Measuring Agile success
summary
Argues that measurements must change behavior and gives concrete tools: uses the balanced scorecard with four perspectives and six–eight strategic metrics reviewed quarterly, borrows Lean Startup experiments and a Spotify-style traffic-light health check. Warns against vanity metrics like pageviews or raw revenue and against time-sheet capitalization that skews priorities. Shares a case: a five–six sprint registration cleanup that spikes conversion but degrades data richness, forcing fields back and exposing misaligned departmental metrics.
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chapters (8)
- 0:00Start
- 12:36Difference between Management and Leadership
- 14:51Development Strategy Map
- 19:51Strategic Initiatives
- 24:08Customer Satisfactions
- 25:55Distraction
- 29:38Continuous Improvement
- 34:53Learning Rate
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