This document discusses metrics for hyper-productive Scrum teams. It introduces metrics like velocity, work capacity, focus factor, adopted work, and found work. These metrics are designed to help Scrum masters evaluate and advise teams, provide insights about performance, and enable comparison of teams across organizations. The document also covers tuning Scrum meetings and techniques like anchoring the scale and using INVEST to prioritize work during sprint planning. Overall, it presents an approach to using metrics to help optimize team performance and productivity using Scrum.

1. Scrum Metrics for Hyper-Productive Teams: How They Fly like Fighter AircraftBy Jeff Sutherland and Scott Downey

2. Scrum Metrics for Hyper-Productive Teams: How They Fly like Fighter AircraftBy Jeff Sutherland and Scott Downey

3. What’s AheadGoalTuning the Scrum MeetingsMetrics: Math and PurposeThe RoboScrum Workbook

4. What’s AheadGoalTuning the Scrum MeetingsMetrics: Math and PurposeThe RoboScrum Workbook

5. Jeff SutherlandChairman, Scrum Training InstituteCEO Scrum, Inc. & Sr. Advisor toOpenView Venture PartnersAgile Coach for OpenView Venture Partners portfolio companiesCEO/CTO/VPE for 11 Software CompaniesCreated first Scrum at Easel Corp. in 1993Rolled out Scrum in the next 7 CompaniesAchieved Hyper-Productive State in All Companies.Signatory of the Agile ManifestoFounder of the Agile Alliancehttp://www.JeffSutherland.comJeff@ScrumInc.com

6. Jeff SutherlandChairman, Scrum Training InstituteCEO Scrum, Inc. & Sr. Advisor toOpenView Venture PartnersAgile Coach for OpenView Venture Partners portfolio companiesCEO/CTO/VPE for 11 Software CompaniesCreated first Scrum at Easel Corp. in 1993Rolled out Scrum in the next 7 CompaniesAchieved Hyper-Productive State in All Companies.Signatory of the Agile ManifestoFounder of the Agile Alliancehttp://www.JeffSutherland.comJeff@ScrumInc.com

7. Scott DowneyHead Agile Coach, NapsterFormerly Head Agile Coach, MySpace68 Delivery TeamsCreated Immersive Scrum Training System for Rapid Bootstrapping of Hyper-Productive TeamsAverage Improvement was over 600%Average Boot-Up took only 4.5 WeeksCo-Teaching CSM with Jeff since 2007Shock Therapy: A Bootstrap for Hyper-Productive Scrumat Agile ‘09 with Jeff and Björn Granvikhttp://www.RapidScrum.comScott@RapidScrum.com

8. Scott DowneyHead Agile Coach, NapsterFormerly Head Agile Coach, MySpaceMySpace had 68 Delivery TeamsCreated Immersive Scrum Training System for Rapid Bootstrapping of Hyper-Productive TeamsAverage Improvement was over 600%Average Boot-Up took only 4.5 WeeksCo-Teaching CSM with Jeff since 2007Shock Therapy: A Bootstrap for Hyper-Productive Scrumat Agile ‘09 with Jeff and BjörnGranvikhttp://www.RapidScrum.comScott@RapidScrum.com

9. GoalTo develop and standardize a set of Minimally-InvasiveMetricsthat will help Scrum Masters Evaluate and AdviseTeamswhile providing Rich Insights about Team performanceand a Fully PortableLanguage for team comparison across an Enterprise.

10. INVEST Mnemonic RefresherImmediately ActionableNegotiableValuableEstimableSized to FitTestableThanks to Bill Wake for the acronym. See www.xp123.com.

