Beyond the Burn Down --- Tying Agile Metrics to What We Actually Care About
The first metrics that tend to come to mind in agile shops tend to be burn down charts, story points and maybe even some project management metrics around scope, schedule and budget. These universal metrics tell us a lot about the health and state of the project and process, but are they driving transformational, sustainable improvement in our teams and our culture? Are they helping us make the shift from DOING agile to BEING agile? How do we incorporate measures about the essence of what we actually care about? How do we measure around our core values? How do we measure around business value especially when the business is mission-driven or not-for-profit?
This session invites participants into a highly collaborative dialog to explore measuring in a way that focuses on making the shift from “doing“ to “being” metrics in an agile environment by connecting values to relevant performance indicators, which can then be used to derive metrics tied to the mission we actually care about.
Outline/structure of the Session
- 5 min – Introductions
- 10 min – The metrics challenge
- What do we measure? Why do we measure? What’s the desired outcome of measuring processes?
- What’s the distinction between measures that describe past events versus those that transform our future possibilities
- 35 min - Exercise: ACME wants to establish a measurement system…Table groups establish a measurement system that is tailored to their mission and values.
- Breakout groups work step by step through the process
- Groups report out on results
- 5 min - Wrap Up with Resources: Sample templates and potential case study example
- 5 min - Close Out: Key Takeaways
Participants will be able to use a model for establishing core metrics with behavioral performance indicators and a tie to core values and mission.
Business leaders, agilists, non profit leaders
schedule Submitted 4 years ago
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Often times, trust is the silent impediment that impacts teams’ ability to be most effective in their performance and delivery of results. The trust impediment is often hidden because teams are hanging posters with trust as a team norm or organizations have trust listed as a core value; but, the missing link is the establishment and maintenance of a culture of organizational trust between all levels of the players in the agile structure.
Moving beyond the feeling or value of trust to the impact of it on behaviors and bottom-line at leadership and practitioner levels opens the door to resolving this barrier and increasing results. In this session we’ll explore the tangible expense of an organizational culture lacking trust and a solution for teams and leaders to move towards greater trust.