Suitable agile metrics reflect either a team’s progress in becoming agile or your organization’s progress in becoming a learning organization.
At the team level, qualitative agile metrics typically work better than quantitative metrics. At the organizational level, this is reversed: quantitative agile metrics provide better insights than qualitative ones.
The team hasn’t met its commitments once. Not once.
The atmosphere was becoming thicker by the minute. The management was displeased with the progress of the project and was looking for answers, starring at a bunch of Jira charts, I prepared earlier. “How can we claim that we are working in Scrum mode, if the team is not sticking with the rules?”
Throughout the majority of projects I have been working on I could observe an obsession with burn-down charts and other Scrum metrics, mainly team commitments. And as a consequence, a side product of backlog grooming, estimation and sprint planning is elevated to the most important management indicator that “Agile” works: The team’s commitment is matching or outperforming its average velocity.
