Copyright
Brief Table of Contents
Table of Contents
Foreword
Preface
Acknowledgments
About this Book
Chapter 1. Making metrics useful
1.1. Measurements and metrics
1.1.1. What makes a metric “pragmatic”?
1.1.2. Forward-facing and backward-facing metrics
1.2. Factors affecting the choice of metrics
1.2.1. Process model
1.2.2. Delivery mode
1.3. How the metrics are presented
Name of the metric
1.4. Summary
Chapter 2. Metrics for steering
2.1. Metric: Percentage of scope complete
2.1.1. When to use percentage of scope complete
2.1.2. A traditional project
2.1.3. An adaptive project
2.1.4. How to use percentage of scope complete
2.1.5. Anti-patterns
2.2. Metric: Earned value
2.2.1. When to use earned value
2.2.2. A traditional project
2.2.3. Anti-pattern: the novice team
2.3. Metric: Budget burn
2.3.1. When to use budget burn
2.3.2. A traditional project
2.3.3. An adaptive project using beyond budgeting
2.3.4. Anti-pattern: agile blindness
2.4. Metric: Buffer burn rate
2.4.1. When to use buffer burn rate
2.4.2. How to use buffer burn rate
2.5. Metric: Running tested features
2.5.1. When to use running tested features
2.5.2. An adaptive project
2.5.3. Anti-pattern: the easy rider
2.6. Metric: Earned business value
2.6.1. When to use earned business value
2.6.2. An adaptive project