Agile Performance Metrics

ORGANIZATIONAL AGILE METRICS
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www.acm-software.com
Agility Services Company

Not everything that counts can
be counted, and not everything
can be counted counts.
Albert Einstein

Key Elements of Agile Metrics
§ Measure outcomes, not individual activity
§ Working software is the primary measure of progress
§ Our highest priority is to satisfy the customer through
early and continuous delivery of valuable software
§ Establish data driven decision making culture and trigger a
learning organization via high level of transparency

Examples of Good & Bad Metrics
§ User Satisfaction
§ Revenue / Feature
§ Feature CycleTime
§ Post Production Defect Rate
§ % of Features Completed
§ Release Frequency
§ Lines of Code
§ Hours Worked
§ Number of Defects Found
In Development

3 Levels For EnhancingVisibility
Organizational Level Metrics
Team Level Metrics
Team Performance

Agile organizations need to use few, Lean metrics to watch their
overall health.These metrics needs to focus on three main areas:
time to market, value and innovation.
Organizational Level Metrics
Time to
Market
Ability to
Innovate
Value

Time to Market Metrics
% of Completion; track completion in project level, epic
level, according to release plan, etc. In order to do so, use
Product Backlog Item level story point rolling estimations.
§ Closed § In Progress § Remaining
50 100 150 200 250 300 350 400 450 500
Call Center
Upgrade
Project
Cloud Call
Center
Project
Call Center
Automation
Story Points

SmallTask & Project CycleTime (time between the start
date and production); track in portfolio level, business
domain level, etc
01 02 03 04 05 06 07 08 09
Months
Portfolio A avg
Portfolio B avg
Portfolio C avg
10
20
30
40
50
60
70
80
90
100
110
120
Days

Project Lead Time (time between the request occurrence
date and production); track in portfolio level, business
domain level, etc
01 02 03 04 05 06 07 08 09
Months
Portfolio A avg
Portfolio B avg
Portfolio C avg
10
20
30
40
50
60
70
80
90
100
110
120
Days

Project Flow (# of delivered projects, throughput); track in
portfolio level, business domain level, etc
01 02 03 04 05 06 07 08 09
25
50
100
125
150
175
200
225
250
275
Number
Months

SmallTask Flow (# of delivered small tasks, throughput);
track in portfolio level, business domain level, etc
01 02 03 04 05 06 07 08 09
5
20
40
60
80
Number
Months

Value Metrics
Human Capital Allocation; % of resource allocated
(realised) to strategic projects, tactical projects, small
tasks, etc
01 02 03 04 05 06 07 08 09
Strategic
Projects
Tactical
Projects
SmallTasks
10
20
30
40
50
60
70
80
90
100
%
Months

Ability to Innovate Metrics
# of Post Prod Defects; track in portfolio level,
business domain level, etc
01 02 03 04 05 06 07 08 09
25
50
100
125
150
175
200
225
250
275
Number
Months

Prod Defect Solution Avg.Time; track in portfolio
level, business domain level, etc
Months
01 02 03 04 05 06 07 08 09
10
20
30
40
50
60
70
80
90
100
110
120
Hours

Innovation Rate; track in portfolio level, business
domain level, etc
01 02 03 04 05 06 07 08 09
10
20
30
40
50
60
70
80
90
%
Months
100

Transparency must be triggered from bottom up via teams.
Therefore, teams should make their Sprint progress visible to
every related parties.
Team Level Metrics
Reliability metrics; planning accuracy ratio,
emergency ratio
Ability to Innovate metrics; defect rate,
innovation rate
Value metrics; customer satisfaction,
team happiness
T2M metrics; project lead time, project cycle
time, small task cycle time, # of small tasks
delivered

Team Level Metrics

Team PerformanceVisibility
Agile performance evaluation tends to enhance KAIZEN and
learning.Therefore, a team oriented performance enhancement
model should be developed that increases the transparency inside
the team and leads to a learning organization.
Method Weight Frequency Owner Supporter
Delivery Success
Component
Quantitative
Metrics 45% Bi Annually Team
Group Product
Leader
Teamwork Component
Kaizen
Achievement 15% Quarterly Team
Group Product
Leader
Self Development
Component
360 Degree
Feedback 20% Quarterly Team Agile Studio
Direct Report
Feedback 20% Bi Annually Team
Group Product
Leader

BE AGILE,
STAY LEAN
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Agile Performance Metrics

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