11. Tuning the Scrum MeetingsCreating a Culture of Hyper-Productivity

12. Tuning the Scrum MeetingsCreating a Culture of Hyper-Productivity

13. Tuning the Scrum MeetingsSprint Planning MeetingsAnchoring the ScaleA New Perspective on INVESTValue, Voice and VisibilityDaily Stand-Up MeetingsThe Fourth Question

14. Tuning the Scrum MeetingsSprint Planning MeetingsAnchoring the ScaleA New Perspective on INVESTValue, Voice and VisibilityDaily Stand-Up MeetingsThe Fourth QuestionSprint Planning MeetingsSprint Planning MeetingsKeystone: A central cohesive source of support and stability;The architectural piece that locks other pieces into position; That which provides structural integrity.Tuning the Scrum Meetings

15. Sprint Planning MeetingsThat’s the most important.Priority 1DeliveryTeamPriority 2Tuning the Scrum MeetingsPriority 3SPO

16. Tuning the Scrum MeetingsThat’s the easiest.Sprint Planning MeetingsPriority 1DeliveryTeamPriority 2Priority 3SPODeliveryTeam

17. Sprint Planning MeetingsTuning the Scrum MeetingsThat’s a 3.Priority 23DeliveryTeamPriority 3Scrum MasterPriority 1SPO

18. Sprint Planning MeetingsTuning the Scrum Meetings3Priority 2DeliveryTeamPriority 3SPOPriority 1

19. Sprint Planning Meetings3Priority 2DeliveryTeamTuning the Scrum Meetings58Priority 33Priority 1SPO

20. Sprint Planning MeetingsTuning the Scrum Meetings3

21. Sprint Planning MeetingsTuning the Scrum Meetings33%100%66%167%267%433%1 2 3 5 8 13

22. Sprint Planning MeetingsTuning the Scrum Meetings100%66%33%167%267%433%1 2 3 5 8 13 21 34 551 2 3 5 8 13 34 55PBLSBLBankDo you Approve?Yes.DeliveryTeam21Do you Approve?Yes.5!@#$%^&Do you Approve?No.13Do you Approve?Yes.3Do you Approve?Yes.SPO8

23. Sprint Planning MeetingsTuning the Scrum Meetings100%66%33%167%267%433%700%1 2 3 5 8 13 21 34 551 2 3 5 8 13 21 34 55PBLSBLBankYes.Can you do this?DeliveryTeam821Yes.Can you do this?35No, it’s not Actionable.Can you do this?#$%@!#$5133Yes.Can you do this?8SPOINVEST

24. Sprint Planning MeetingsTuning the Scrum MeetingsPlanning MeetingTeam’sCommitmentAutomaticTaskingProduct Backlog

25. Sprint Planning MeetingsTuning the Scrum MeetingsPlanning MeetingSprint BacklogINVESTGoal: Accept the LARGESTchunk of work that passesthe INVEST mnemonic, thenstop digesting it and get it done.

26. Technologists’PerspectiveFront End WorkValue, Voice and VisibilityOur Amazing ProductAPI WorkDatabase Work

27. Customer’s PerspectiveFront End WorkAPI WorkFeature 2Value, Voice and VisibilityDatabase WorkFeature 1Feature 3

28. Value, Voice and Visibility

29. Value, Voice and VisibilityUser Story 1User Story 2

30. Value, Voice and VisibilityUser Story 1User Story 2

31. Value, Voice and VisibilityUser Story 1User Story 2

32. Customer’s PerspectiveUser Story 1User Story 2User Story 2.1Value, Voice and VisibilityUser Story 2.2

33. User Story 1User Story 2.1Value, Voice and VisibilityUser Story 2.2

34. Value, Voice and VisibilityUser Story 1User Story 2.1User Story 2.2Product BacklogSprint Backlog

35. The Fourth QuestionInformation RadiatorSPOSM

36. The Fourth QuestionInformation RadiatorSPO3SM

37. The Fourth QuestionWhat did WE Achieve Yesterday on Priority 1?What did you Achieve Yesterday on Priority 1?What will you Achieve Today on Priority 1?Is anything blocking or jeopardizing your progress on Priority 1?Information RadiatorWhat will WEAchieve Today on Priority 1?Is anything blocking or jeopardizing OURprogress on Priority 1?What will WEAchieve Today on Priority 1?Is anything blocking or jeopardizing OURprogress on Priority 1?Compared to our Keystone, how many Story Points did WE Achieve yesterday on Priority 1?SPO3SM

