You’re sitting in the director’s office with a nervous feeling.
“So, about those agile metrics I asked from you…”, she says. Your stomach churns and pulse quickens.
How will you show the progress of agile transformation? How will you measure improvement in teams and people? And how will you avoid the trap of shallow metrics like say:do ratios and velocity?
Recently, I had a very enjoyable conversation with a group of successful, talented software leaders regarding Agile. More specifically, many of the topics shared underlying assumptions about the role of Agile to create structure in the place of chaos and align people towards a common goal.
As part of the conversation, we eventually reached a point where a question was posed (in my best paraphrase): “How can we measure a person’s effectiveness in changing people’s minds?”
I felt that all-too-familiar sense of discomfort and asked if “changing peoples’ minds” is a responsibility or requirement of a job, whether it be a change management role, team coach (e.g., a ScrumMaster), or anything in-between. Some in the group expressed the validity and importance of such a measurement; thus, I’ll explore a question within: should it be our job to change peoples’ minds? Continue reading