Chapter 1. Making metrics useful
Figure 1.1. Traditional development: you must face the past to see your target.
Figure 1.2. Adaptive development: you must face the future to see your target.
Chapter 2. Metrics for steering
Figure 2.1. Percentage of work packages complete to date
Figure 2.2. Number of work packages complete to date
Figure 2.3. Percentage of estimated hours complete to date
Figure 2.4. Number of estimated hours complete to date
Figure 2.5. Percentage of story points complete to date
Figure 2.6. Number of story points complete to date
Figure 2.7. Budgeted cost of a work package
Figure 2.8. Raw data for EV
Figure 2.9. EV chart
Figure 2.10. Raw data for the budget burn metric
Figure 2.11. Budget burn projection showing amounts
Figure 2.12. Budget burn projection showing percentages
Figure 2.13. Budget data for the first quarter
Figure 2.14. Budget burn by amounts for the first quarter
Figure 2.15. Budget burn by percentages for the first quarter
Figure 2.16. Budget data for the second quarter
Figure 2.17. Budget burn by amounts for the second quarter
Figure 2.18. Budget burn by percentages for the second quarter
Figure 2.19. Budget data for the third quarter
Figure 2.20. Budget burn by amounts for the third quarter
Figure 2.21. Budget burn by percentages for the third quarter
Figure 2.22. Buffer burn rate fever chart
Figure 2.23. Running tested features
Figure 2.24. Initial functional decomposition
Figure 2.25. Initial functional decomposition with value points