38. MetricsThe Math and Purpose of Each

39. MetricsThe Math and Purpose of Each

40. MetricsVelocityWork CapacityFocus FactorAdopted WorkFound WorkTargeted Value IncreaseAccuracy of EstimationAccuracy of Commit1:11:1

41. Metrics: VelocityI, as a… Scrum Product Owner who is trying to create an accurate Roadmap for future releases

42. …need… a reliable metric on which to base my assumptions about the rate of the team’s progress

43. …so that… I, with our Leadership, can make well- informed tradeoffs and commitments based on the reality of our company’s capabilities.

44. Formula: ∑Original Estimates of All Approved Cards1:1

45. Metrics: VelocityOriginal Estimate: 8 Story Points3SPO8EstimatePriority 25Original Estimate: 3 Story PointsPriority 33Velocity =8Priority 1Original Estimate: 5 Story Points511

46. Metrics: Work CapacityI, as a… Scrum Master who is trying to coach a Team toward Hyper-Productivity

47. …need… a way to measure how much work the Team can do in a given Sprint, whether it results in an Approved Card or not,

48. …so that… I can quantify the Team’s entire capability, ask intelligent questions about distractions and take action to optimize the conversion of Effort into Value.

49. Formula: ∑All Work Reported During the Sprint1:1

50. Metrics: Work Capacity32158133Priority 25Priority 3What have we achieved today on Priority 1?Item 1Item 28Priority 1

51. Metrics: Work Capacity33SPOOriginal Estimate: 8 Story Points8EstimatePriority 2Priority 28Work Reported : 8 Story PointsReportedWorkCapacity=55Priority 3Priority 3Velocity=Original Estimate: 3 Story Points3Work Reported: 2 Story Points28Priority 1Original Estimate: 5 Story Points5Work Reported : 7 Story Points71117

52. Velocity & Work Capacity

53. Metrics: Focus FactorI, as a… a member of Leadership who is not a member of a Scrum Delivery Team

54. …need… a way to measure how much of each Team’s bandwidth results in deployable product, in a cross-team comparable way,

55. …so that… I can actively help sub-optimized Teams, intelligently allocate resources and reward our Teams for their hard work.

56. Formula: Velocity ÷ Work Capacity1:1

57. Metrics: Focus FactorAttempts to force non-deterministic systemsto operate at greater than80% efficiency will causeshort bursts of stabilizationfollowed by extreme periodsof destructive and unpredictable variationsfrom that goal.64.7%WorkCapacityVelocity1117W. Edwards Deming

58. Focus Factor

59. Metrics: Adopted WorkI, as a… a Scrum Master, who is trying to coach a team toward more accurate Commitments during each Sprint Planning Meeting,

60. …need… a metric that clearly shows if the Team has a tendency to under Commit and is consistently having to pull work forward from the Product Backlog before the end of the Sprint

61. …so that… I can encourage the Team toward higher Commitments during the Sprint Planning Meetings without the risk of pushing them to failure.

62. Formula: ∑Original Estimates for Work Pulled Forward Original Commitment1:1

63. Metrics: Adopted WorkOriginal Commitment:0349111919PBLSBLIn ProgDONEAdopted Work:000000133Total Commitment:034911193215Adopted Work = 13 ÷ 19 = 68.4%INVEST28135Sprint-O-Meter8Day 3Day 23Day 4Day 5Day 15

64. Metrics: Adopted WorkSprint-O-MeterDay 3Day 2Day 4Day 5Day 1

65. Metrics: Found WorkI, as a… a Scrum Master, who is trying to help my Team make more accurate and reliable Commitments in Sprint Planning,

66. …need… a clear way to measure the likelihood of unexpected work based on a Card’s Original Estimate

67. …so that… I can offer advice to the Team on making achievable Commitments and provide them fair warning when they start to accept a Card that will probably surprise them.

