How will you know that you've got it - Agile product development metrics done right?

Metrics is the only cult where you can worship spreadsheets and pie charts.

?? It's widely acknowledged that metrics play an important role in software development. Numerous books, speeches, and papers are available on the topic, particularly regarding metrics in agile development. In the past, the focus in waterfall project management was on the scope, budget, and time triangle. However, nowadays, organizations from various industries are adopting agile methodologies, and burndown charts, cycle times, and velocities have become the key metrics. ??

If you don't collect any metrics, you're flying blind. If you order and focus on too many, they may be obstructing your field of view

Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions?―?Scott M. Graffius.

Agile metrics in action

?? If you're interested in Agile methodology and looking for ways to measure and improve your team's performance, a great resource is the book "Agile Metrics in Action" by Christopher W. H. Davis. ?? First published in 2015, the book's content is still relevant today. ?? By implementing the ideas presented in the book, companies can enhance their adaptability and predictability, leading to better outcomes and overall success.

As an Agile Coach, I try to approach the system with a holistic, big-picture mindset. Understanding the root cause of any problem is crucial before trying to fix it. This is why I advocate for a system thinking approach to change management.

?? Metrics are an integral part of my work and essential for making informed decisions. They allow us to base our decisions on data and evidence rather than subjective feelings and emotions. However, metrics should not be used blindly. Before we start measuring something, we need to ask ourselves why we are doing it and what job the metrics will do for us and our organization. ??

Why hiring metrics? What is the job to be done here?

To answer these questions, I look to Clayton Christensen's theory of jobs to be done. In essence, this theory suggests that

. Similarly, we can think of metrics as being hired to do a job for us. By understanding the job that we need metrics to do, we can ensure that we measure the right things and use the data to make informed decisions that benefit our organization.?

I often see people wanting to start measuring something or collecting data to understand how their product delivery is doing. Metrics are frequently discussed, but I sometimes feel that there is a "metrics cult" where we focus too much on numbers without fully understanding their impact.

Are metrics really helping us to observe and improve our work, or are we simply fixated on them because we think they are necessary for measuring business success and the proof of it??

It can be challenging to determine whether or not metrics are working for us. How do we know when we've found the right tool to help our organization, department, or team become better?

?? Using any measurement tools, I would think about and try to explain the following

1. What is the job to be done with the metrics? It's a great exercise, and you might be surprised by what you find. :) I've done a small experiment individually and used the method to answer the questions. See below on the pictures what I've come up with
2. What we would like to learn about our organization? - I'd refine this question more and ask what the most critical learnings we want to derive from how we operate as the organization, department, and team.? You can even consider correlating those with your strategic plans. Knowing that you need to launch a new product or that you need to finalize a significant transformation is a good starting point to define the job metrics that will do for you and in what areas that job needs to be done
3. Clarify with people - your executive level, department leads, or team members- their perspective on the metrics may vary. Consider running a similar exercise with them. Ask what they would like to hire metrics for. What do they want to learn about their teamwork and approach??
4. Come up with a solid story to tell - cross-reference the findings and make a recommendation for WHOm, and WHAT we want (and thus why we want to hire metrics or believe metrics will do the job), WHY we want it (build a solid business case and give people why's) and last but not least HOW we will implement it (how people will work with metrics as well as how people want to treat them)

Using JTBD theory I've run a small exercise, below you can see the outcomes. I've answered the questions:

1. who are our customers?
2. what type of jobs they're getting done?
3. what could be the definition of the core functional customer jobs, related jobs, and maybe emotional jobs they do

WHEN I _want to show the impact of my department's improvements on product delivery I WANT TO use tools and methods SO I CAN rely on data and correlate it with impact as a proof for my statements.

?? The approach above might be a good remedy for:

?? Zombie Scrum and Zombie Agility

Are your efforts leading toward creating and fulfilling business value? Do you get to DONE with a regular, repeatable cadence and flexibility to adjust and accommodate changing environments and circumstances?

?? The idea of "fake it till you make it"

Let's face the facts, we can make beautiful numbers for the story points, commitments, etc., but no value behind them is delivered. So, it will look like we're having and performing great on the paper. However, you may realize that the customer still needs to have her problem or specific solution resolved. We continue acting in the "feature factory mode" and no real customer problem is addressed quickly.

?? Are numbers proof of your worth as a manager and employee?

You may be looking for confirmation of your effectiveness and self-worth in numbers and want to look good and be perceived as a high performer. Yes, numbers can tell a million, but they should not be a single lens through which we assess reality.

?? Re-focus on the real deal behind agile ways of working

I missed the opportunity to focus on a true spirit of agility and challenges about how quickly we can create something of value for the customers, help them resolve their challenges, and be the first on the market with groundbreaking solutions.

?? In all these, the starting point is not the metrics but the ability to have clear, organized, consistent strategies, roadmaps, and plans.

RESOURCE

The book Agile Metrics in Action may not be revolutionary but it brings solid ideas and measures worth trying. If you combine jobs to be done theory to define WHO, WHAT, and WHY, then this book can help you establish HOW.

"Agile Metrics in Action - How to measure and improve team performance" by Christopher W. H. Davis

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