Chapter 13. Beyond Scope, Schedule, and Cost: Measuring Agile Performance
Chapter 13 is for the agile executive and manager. Over the decade of 2000–2009 there have been thousands of very successful agile projects. There have been far, far fewer successful agile organizations. Although agile project success has become nearly routine, these agile teams are often at odds with other parts of their organizations. An agile organizational transformation requires work in six areas: organization, process, performance measurement, alignment (business and technical), governance, and culture. Of these six, performance measurement is key because it becomes the feedback mechanism for the others.
Agile organizations must adhere to the same values as agile ...
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