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Topics: Agile, Scrum
Agile Scrum Teams - what kinds of metrics are you using to monitor team performance?
Network:212



Like many Scrum Team, we track velocity. I would like to hear what other Scrum teams are tracking that you find valuable to determining Team Health.
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Network:178



Velocity is great when your team has just started and the people are unsure about how much work they can commit to finish in the next sprint. After a while they should grow more confident. And in my opinion, velocity becomes a dangerous tool at that point. Because it can mask the performance of the team - people tend to aim their estimations towards their velocity. So I think, when the team is at the performing stage, throughput is your measurement to go. How many stories are commited, WIP, done and released at a given time.
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1 reply by Andrew Craig
Mar 26, 2019 6:51 AM
Andrew Craig
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Nice response, Stephan. Completely agree.
Network:1623



Velocity is a vanity metric based on a fictitious number. Limit its usage to what its good for.

Value metrics include:
- Value realized
- Features used/features shipped
- Defect trends
- Team health/morale (via a formal or informal survey once a sprint)
- Customer/stakeholder satisfaction (via a formal or informal survey once a release)

Kiron
Network:914



Velocity in terms of user stories and Points are the most common used.
I have implemented a metric based on value delivered, as we agreed with the team to deliver value frequently, this metric is helping the team to increase value in a more suistinable way. I am not happy with story points and user stories since it is more subjective. Using the value added for the team to the product is engaging the team to an specific OKR (objective and key results). this indicator is negotiated by PO and the team.
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2 replies by Andrew Craig and Dora Mejia
Mar 26, 2019 6:49 AM
Andrew Craig
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Dora - I like that you are using OKR. Has OKR been implemented at an organizational level, or within your team/group/area?

Can you elaborate on measuring value? What are you using to measure?
Mar 26, 2019 7:49 AM
Dora Mejia
...
In my company case we do have teams in different flavours: 1) Agile teams that works by project s definition (General scope & Goal defined and interactive deliverable) 2) Scaled teams that work by a business strategy approach. We have been using OKRs for the 2o group at the organization level.
Value delivery is aligned with the strategic goal that we are finding , for example if I h ave a fraud indicator and my goal is to reduce the fraud in XX%, the team is measured by reaching goals in each delivery cycle. We have used as well the commit from teams to deliver value for every 2 or 3 sprints to the business and we measure that the teams are effectively delivering valuable product. In some experiences we have measured the #Of value delivery done in a period of time.
I asked to the CEO Company what velocity was for him? his answer was : itis subjective, for me velocity is delivery just on the time we need as an organization, not before not after. if our competitors are sooner than us with an strategic product and gain the market it is a measure that we are not fast as we need
Network:914



Mar 25, 2019 2:46 PM
Replying to Wade Harshman
...
Joey,
I was on a similar team where an outside stakeholder wanted daily updates on how many hours each person worked and how many hours were remaining on each feature.

I had to ask over and over what she really needed to know, because the number of hours a developer needs for a task is irrelevant. I tried to convince her that she really needed to know when a feature would be delivered. If we were pushing completed code at the end of each sprint, it shouldn't matter whether we were each working 20 hours a week or 60, so long as we were keeping our commitments.

I still feel pretty strongly that I was right, but I lost the argument every time.
Agree that hours is not a relevant indicator. In agile thinking you are trusting in the team and motivating the team to achieve business results. THe team can spend hours and hours and do not producing value for the organization or product.
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1 reply by Stephan Weinhold
Mar 26, 2019 1:12 AM
Stephan Weinhold
...
Dora, you are right. But you need to track the spent hours somehow, so you can put them into relation to the generated customer value. 10000 USD value is great, but if it cost you 13000 USD to generate this value, it isn't that great any more.
Network:178



Mar 25, 2019 6:39 PM
Replying to Dora Mejia
...
Agree that hours is not a relevant indicator. In agile thinking you are trusting in the team and motivating the team to achieve business results. THe team can spend hours and hours and do not producing value for the organization or product.
Dora, you are right. But you need to track the spent hours somehow, so you can put them into relation to the generated customer value. 10000 USD value is great, but if it cost you 13000 USD to generate this value, it isn't that great any more.
...
1 reply by Dora Mejia
Mar 26, 2019 7:52 AM
Dora Mejia
...
It depends of your organization goals and need. There are moments in the organization that is focused in reaching products and market and not thinking about the hours you spend to achieve it. In somehow we need to measure. For instance I prefer to say the team that is working is costing the organization $1000 that thinking about the hours we are spending. I changed the metric from hours to assigned team to a goal making that more aligned to agile thinking of team goals and perspectives.
Network:2381



Mar 25, 2019 6:38 PM
Replying to Dora Mejia
...
Velocity in terms of user stories and Points are the most common used.
I have implemented a metric based on value delivered, as we agreed with the team to deliver value frequently, this metric is helping the team to increase value in a more suistinable way. I am not happy with story points and user stories since it is more subjective. Using the value added for the team to the product is engaging the team to an specific OKR (objective and key results). this indicator is negotiated by PO and the team.
Dora - I like that you are using OKR. Has OKR been implemented at an organizational level, or within your team/group/area?

