Chapter 2. Metrics for steering
This chapter covers
- The purpose and mechanics of several metrics
- Dependencies of each metric
- Common anti-patterns or inappropriate uses metrics
In this chapter, I’ll describe the purpose and mechanics of a number of metrics that are useful for helping you steer your work. I’ll explain what sorts of questions each metric answers, as well as the implications of development approach, process model, and delivery mode on the meaning and usefulness of the metric. Finally, I’ll mention a few abuses, or anti-patterns, that often occur when people misapply the metric.
This chapter is longer than the rest, because there is a good deal of material to cover on the subject of metrics for steering. The chapter is designed to guide you to metrics that may be helpful in your context. It isn’t meant to be read straight through, like a novel.
First, assess your situation in light of the three factors introduced previously:
- Development approach
- Traditional
- Adaptive
- Process model
- Linear
- Iterative
- Time-boxed
- Continuous flow
- Delivery mode
- Discrete projects
- Ongoing or continuous