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?
I’ve been measured as a 3.6 out of a possible 5 “performance” points. I’ve been measured on my sales volume per hour. I’ve even been measured on my percentage of overtime hours as a percentile representing “efficiency”. From salespeople, to service workers, to manual laborers, it’s nearly impossible to meet a worker that hasn’t been exposed to metrics as a form of management, motivation, or appraisal.
Deming, Drucker, and a host of wisdom spoke on the utility of metrics and, over time, business leaders have responded. An obsession with metrics is everywhere and there is no question that measurements of valuable business processes can help improve outcomes necessary for success. Enter the pursuit of (demand for?) “Agile metrics”. Continue reading