68. Formula:∑Total Work Reported per Card – Original Estimate Original Commitment1:1

69. Metrics: Found WorkPBLSBLIn ProgDONEOriginal Commitment:193Total Commitment:Total Commitment:19221Found Work:33528135835

70. Metrics: Found + Adopted Work

71. Metrics: Targeted Value IncreaseI, as a… a Scrum Product Owner who is trying to evaluate the efficacy of the product directions I have chosen

72. …need… a reliable way to measure the increased value contribution of the Team sprint-over-sprint

73. …so that… I can compare the Team’s rate of value contribution increase to the changes in revenue we are generating and adjust our direction if the value that I estimated isn’t being realized.

74. Formula:Current Sprint’s Velocity ÷ Original Velocity1:1

75. Metrics: Targeted Value IncreaseSprint NumberVelocityTVI:8= 100%÷ 813= 162.5%21= 237.5%33= 412.5%42= 525%Original Velocity 2010.05.05 8Current Velocity 2010.12.05 13 2010.19.05 21 2010.26.05 37 2010.26.05 42

76. Metrics: Targeted Value Increase

77. Metrics: Accuracy of EstimationI, as a… a Scrum Product Owner who is interested in creating reliable roadmaps, including Optimistic, Likely and Pessimistic release dates for larger initiatives,

78. …need… a metric that tracks the margin of error on the Team’s Original Estimates

79. …so that… I can multiply their good-faith estimates by this factor and create more realistic date projections.

80. Formula:1 – (Estimate Delta ÷ Total Commit)1:1

81. Metrics: Accuracy of EstimationSBLIn ProgDONEPBLOriginal Commitment:19313Total Commitment:2215Found Work:35382385

82. Metrics: Accuracy of EstimationSBLIn ProgDONEPBLOriginal Commitment:19313Total Commitment:2215Found Work:35382385

83. Metrics: Accuracy of EstimationActualDeltaSBLIn ProgDONEOriginal Commitment:19213Total Commitment:22121Found Work:35383532Estimate Delta:9718Total Commitment:22We want about 80%!- 0.4090 =59%= 0.40900.5911W. Edwards Deming

84. Metrics: Accuracy of EstimationDONEActualDelta2131215383532718

85. Metrics: Accuracy of Estimation…3 5 8 13 21…11 12 13 14 15 16 17…18 19 20 21 22 23 24 25 26 2734 5 67 8 9 10…

86. Metrics: Accuracy of CommitI, as a… a Scrum Product Owner, who is concerned about the accuracy of my Roadmaps

87. …need… a metric that informs me of the margin of error when the Teamcommits to a body of work

88. …so that… I can use this margin of error to predict reliable dates, and know when it is safe to lobby for a higher Commitment at each Planning Meeting.

89. Formula:(∑Original Estimates) ÷ (∑Original Estimates + ∑Adopted Work + ∑Found Work)1:1

90. Metrics: Accuracy

91. RoboScrum(a.k.a. “The Awesome Spreadsheet of Awesomeness”)

92. RoboScrum(a.k.a. “The Awesome Spreadsheet of Awesomeness”)

93. RoboScrumRoboScrumgives you groundsfor QUESTIONSbut not forACCUSATIONS!!Not an Excel Expert (Google + F1)

94. Offered as an Example Only

95. Do Not Guarantee Perfection

96. Constantly Evolving during Daily Use

97. Fully Acknowledge Improvements can (and will!) be Made

98. No Macros (for Ease of Portability)

99. Use at Your Own Risk

100. No Support Contract is either Expressed or Implied RoboScrumRapidScrum.comPassword: rapidscrum