As a scrum master, manager, or director, you are looking for meaningful ways to measure progress or success with your product or change initiatives. These measurements can't just celebrate success, they need to expose reality and help you make decisions. You've read about the fallacies of measuring velocity or trying to compare teams - but what else can you do? The DevOps space talks much about mean time to recover, but is that making a difference?

Metrics are the bane of many organizations, getting fascinated on measurements that don’t matter or setting goals that drive improper behaviours. In this session, we walk through a simple grouping for metrics where the groupings not only call out the metrics, but their limits as well, and help guide us to better metrics.

Leave this session with a simple structure for metrics along with a plan to get you to more impactful metrics.


Outline/Structure of the Talk

Start off with an introduction around metrics - why are we measuring things anyway? What are we measuring, why are we measuring?

Ground the audience in metrics to help you make a decision. Do you have a question or information that is being triggered for your metrics? Why are you measuring / what will you do with the information?

From there we frame metrics intro 3 groups - Simple; Directional; Impactful

Simple - things like velocity, number of teams 'practicing agile' - etc. We talk about why these metrics come about, where they help, and what the limitations are. We will explore how to move to 'better metrics' (directional)

Directional - Things like MTTR, code coverage, etc. We talk about why these metrics come about, where they helps, and their limitations. These metrics, for example, may show that our practices are directionally getting better, but there isn't a tight correlation to economic impact - i..e are we delivering the right thing / testing the right thing. Similarly we explore how to move to better metrics (impactful)

Impactful - Direct correlation to business impact. mean time to a delivery that mattered, lead time to learning, etc.

We wrap up summarizing the groups, how to place your current metrics in these groups and make progress. We remind the audience that regardless of where you are, you can get better. And sometimes metrics are more of the orgaization asking the wrong questions because they aren't sure of the right ones

Learning Outcome

A simple model for grouping metrics

A way for groups to challenge their metrics constructively and move towards better ones

Target Audience

Managers, Directors, Team Members, Executives in any space

Prerequisites for Attendees

Just an open mind



schedule Submitted 2 years ago

Public Feedback