Can you elaborate on measuring value? What are you using to measure?
Network:2381



Mar 25, 2019 3:41 PM
Replying to Stephan Weinhold
...
Velocity is great when your team has just started and the people are unsure about how much work they can commit to finish in the next sprint. After a while they should grow more confident. And in my opinion, velocity becomes a dangerous tool at that point. Because it can mask the performance of the team - people tend to aim their estimations towards their velocity. So I think, when the team is at the performing stage, throughput is your measurement to go. How many stories are commited, WIP, done and released at a given time.
Nice response, Stephan. Completely agree.
Network:914



Mar 25, 2019 6:38 PM
Replying to Dora Mejia
...
Velocity in terms of user stories and Points are the most common used.
I have implemented a metric based on value delivered, as we agreed with the team to deliver value frequently, this metric is helping the team to increase value in a more suistinable way. I am not happy with story points and user stories since it is more subjective. Using the value added for the team to the product is engaging the team to an specific OKR (objective and key results). this indicator is negotiated by PO and the team.
In my company case we do have teams in different flavours: 1) Agile teams that works by project s definition (General scope & Goal defined and interactive deliverable) 2) Scaled teams that work by a business strategy approach. We have been using OKRs for the 2o group at the organization level.
Value delivery is aligned with the strategic goal that we are finding , for example if I h ave a fraud indicator and my goal is to reduce the fraud in XX%, the team is measured by reaching goals in each delivery cycle. We have used as well the commit from teams to deliver value for every 2 or 3 sprints to the business and we measure that the teams are effectively delivering valuable product. In some experiences we have measured the #Of value delivery done in a period of time.
I asked to the CEO Company what velocity was for him? his answer was : itis subjective, for me velocity is delivery just on the time we need as an organization, not before not after. if our competitors are sooner than us with an strategic product and gain the market it is a measure that we are not fast as we need
Network:914



Mar 26, 2019 1:12 AM
Replying to Stephan Weinhold
...
Dora, you are right. But you need to track the spent hours somehow, so you can put them into relation to the generated customer value. 10000 USD value is great, but if it cost you 13000 USD to generate this value, it isn't that great any more.
It depends of your organization goals and need. There are moments in the organization that is focused in reaching products and market and not thinking about the hours you spend to achieve it. In somehow we need to measure. For instance I prefer to say the team that is working is costing the organization $1000 that thinking about the hours we are spending. I changed the metric from hours to assigned team to a goal making that more aligned to agile thinking of team goals and perspectives.
...
1 reply by Stephan Weinhold
Mar 26, 2019 10:16 AM
Stephan Weinhold
...
I agree with you. It doesn't have to be hours. I prefer to know the cost of a team per sprint. But in my experience that's only working when the team is working on one product.
Network:178



Mar 26, 2019 7:52 AM
Replying to Dora Mejia
...
It depends of your organization goals and need. There are moments in the organization that is focused in reaching products and market and not thinking about the hours you spend to achieve it. In somehow we need to measure. For instance I prefer to say the team that is working is costing the organization $1000 that thinking about the hours we are spending. I changed the metric from hours to assigned team to a goal making that more aligned to agile thinking of team goals and perspectives.
I agree with you. It doesn't have to be hours. I prefer to know the cost of a team per sprint. But in my experience that's only working when the team is working on one product.
...
1 reply by Wade Harshman
Mar 26, 2019 1:35 PM
Wade Harshman
...
Stephan, are your developers paid hourly?

I realize this likely not your decision, I'm just curious. I commonly see contracted developers paid hourly because it's the easiest way to write a contract, but I normally see full-time developers paid with a salary. It's a similar argument to project performance. The amount of time a developer spends writing code (or sitting in the office) does not perfectly correlate to the amount of valuable code you can ship to the customer.

If your development team is paid hourly, I can understand why you might be tasked with tracking their hours as a component of actual cost. It's not necessarily something I would recommend doing, but I've been in your position and been required to do the same thing.
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