Delivery metrics - the good, the bad and the utterly ridiculous
summary
Counts actual tickets (about 30 tickets per sprint), tracks a goal ratio for what proportion of sprint work maps to product goals, and reports sprint completion so stakeholders see predictability. Measures include ticket lifecycle and review time, and experiments target outcomes not vanity graphs — one experiment cuts review from roughly 6 hours to 15 minutes and measures whether deployment frequency and customer value actually increase before declaring success.
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chapters (8)
- 0:00From Mac to leadership
- 1:50Delivery metrics matter
- 3:14Measuring what we build versus how we build
- 5:48Reporting to stakeholders
- 6:52Efficiency and improvements
- 8:16Metrics to impact
- 9:41Trust via transparency
- 10:22Meaningful metrics
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