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a project get
to be a
…One day at
“When one hears of disastrous schedule slippage in a project, he
imagines that a series of major calamities must have befallen it.
Usually, however, the disaster is due to termites, not tornadoes; and
the schedule has slipped imperceptibly but inexorably. Indeed, major
calamities are easier to handle; one responds with major force,
radical reorganization, the invention of new approaches. The whole
team rises to the occasion. But the day-by-day slippage is harder to
recognize, harder to prevent, harder to make up. Yesterday a key
man was sick, and a meeting couldn't be held. Today the machines
are all down, because lightning struck the building's power
transformer. Tomorrow the disk routines won't start testing, because
the ﬁrst disk is a week late from the factory. Snow, jury duty, family
problems, emergency meetings with customers, executive audits—
the list goes on and on. Each one only postpones some activity by a
half-day or a day. And the schedule slips, one day at a time.”
which leads to
So how to
• Measure inputs or efforts
• Encourage participation at the starting
point without pre-conditions or judgment
• Examples include:
• # trainings done
• # teams adopting agile
• # scrummasters identiﬁed
• Measure internal efﬁciencies achieved
• Encourage behaviors without looking at
• Examples include
• (yeah, the favorite) velocity
• % test automation
• % code coverage
• Measure effectiveness delivered
• Look at the business results!
• Revenue $$$
• Proxy to revenue - engagement ?
• Dave McClure’s AARRR Pirate Metrics
• Measure impact made or the value delivered
to the customers or the society at large
• Serve the higher purpose beyond business
• People lifted out of poverty since 80s
• Net impact on planet earth!
• Improve quality of life