Let’s stop guessing and start crowdsourcing data and information on this critical topic: Who is using what metrics under which context to what success? Participate in the agile metrics survey now.
Update 2020-07-21: We reopened the survey! We have joined forces with empiriks.de, a German consultancy specializing in statistical analysis, and we plan to take the study to the next level. The Agile Metrics Survey already complies with academic standards. However, what we need now is more participants to improve the sample size. So far, we have 535 contributors; let’s strive for 1,000 contributions. A first article based on the preliminary findings is already in the works. I will keep you posted!
TL; DR: Faking Agile Metrics — An Eye-Opening Exercise
Imagine you’re a Scrum Master and the line manager of your team believes that the best sign for a successful agile transformation is a steady increase in the Scrum Team’s velocity. Moreover, if the team fails to deliver on that metric something is wrong with the Scrum Team. Alternatively, something is wrong with you as you are the Scrum Master and hence responsible for the team’s performance. (Apparently, not faking agile metrics, or being transparent in this case, does not seem to be valued here.)
Learn more about how to coach these kinds of line managers and help them overcome their preference for the industrial past with a simple exercise on how to cook the agile books.
The Agile Metrics Survey 2020 Design: Usually, we start an initiative or project by defining what success would look like and how we would learn that we are successful. Which immediately points at metrics of all kinds. This approach is not different for any attempt to become agile, to turn into a learning organization—at least it should not be.
The question is which metrics have been proven to be successful in the past to support that approach. In other words: is there life beyond velocity?
Food for Agile Thought’s issue #146—shared with 17,791 peers—addresses finding agile metrics, how to play the product game safe and lose, and why BDD is an integral part of business agility.
We also ask yourselves: Should an agile coach rather be an organizational psychotherapist? Or what are you doing all day if you’re supporting a single team as a scrum master?
Lastly, our gut feeling is confirmed that innovation does not happen under pressure as well as that ‘saying yes’ is not scaling technique to build successful products. (Fortunately, there are also six ways how to accomplish growth without trying to be everybody’s darling.)
Food for Agile Thought’s issue #130—shared with 14,911 peers—covers once more the corporate agile failure at legacy organizations. We like the guide to suitable agile metrics by XSCALE Alliance’s Leon Tranter, and we deal with how to scale and align a growing engineering team.
We then dive deep into the psychology of creating products: from confirmation bias, Kahneman’s systems 1 and 2, the benefits of listening to talking, persuasion techniques, to 25 cognitive biases.
Lastly, we remember the project management nightmare called ‘waterfall.’
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