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13

So this is something I'm dealing with right now in AOL. The constant desire of business to measure seeps even into agile organizations. The key is to make sure you are measuring in a way that does not damage the fabric of agile for the sake of measuring. We must always be very careful and mindful of Goodhart's Law: "When a measure becomes a target, it ...


10

TL;DR Scrum is not intrinsically about doing more work faster, although high-performing teams often do. Like most agile frameworks, Scrum is about doing just enough of the right work. Measuring the team against a target velocity is a Scrum anti-pattern, as is measuring productivity from the number of backlog items or story points completed. Instead, you ...


6

I can definitely feel your pain on this one. Unfortunately, it seems like the organization hasn't grasped the team concept of Agile. If your role is the SM, I would encourage you to educate the managers and directors on working differently. Agile/Scrum changes everything about the way we work, even the way we manage and review individuals. An example you ...


5

A metric would be a standard of measurement in the context of PM. A performance indicator on the other hand is also just a type of performance measurement. Both terms could be and are used synonymously, e.g. here. The K in KPI would be the difference if any. One would consider the Key performance indicators the most important metrics that provide the best ...


4

So right now, as an Engineer, I take a single task, mull over it for 4 weeks, make sure it contains no bugs at all and I am the best worker you ever had. Despite the fact that it took me 4 weeks to deliver such a simple task. On the other hand, you have QA, who is wildly dependent on getting a crappy Engineer assigned. The crappier the engineer, the more ...


4

I once read a case about a development organization - they were trying to improve the administration of justice in an underdeveloped country. They had a way to measure the administration of justice (IIRC, the % of decisions that were overturned on appeal or review). But they had no way to influence the actual decision. Root cause analysis indicated that ...


4

None. Any individual performance metrics should only be used for the benefit of the employee. Otherwise you're committing teamicide. Do you want to have your team members help each other out on problems? Coach each other on technologies? Do you want them to give you their best estimates? And just work on what is next on the list? Do you want them to ...


4

I think the metric you suggest for "fail early" is probably close to optimal. It might be interesting (although probably too costly) to track the time when the work item was first identified as "in trouble". Time the work item was initiated Time when the work item was first identified as "troubled" Time when the relevant stakeholders identified this work ...


4

Actually, I'm using only two KPIs: number of users/customers: as a goal, we define how many users or customers we would like to have during a certain period. For example, we want 30,000 new customers in this year the time we need to deliver a new feature: in other words the lead time. We check our actual lead time and see check whether this time is enough ...


3

The reason for my question is that research seems to be to unpredictable and non-linear in order to be measured in the same way as e.g. the production of a car. That is the whole basis of R&D. Ultimately your ability to forecast progress on a project is inversely proportional to how "researchy" it is. In other words, if you are early in your discovery ...


3

Wiki have good example about project overrun (it is about cost overrun, but in our case it doesn't matter). The text below I took from this article and adapted for your question's example: Time overrun can be described in multiple ways. As a percentage of the total time expenditure As a total percentage including and above the planned time As ...


3

Over the course of a year, how many times did another team member ask this person for help, get it, and still was not afraid to come back and ask for help again? Over the course of a year, how many features did this team member ship, to customers, that are used and were relatively free of bugs? During the last live site incident, how did this person ...


2

For "Fail Early" a valid measure in conjunction with (or in place of) chronological lead time may be the level of effort devoted to the task prior to identifying failure. That will give you a better idea of the resource impacts and whether or not you are saving $$ as well as time. For example, assume I am budgeted 50% effort on a three-week task (so 1.5 ...


2

For customer satisfaction, I encourage you to look at the NetPromoter system. It's simple, easy to implement. For productivity, collaboration, etc., you might find some way to measure these things, but your real strategy should be to measure your downstream goals. Ask yourself: if your team doubled their productivity and doubled the collaboration that ...


2

Actual time - planned time = variance at completion. The OP's option (a) is the SPIt in Earned Schedule. In this example, it results in 0.6667, which is this project's performance index, a valuable metric for future planning.


