Introduction
This section covers the ‘Why’, ‘What’ and ‘How’ of Measurement. For a quick brief discussion on this section, please read the How and What to Measure? post.
Principles
Automation, Automation, Automation
Regardless of what you chose measure, the guiding principle is to avoid manual collection and presentation of the data. Unless you achieve this capability, the value of what you are measuring becomes weakened due it being seen as a burden, and an unnecessary amount of paper work. This information should be real-time, available and transparent.
Purpose and Intent
The reason we collect this data is to drive continuous improvement at all levels of the organisation. It is not a performance management tool.
Indicators
We break our measurement section into a set of categories of indicators that have different purposes and stakeholders. No one single indicator can tell you the whole story, but they are used in combination to produce an overall picture.
| Indicator | Description |
|---|---|
| Business | Indicators that describe how your organisation is release value to its customers and how the product performs against the original business case. |
| Delivery | Indicators that describe the flow of work from the point of idea to the point where the customer can start using the new features |
| Quality | Indicators that inform and notify your organisation that you upholding your quality and compliance standards |
| Organisational | Indicators that describe the maturity and capability of your organisation |
| Operational | Indicators that describe the performance of the product once in its operational state. This is broken down further into business performance and technical performance |
| Finance | Indicators that inform and notify your organisation that your product is operating within the cost tolerance |