Aggile delivery is based on trust; “Individuals and interactions over processes and tools” and “Working software over comprehensive documentation” are two of the core values, often misinterpreted as a replacement of traditional ‘rigid’ governance. Initially, a challenge to the success of Lean Six Sigma and Agile, intentionally or not, didn’t provide specific metrics, seen as a sign of risk-averse organisations. However, in the quest for higher performance, and without clear and specific Agile metrics, organizations often turn to metrics from Lean Six Sigma—such as cycle time, throughput, defect rates, and process efficiency—to measure the success of Agile projects. These metrics seem objective and actionable, promising to optimize the flow of work. However, a deep ethical debate simmers beneath the surface: Are we measuring what truly matters? Are we rewarding teams for activity, or for genuine customer value? This blog post explores the ethical dilemma of measuring output versus measuring value in Agile environments, from an ethical perspective.
Blog post: Measuring Output vs. Measuring Value, using Lean Six Sigma metrics to measure Agile projects. An Ethical Reflection
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