Development team leaders must properly understand whether something is preventing their team from achieving productivity goals. By tracking agile metrics, they can minimize confusion in a project and discloses the true progress of a team throughout the development process.
Agile projects require agile and business metrics. Agile metrics measure the development process’s aspects while business metrics concentrate on the ability of the solution to meet market fit and how.
Business project roadmaps must include KPIs that map their goals. In addition, teams can add success measures for each product requirement. On this page, development teams can explore agile metrics that help them understand their process and make it easier to release software with each sprint:
Velocity
This metric measures how much work a team can complete per sprint. Measuring such work can be based on story points or hours. This metric can be used for predicting how quickly a development team can handle backlogs.
The measurement is done by tracking the projected and completed work over some iterations. For instance, if the goal is to complete 300 story points from a backlog and the team usually completes 50 story points in every sprint, then it can be assumed that the team requires 6 iterations to finish the required work.
Additionally, teams must examine their velocity to ensure they deliver both cost and performance as well as confirm whether or not process improvements impacted a change. A reduction in velocity could indicate an efficiency in a part of the process.
Sprint Burndown
Development projects are organized into time-booked sprints. A development team plans and decides the amount of work they must complete within a sprint. They can track work completion through this print through a sprint burndown report. This report compares how much time and work still have to be done. The goal is to complete all projected work at the end of every sprint.
If the team meets this forecast, this shows how great agile works. However, if the team completes the work early in every sprint, this could indicate their lack of commitment to doing enough work within a sprint. Meanwhile, if the team does not meet the forecast in every sprint, this could mean they are committing too much. Thus, the planning strategy may need to be revised. Work should be broken down into smaller or simpler ones; otherwise, the sprint burndown chart will significantly drop instead of leading to a gradual burndown.
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