Gestione agile dei progetti: che cos'è e come iniziare?

Flow metrics evaluate the rate of value delivery in relation to desired business outcomes. 

• Flow velocity measures the number of units of value that are completed during a specific time period within a value stream. 
• Flow time measures the time from when work is started on a unit of value within a value stream to when it is released to a customer. Excessive flow times can indicate inefficiencies or bottlenecks.
• Flow load measures work in progress (WIP), a leading indicator that correlates to inefficiencies within a value stream. 
• Flow efficiency measures the proportion of time that units of value are actively worked on compared to total flow time. A low flow efficiency may indicate lengthy wait times between steps causing large queues and more WIP. 
• Flow distribution measures the ratio of the above flow items completed over a period of time. It is useful for prioritizing the work required to achieve corporate and team goals.

DORA metrics evaluate and improve the effectiveness of DevOps teams.

• Lead time for changes is the length of time between when a code change is committed to the trunk branch and when it is in a deployable state. 
• Change failure rate is the percentage of code changes that require hot fixes or other remediation after production. 
• Deployment frequency measures how often new code is deployed into production, and can be used to measure a team’s speed and agility.  
• Mean time to recovery (MTTR) measures how long it takes to recover from a partial service interruption or total failure.

Enterprises need to keep work done by teams aligned with corporate goals. Objectives and key results (OKRs) have two components: the objective you want to achieve and the key results that measure success. The C-Suite sets high-level OKRs connected to the organization’s mission, vision, and core values. Individual teams decide how to achieve those goals by setting their own team-level OKRs. OKRs can be set on a quarterly basis to allow for quicker pivot or persevere decisions based on new data or market changes. OKRs are tracked so you can see the current status of activities, such as whether they are on time, at risk or blocked. 

Value realization focuses on making sure the right items are being worked on, they deliver what is intended, and they contribute to the next cycle of product development. While priority is typically given to developing new products or features rather than systemic improvements, a holistic view is required when making investments into features, defects, tech debt, and risk.

Value realization can be divided into two categories:

Outputs are connected to the flow of work from idea to realization and delivery of a continuous stream of value for customers. Making improvements to the underlying delivery system (people, process, and technology) releases more time for value creation. By measuring work distribution and cycle times, teams can see how their actions impact their ability to deliver new features and increase capacity.

By measuring customer experience, teams can see if they delivered the desired customer value, such as increased customer usage or positive reviews. These metrics (based on data, feedback, and analysis) provide teams with information needed to make future decisions and investments.