First off, I was ready to close the tab at the slightest suggestion of using Velocity as a metric. That didn’t happen 🙂
I like the idea that metrics should be contained and sustainable. Though I don’t agree w/ the suggested metrics.
In general, it seems they are all designed around the process and not the product. In particular, there’s no mention of the “value unlocked” in each sprint: it’s an important one for an Agile team as it holds Product accountable to understanding of what is the $$$ value of the team’s effort.
The suggested set, to my mind, is formed around the idea of a feature factory line and its efficiency (assuming it is measurable.) It leaves out the “meaning” of what the team achieve w/ that efficiency.
My 2 cents.
Good read nonetheless 👍 Got me thinking about this intriguing topic after a few years.
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I mean, imperial systems weren’t generally known for being agile, yeah.
First off, I was ready to close the tab at the slightest suggestion of using Velocity as a metric. That didn’t happen 🙂
I like the idea that metrics should be contained and sustainable. Though I don’t agree w/ the suggested metrics.
In general, it seems they are all designed around the process and not the product. In particular, there’s no mention of the “value unlocked” in each sprint: it’s an important one for an Agile team as it holds Product accountable to understanding of what is the $$$ value of the team’s effort.
The suggested set, to my mind, is formed around the idea of a feature factory line and its efficiency (assuming it is measurable.) It leaves out the “meaning” of what the team achieve w/ that efficiency.
My 2 cents.
Good read nonetheless 👍 Got me thinking about this intriguing topic after a few years.