2

The simple answer: you want to measure cycle time against your backlog items, not the tasks under those. The goal is to measure how long it is taking to deliver a unit of work. Tasks are just things you do, not units of work being delivered. Your cycle time will vary by the size of the item, that isn't a problem. You want to look at your cycle time on a ...


2

To put it bluntly, from a commercial perspective people only care if you deliver the project they requested within the time and budget you promised. I have intentionally chose the word "promised" because if you don't do a proper job at communicating things, people that don't understand how the project is built will take things as a promise. And when the ...


2

You can't calculate EV on the 10 items yet because they aren't done, so you don't know what the total effort to complete them is. You could calculate EV on the 5 that were completed if you had estimates for those 5 independent of the other 5.


2

Notwithstanding that I am not sure what you are measuring, try reading the data cumulatively. For example, assuming 100% means the completion of 100 units, by the end of the first week, you should have completed 500 units. Using the percentages you provided, this means you did complete 480 cumulatively, or 96% (the same as the weekly average as you posted ...


1

The first thing you need to ask yourself is for what reason your Team is tracking cycle time. If you're not currently tracking cycle time for tasks/subtasks, and you don't have any problems with doing so, then I see no reason for you start now. If you do need to track them for whatever reason, then I suggest using a rolling average - you take the average of ...


1

Use the term at any level you desire. If you need to discriminate one KPI from another, then simply name them: Process Alpha KPIs. If you own a process, let's say the F-35 assembly line, I'm pretty sure you'd have quite a few KPIs to monitor the health of your line, and if anyone else at LM would complain, you could tell them where to put their KPIs.


1

This really depends on the methodology you are using, the expertise, experience and the rigor of people you are working with. The time you allocate for the development matters as well, I have been working with people who tends to deliver on time even if it's not 100% completed. That being said, I can relate to this KPI and based on the few hundreds small ...


1

Am I late for the party? Well, there are many ways to arrive at the metrics and it depends on how you would want to prepare yourself for the future. For example, an in-depth analysis requires every data point to be captured - for example, if you consider the chain from the ticket assigned to your team to ticket closure by your Client, you will have various ...


1

This sounds like a homework question. A metric is a quantitative or qualitative measure of some sort that can be measured repeatedly. A KPI is a metric that is considered very important in predicting some kind of outcome or making a decision. Its also just a fancy term that MBA's and business people sometimes use for the word 'metric. When you're talking ...


1

In simple term, Metric is how you measure something and KPI can be outcome of the measurements. For example, In a production support every month you present no. of tickets(Metric) as a trend. KPI is the trend should show reducing tickets month on month.


1

Have a look at Earned Value Management (EVM). There you compare your currently Earned Value (EV) (usually the cost that were planned to complete a specific task) with the actual cost (AC) for the task or the cost planned (PV for planned value) to be achieved to a specific point in time. Having those three numbers, you get performance indices: Cost ...


1

It depends how you want to report on it. I suggest that each of the following are equally valid, and it is down to how you want to report it. As a percentage over-run: (Actual time - Planned time) * 100 / Planned time, so you suffered a (15 - 10) * 100 / 10 = 50% over-run. I would use this for reporting externally. As a time comparison: Actual time * 100 / ...


1

You would need to ensure that every project housed on the EPM Server is a) baselined and b) has progress added and any late tasks have been reforcasted. You could run a calculation I belive that would look at your project summary line and calculate what percentage of the overall duration the projects finish variance worked out as, and then using an icon to ...


1

Both of these goals are really bad goals. Neither is measurable because neither really matters in the least. The answer is to ask why either of those two things matter to the team. What is the purpose of improving intra-team communication? Why do they want to fail early? Both sound nifty as buzz-words, but they don't really mean anything in and of themselves....


1

Improve Intra-Team Communications Because communications quality is both subjective and highly personal I don't think there's going to be an easy measure for this. I'm also not convinced that it can be marked as 'done' at the end of a two or three week sprint because, as you point out, it's more of a long-term measure. That said, I think your approach to ...


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