How do you standardize Scrum metrics across teams?

Two words: Do Not! Adding more text as LinkedIn demands minimum 125 characters. Each team should use metrics that are suitable for their circumstances and their level of Agile maturity. Even the teams that are identical in all respects might measure different things or measure differently (story points). Standardization leads to comparison, which in turn leads to managing the metrics and success theatre. So, do not.

In my view, Scrum metrics provide insights into the team’s capacity to deliver within a sprint. However, these metrics can vary based on the specific project and the unique dynamics of each team. As a Scrum team, all members share equal responsibility for project delivery during the sprint duration. As a Scrum Master, it is my role to uphold this sense of equality and ensure consistency across the team. ??

Be very careful. Understand 'Why' the organisation wants to do this. If it is to compare or rank teams, remember that "My Scrum is Not Your Scrum". Using metrics to compare scrum teams is nonsensical; if one team delivers 50 story points per sprint and another delivers 150 story points, this tells us nothing as the metric is no comparable across teams

La standardisation des métriques Scrum entre nos équipes est fondamentale pour assurer une évaluation cohérente des performances. Nous avons défini de manière collaborative un ensemble de métriques clés, aligné sur nos objectifs organisationnels et adaptable aux spécificités de chaque équipe. Cette approche garantit une comparabilité des résultats entre les différentes unités opérationnelles, offrant une vision unifiée de la performance globale de l'organisation. Encourageant un processus d'apprentissage continu, nous favorisons le partage des bonnes pratiques et des ajustements entre les équipes, contribuant à une amélioration constante de nos processus Scrum à l'échelle de l'entreprise.

Only teams that follow similar agile values can work well with the same standardized metrics. A team whose highest Scrum value is "quality" needs different metrics than a team whose highest Scrum value is "delivery speed". Don't mix it up, that is a recepie for desaster.

o standardize Scrum metrics across teams, it’s essential to carefully choose metrics that align with our shared goals and processes. I select metrics like velocity, sprint burndown, and lead time, which provide clear insights into team performance and progress. By ensuring these metrics are consistently used across all teams, we maintain uniformity and facilitate meaningful comparisons. I also provide training and guidelines on how to interpret and use these metrics, ensuring everyone is on the same page. This approach helps us achieve consistency and leverage data effectively for continuous improvement.

This is just contradictory. The previous section advocates standardising metrics across teams, but this section says you can't do that. I agree, you can't and probably shouldn't. I'd also suggest that the only question you need to ask for whether or not a Scrum team metric is useful would be: "Will this generate meaningful conversations in the Scrum Team?"

Standardizing metrics towards a common definition of how to collect, calculate and analyze them is a good practice at organizational level as part of their standard agile practices. This helps each Scrum team to have a consistent approach and avoid misuse. This initiative should be driven by an agile practices office within the organization as part of coaching and guiding Scrum teams to go through their learning curve in their agile maturity journey. With that being said, I consider that publishing and comparing metric results across teams does not contribute at all to improve performance or recognize achievements.

To standardize Scrum metrics across teams, I ensure we use common metrics like velocity, sprint burndown, lead time, and cycle time. These metrics provide a consistent way to measure progress, productivity, and efficiency. By applying the same set of metrics, we can accurately track performance and identify trends across teams. I also make sure that all teams understand how to collect and report these metrics consistently, fostering a shared understanding and facilitating meaningful comparisons and improvements across the organization.

Scottish Smoked Salmon and Smoked Scottish Salmon, mean different things. The first can be caught anywhere and smoked in Scotland. The second is caught in Scotland but could be smoked anywhere. In the same way: Metrics Common in Scrum and Common Scrum Metrics, mean different things. This is not a list of Common Scrum Metrics. It's a list of Metrics Common in Scrum. Most of these are not Scrum Metrics. They may be used in Scrum, but that doesn't mean they should be.

And there's the word I was expecting to appear at some point. Comparable. Scrum teams are too variable to effectively compare them. I'd also recommend against giving stakeholders access to the metrics. If you're using metrics then keep them in the team. If stakeholders want a metric ask them what it is they want to know. Then tell them that instead.

As always when it comes to data collection: a) Define exactly what and why you want to measure something beforehand! b) Only the people who understand the measurement data should see it. (Keep it in the team!) c) The data ages quickly. Very quickly. Be aware of this.

Except for the standardising part, this one seems about right. Metrics are starting points for conversations, use them for that.

Just like Scrum as an agile framework itself, Scrum metrics are also suitable for making process problems visible. How to deal with these problems that are brought to light is the actual agile work. Discuss an improvement quickly, start an experiment to check whether it leads to an improvement. Check after a predetermined time whether your metrics show an improvement. If not, go back to the planning board and start a new experiment.

Scrum doesn't encourage handoffs at intermediate stages, so traditional metrics will not be useful. Metrics in Scrum can be based on: - Sprint Goals, Backlog Items & Increments - Lead Time & Cycle Time - Cost of Delay - Velocity Range - Sprint Retrospective Actions As a team choose 2-3 key metrics that can bring about improvements. Work with them for next few Sprints. Once they saturate, pick new ones. Such metrics should be used to: - Update the Definition of Done (DoD) - Refine work-in-progress (WIP) limits, eliminate waste - Improve estimation & forecasting Setting standards should only serve as a reference for other Scrum teams. The team should dynamically pick metrics that are relevant to improve quality and the ways of working.

As well as quantitative metrics, I use qualitative measures such as Team Happiness. This provides valuable insights into team dynamics, satisfaction, and overall health of the Scrum process. This metric can be gathered through regular surveys or retrospectives where team members rate their satisfaction with the project, the process, and their work environment. It provides insights into the team's morale and engagement. In my experience, Happiness is the only Leading Measure of Performance; all other measures are Lagging; they tell us how we performed last month.

Establishing uniform Scrum metrics across teams poses a challenge due to the varying contexts, goals, and work environments of different teams. Nevertheless, cultivating a shared comprehension of essential Scrum metrics is pivotal for promoting consistency and enabling valuable comparisons.

This offers insightful information about team dynamics, contentment, and the general state of the Scrum process. Team members can provide feedback on their level of satisfaction with the project, the procedure, and their working environment through frequent surveys or retrospectives. It offers perceptions into the engagement and mood of the team. Happiness, in my opinion, is the only Leading Measure of Performance; the others are Lagging, telling us how we did the previous month. Because every team is distinct, with various goals, contexts, and work environments, it can be difficult to establish consistent Scrum metrics across teams.