Team Guide to Metrics for Business Decisions
Description
Software teams must use Business Metrics to understand Throughput, Lead Time, Forecasting, Flow, Quality, and Value - all measures that speak directly to business outcomes. By using Business Metrics, your software team will produce software that is more business-relevant with more certainty and less waste.
Equip your team to measure the value and quality of their work and learn how metrics can help your team answer questions like "How fast are we going?", "What should we do next?" and "Where's the bottleneck?"
The Team Guides for Software series takes a team-¿rst approach to software systems with the aim of empowering whole teams to build and operate software systems more e¿ectively. The books are written and curated by experienced software practitioners and emphasize the need for collaboration and learning, with the team at the center.
More details
Content
Team Guides for Software
Conflux Books
Acknowledgements
Praise for Metrics for Business Decisions
Index of Case Studies
Introduction
What is covered in this book
All the time in the world
Value, quality, & operational metrics
How to use this book
Get Started!
Feedback and suggestions
1. Throughput: How fast are we going?
1.1 Why should I care about throughput?
1.2 What's the problem with velocity and story points?
1.3 What is throughput?
1.4 Use throughput for short term predictions
1.5 Use throughput to validate experiments
1.6 Use throughput for long term predictions
1.7 Debunking some myths
1.8 Public resources
1.9 Get started!
1.10 Summary
2. Lead Time: How long will this take?
2.1 Why should I care about lead time?
2.2 What is lead time?
2.3 Measuring lead time
2.4 Use lead time to make predictions
2.5 Use lead time to answer business questions
2.6 Use lead time for continuous improvement
2.7 Use lead time to answer "What should we work on today?"
2.8 Debunking some myths
2.9 Public resources
2.10 Get started!
2.11 Summary
3. Forecasting and Planning: When will it be done?
3.1 Why should I care about forecasting?
3.2 The common way of estimating
3.3 How long will this feature/project take?
3.4 Answering business questions with probabilistic forecasting
3.5 Forecasting tips & tricks: how to improve your forecasts
3.6 The benefits of forecasting
3.7 Debunking some myths
3.8 Public resources
3.9 Get started!
3.10 Summary
4. Metrics for Flow: Where is the bottleneck?
4.1 Why should I care about flow?
4.2 What is flow
4.3 Use a cumulative flow diagram to answer: Is work flowing well?
4.4 Use net flow to answer: Is our process balanced?
4.5 Use flow efficiency to improve the end-to-end process
4.6 Public resources
4.7 Get started!
4.8 Summary
5. Metrics for Quality: How do we know this works?
5.1 Why should I care about metrics for quality?
5.2 What do we mean by quality?
5.3 Use quality metrics to identify the needs of various groups of people
5.4 Use quality metrics to discover who is affected by quality
5.5 Use quality metrics to identify and reduce Failure Demand
5.6 Use quality metrics to tell compelling stories to the right people
5.7 Debunking some myths
5.8 Get started!
5.9 Summary
6. Metrics for Value: Is this worth doing?
6.1 Why should I care about value metrics?
6.2 What are metrics for value?
6.3 Provide a foundation of operational and quality metrics
6.4 Measure usage: is anyone using it?
6.5 Use the Pirate Metrics: AARRR
6.6 Make your customers part of the decision-making process
6.7 Expect to keep learning and adapting
6.8 Debunking some myths
6.9 Get started!
6.10 Summary
Terminology
References and further reading
Introduction
Chapter 1 - Throughput
Chapter 2 - Lead Time
Chapter 3 - Forecasting and planning
Chapter 4 - Metrics for Flow
Chapter 5 - Metrics for Quality
Chapter 6 - Metrics for Value
About the authors
Mattia Battiston
Chris Young
Why we wrote this book
Index
