-called Moneyball movement, analyzing a constant flow of data to help guide the organization to a championship.

Moneyball Meets the Hardwood
Metrics first came to popularity in Major League Baseball, thanks to the work of Bill James and others. It reached a wider audience with 2003 publication of "Moneyball: The Art of Winning an Unfair Game," Michael Lewis's account of the efforts by Oakland A's General Manager Billy Beane to win with baseball's smallest payroll.

Baseball's always been statistically oriented—batting average, RBIs, ERAs. But 10 years ago, the term "analytics" was uncommon in the NBA. Now what was once considered a secondary interest has now become a critical part of drafting, signing, trading and cutting players—more than 20 of the NBA's 30 teams have analytics departments.

In fact, every professional sport has seen an explosion of growth in analytics. In the NFL, the Cleveland Browns and Chicago Bears have in-house analytics staffs to look at everything from "What should we do on fourth and one?" to the physical potential of draft prospects. A movement has begun to gain traction in the NHL, where the Nashville Predators hire consultants to study issues like the most effective ways to carry the puck into the offensive zone.

In the NBA, rather than rely on the simpler, traditional metrics for evaluating prospective talent (points, rebounds and assists), analytics experts answer questions such as the risk vs. benefit of shooting from different locations on the court, where a rebound is mostly likely to fall, and which players are most likely to come through in the clutch.

"Teams are always looking for as much pertinent information as they possibly can in regards to scouting, game preparation, player evaluation and development," says Rod Thorn, NBA president of basketball operations. "And as analytical evaluation becomes more sophisticated, it will become an even more important part of a team's decision-making process."

Starting this season, the NBA is installing SportVU optical-tracking cameras in every arena to collect information on players and their tendencies. Using player position coordinates, STATS LLC, the NBA's partner with SportVU technology, says its technology breaks down players' positioning and ball movement. Its computer software processes these numbers and can send them to a coach's iPad, allowing the team to make adjustments during or after a game.

"Top to bottom, the SportVU information should have an impact on all parts of an NBA organization," says Brian C. Kopp, senior vice president of sports solutions for STATS LLC.

Consider this scenario: Carmelo Anthony is the Knicks' superstar. But who else should be out there with him? That's where STATS and Smith comes in. "I find out what player combos stand out, which five players work best together."

Smith has jumped into the role at the right time. Right before the start of this season, the Knicks hired Steve Mills as president and general manager, and he let it be known that analytics would play a key role in the team's future. "I think that we have to take a different look in incorporating analytics into how we approach player evaluation and potential trades," Mills told sports radio host Mike Francesa.

Mills declared the team needed to hire scouts with a keen eye for talent and "then also use analytics to help us get to the right decision."

http://alumni.umd.edu/s/1132/1col.aspx?sid=1132&gid=1&pgid=2505

Mark Warkentien:

Director of player personnel Mark Warkentien, who hired analytics pioneer Dean Oliver when he was with the Denver Nuggets, is a believer.

Ultimately, Wally Walker of Seattle's front office realized Oliver, just like a strength coach, could be an asset to a team; Oliver could help him think better. He was hired as Seattle's "statistical consultant" for two seasons before he was scooped up by another forward-thinking GM, Warkentien.

Along with front-office execs Rex Chapman and Bret Bearup, the three have the responsibility of "managing (owner) Stan Kroenke's portfolio," Warkentien said. "You've got 13 guys on a team; every time you do make a move, you're investing 7-8 percent of your portfolio. The more information gives you more knowledge, which gives you more power."

For years, Warkentien has evaluated players with an approach he calls "eyes-ears-numbers." Heading into the 2009 NBA draft, scouts suggested to Warkentien that North Carolina's Ty Lawson was a point guard's point guard. Fast. Heady. A winner. But the kid wasn't a great shooter and wasn't even 6-feet tall. So Denver went to the numbers.

http://www.denverpost.com/sports/ci_13541239

so then they are using metrics to tank?

HA Ha! No they will be using metrics in trying to rebuild the team this summer. In picking a player in the draft. In targeting free agents etc. It's easier to do this when you have great options like a high draft pick and cap space to sign players. The point is that we actually do have people who have experience in our front office. They now will have the ability to apply these metrics to building a team that will excel.

They seriously need to get it right this summer. I mean hitting it out of the park. I'm not talking about a starphuck of FA's, but we need all the new additions to be solid contributors with NBA skills that compliment the team/coach/system

BRIGGS wrote:I mean we really sck. Please Phil--if you do one thing right--get rid of Jose Calderon--please. The whole team scks--I mean there is not one player you really can count on---I think our best player might be Admundson who's been waived more times than a flag on Independence Day. Tim Hardaway is dumb as a board. Bargnani scks--why are we wasting time on this Shevyd--another non athletic player who has no chance to guard NBA players? Why waste time on these guys????

get the emotional tampons with "Wings", keeps from leaking.

Whats done is done.

If you keep posting like a crackhead we'll have to be mean to you.