In agile project, metrics can be powerful tools to plan, review, adjust and understand progress. From success and failure rates, an agile Scrum team can see if it needs to make changes or if it can keep up the good work. Duration and cost figures can show the benefits of agile projects and underpin an organization’s financial activities.
We’ve collected 10 KPI’s you should know:
sprint goal success rate
One way to measure the performance of an agile project is the rate at which sprint goals are achieved. The sprint may not need all the requirements and tasks in the sprint backlog to achieve the goal. However, a successful sprint should result in a working product increment that meets the sprint goals and meets the Scrum team’s definition of Done: developed, tested, integrated, and documented.
Sprint success routes are a good starting point for review and adjustment.
To be truly agile, Scrum teams must implement agile practices such as test-driven development and continuous integration. Without such quality practices, Scrum teams are unable to deliver quality as quickly as the market demands. The effort required to manually test before each release is simply too great; moreover, automated testing can detect and uncover a large percentage of the bugs that creep in.
By recording defect metrics, the development team can see how well they are preventing problems and whether they need to improve their processes.
Time-to-market is the time it takes for an agile project to create value by delivering usable functionality to customers. It helps organizations identify and quantify the long-term benefits of agile projects. And it is especially important for companies with revenue-generating products because it helps with annual financial planning.
return on investment
ROI is fundamentally different for agile projects than for traditional projects. Agile projects have the potential to generate revenue with the first release, and revenue can increase with each new release.
Scenario A is a waterfall project. It is released on June 30 of the same year after all requirements have been met. This project can generate monthly revenue of €100,000 starting in July. By the end of the year (6 months), the revenue is €600,000.
In scenario B, the highest value and highest risk features are released incrementally after 4 one-week sprints starting on January 31, five months earlier than in project A. Monthly revenue is lower at the beginning, but increases with each month after the first release, reaching €50,000 in February, €60,000 in March, €70,000 in April, €80,000 in May, €90,000 in June, €100,000 in July when the entire project is completed.
In an agile project, if the cost of continued development is higher than the cost of those future developments, it’s time to kill the project.
The product owner prioritizes requirements based on, among other things, whether they are capable of generating revenue or value. If there are only requirements left in the backlog that generate little revenue or value, a project can be terminated before the project team has used all of its budget. The organization can then use the remaining funds from the old project to start a new, more valuable project.
Customer satisfaction surveys measure the customer’s experience with the project, the process, and the agile Scrum team. The Scrum team may conduct customer surveys several times during a project, even at the beginning of the project, to provide a benchmark for future comparison. The Scrum team can use the survey results to examine processes, continue positive practices, and adjust behaviors as needed.
Scrum projects tend to provide better morale. One way to quantify morale is to measure employee turnover. Although turnover is not always directly related to job satisfaction, it can be helpful to keep track of turnover. To help you support your team with the right tools, here we have 4 agile project management tools.
Organizations with project portfolios should look at the rate of project abandonment. You should not confuse capital reconstruction with moving teams back and forth between projects at the whim of executives. Tracking project durations through capital reallocation analysis can reveal tendencies to terminate projects prematurely or let them run longer than necessary.
diversity of skills
Experienced, evolved Scrum teams are typically more cross-functional than less mature and evolved Scrum teams. By eliminating single points of failure, teams move faster and produce higher quality products. capturing diversity of skills allows scrum teams and managers to assess cross-functional growth.
In large organizations, a significant level of middle management has likely developed. Many organizations have not understood how to function well without having multiple managers handling staffing, training, and technical direction on software development issues. However, they must try to balance managers with the people who produce products.