This is the Disciplined Agile / FLEX Metrics page. Its intent is to provide guidance on how to get and use metrics properly.
Metrics by Area
Program Level Metrics
| Metric | Definition |
| Total Top-Line (size) | The total number of story points in the complete product backlog |
| Feature Burn-up | The priority and rate that features are/have been completed in the product backlog |
| Velocity of Pod | The total number of stories in points per cycle of value |
| Status | Status of the program / project and features at-risk |
Team Level Metrics
| Metric | Definition |
| Un-estimated stories | The number stories that have not yet been given story point sizing by the team |
| Open stories | Number of stories that are currently open and in work by the Pod |
| Stories older than five days | Number of stories that have been open and in work for five or more days |
| Open defects | Number of open defects |
| Tests passed | Number of tests that have been passed |
| Open issues | Number of open issues given to the team |
| Open impediments | Number of impediments with status that have not yet been resolved |
| Un-estimated Stories | |
| The number stories (Analysis, Produce, Enable, Validate) that have not yet been given story point sizing by the team | Should be small |
| This indicates the team’s collective ownership and commitment to the accuracy of sizing
Mature teams are sizing stories all of the time – any time there is more information learned – tasks explode, new issues are discovered, scope changes – they immediately resize the stories |
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| Open Stories | |
| The number of stories that are currently open and in work by the team | Should be small |
| This should be a focal point of everybody.
The right number of open stories depends on the Feature Crew’s capacity and makeup. In general, the fewer stories in work, the faster they should be completed. |
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| Stories Older than Five Days | |
| The number of stories that have been open and in work for five or more days | Should be small |
| Indicates the quality of work by the Team:
•How well it is focusing •How well it is decomposing work •How well it is managing dependencies •Whether it is paying attention to readiness Stories that have been properly decomposed and that have good acceptance criteria should be closable within 3-5 days. |
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| Tests Passed | |
| The number of tests that have been passed | Should be big |
| This indicates the team’s focus on testing and quality. | |
| Open Issues | |
| The number of open issues given to the team | Should be small |
| Issues harm the ability of the team to finish work. Issues lie within the team’s span of control. The team should be able to resolve all issues.
This number indicates how well the team is planning and identifying dependencies and “tent poles.” It is important to track open issues to see how well the team is incrementally adjusting. |
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| Open Impediments | |
| The number of impediments with status that have not yet been resolved | Should be small |
| Impediments harm the ability of the team or even the value stream to finish work. Impediments are outside the team’s control and require management to take action.
This number indicates management’s attention to resolving problems, its commitment to planning and quality, and its readiness acumen |
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SLAs: Team performance goals
Pod ABC Service Level Agreement
“Each class of work is delivered within the target lead time 90% of time.”
| Class of Work | Target Lead Time |
| Small | 15 days |
| Medium | 30 days |
| Large | 60 days |
| XLarge | 120 days |