Measurement and Agile – Oil and Water? (Part 3)

Welcome back! As we’ve seen in part one and two of this blog series, many Agilists may shy away from measurements and metrics, but we discussed ways to not only make it safe for organizations to measure, but even derive great value from the insights gained. In part three, we’ll look at some useful metrics

Measurement and Agile – Oil and Water? (Part 2)

In this blog series, we’re continuing to explore measurement and metrics in the Agile space to help organizations and teams be more successful. If you missed part one, you can read it here.  Below, you’ll find a few more recommendations for establishing and rolling out an organizational measurement and metrics framework. 3. Make sure you

Measurement and Agile – Oil and Water? (Part 1)

In this four-part blog series, we’ll explore measurement and metrics in the Agile space to help organizations and teams be more successful. The truth is that measuring things in software development is hard. As Edwards Deming clearly stated “The most important things cannot be measured.” We’ve all seen how metrics can be gamed and abused

Why Does AgilityHealth Use Pre-Crawl, Crawl, Walk, Run, Fly?

When we initially launched our TeamHealth Radar in 2014, the assessment questions described the positive/high behavior for each competency and asked the team to rate themselves on a Forming, Storming, Norming, Performing scale. What did we learn? We noticed many Agile teams, especially those who were newer to Agile, ranked themselves too high using this

Developing Measurable Business Outcomes

It’s understandable why so many organizations still rely on activity-based metrics to measure success – most companies have been using activity-based, also known as “vanity” metrics, for years. The problem is these metrics don’t provide any real insight into the future business success of the organization. Relying solely on activity-based metrics makes it far too