Types of Metrics

Provider/Team/Internal(Health Metrics)Customer/External(Fitness Metrics)
Service DeliveryTeam health
Employee engagement
Employee psychological safety
Flow efficiency
Aging of work-in-progress
Total Motivation
Connectivity Index
Speed (Delivery-time)
Due-date performance
% Value Demand
Work-Type Mix 
Delay Cost
ProductDeployment frequency
Mean time to restore (e.g., build)
Code health
Mean time to recovery
Revenue (increased, protected)
Cost (decreased, avoided)
Market Share
App-Store Rating
  • Increased Revenue: Revenue associated with either increasing sales to existing customers or gaining new customers.
  • Protected Revenue: Revenue that is currently being received from existing customers who are paying for the products and services you already sell. 
  • Reduced costs
  • Avoided Costs: Costs we are not currently incurring but there is some likelihood that we will in the future, unless some action is taken.
  • Aging Work in Progress: Not so much as metric as a view onto a metric, this is a feature of Actionable Agile and Kanbanize that allows teams to make better decisions at the standup meeting based on delivery forecasts. Read more
  • Change-fail rate: One of the Four Key Metrics
  • Connectivity Index: From Mik Kersten’s Project to Product, this measures accidental complexity (the ratio of repositories in the tool network that have been connected to those that have not).
  • Deployment frequency: One of the Four Key Metrics
  • Fitness-for-purpose: Rather than one-size-fits-all frameworks and decontextualized maturity models, fitness for purpose is a powerful concept for organizational improvement and survival, as it focuses on understanding why your customers choose you, your products, and your services. For anyone wondering how to measure “agile adoption,” consider instead the concept of becoming fit for purpose.
  • Flow efficiency: Quick, what is the flow efficiency of your value stream? If you’re anything like industry standard — between 5-15% — you probably should focus your improvement efforts on your system’s waitflow. Note that improving your flow efficiency won’t necessarily improve your end-to-end delivery time.
  • Mean time to restore (MTTR): One of the Four Key Metrics
  • Psychological Safety: Hopefully you know about the importance of psychological safety by now. Did you know that you can measure it? Use Amy Edmondson’s site.
  • Total Motivation: a variant of employee engagement. Total motivation, or ToMo, is the simple theory that why people work determines how well they work. There are six reasons why people work – three lead to higher performance and three lead to lower performance. Researches found that “a high-performing culture maximizes the play, purpose, and potential felt by its people, and minimizes the emotional pressure, economic pressure, and inertia.” The six main reasons people work are: play, purpose, potential, emotional pressure, economic pressure, and inertia. has some excellent free surveys for leaders, individuals and teams.
  • Time to validated learning: The end-to-end time it takes to validate an idea (feature, org change, etc.)
  • Delivery time: Elapsed time from commitment date to delivery date. The metric customers/consumers actually care about when they ask when something will be done.
  • Throughput: A common fitness criterion for customers, the rate of work items delivered in a period of time.
  • Work In Progress (WIP): One of the most powerful levers for improving speed, predictability and quality, and yet one that is sorely overlooked at all levels of organizations.

Metrics for Leaders

  • Blocker Age
  • Support load
  • Truck/lottery number for your job/job resilience (who else can do your job?)
  • Personal overtime
  • Permission requests
  • Meeting-to-Deep Work ratio
  • % of time spent on strategy vs. day-to-day operations (e.g., email per day, vacation interruptions)
  • Psychological Safety Score
  • Innovation Quotient (3M)
    • % of revenue/profit from products or services introduced in the past X years
  • Public-service announcements
  • Failure parties
  • Coachees
  • Successes of proteges (e.g., number of proteges who become leaders)
  • Solo:Paired work ratio
  • Employee Engagement Score
    • Growth score (“I feel that I’m growing professionally.”)
    • Management Support score (“My manager provides me with the support that I need to complete my work.”)
    • Career Path score (“I see a path for me to advance my career in our organization.”)
    • Performance score (“I get enough feedback to understand if I’m doing my job well.”)
    • Workload score (“The demands of my workload are manageable.”)
    • Meaningful Work score (“The work I do is meaningful to me.”)
    • Workplace satisfaction score (How likely is it that you would recommend this as a place to work?”)
    • Fit score (“At work, I have the opportunity to use my strengths every day.”)
    • Loyalty score (“If you were offered the same job at another organization, how likely is it that you would stay here?”)
    • Environment score (“My physical work environment contributes positively to my ability to do my job.”)
    • Accomplishment (“Most days, I feel a sense of accomplishment from what I do.”)
    • Challenging score (“I have the opportunity to do challenging things at work.”)
    • Goal Setting score (“At work, I know what I’m expected to deliver.”)
    • Alignment score (“I understand how my work supports the goals of my team.”)
    • Autonomy score (“I’m given enough freedom to decide how to do my work.”)
  • Employee/teammate retention
  • Experiments per month
  • Time to validated learning
  • Psychological Safety Score
  • Intelligent failures, learnings
  • Organizational work-in-progress
  • Initiative Throughput
  • Initiative Delivery Time

Metrics to Avoid

  • Velocity
  • Utilization

Levels of Metrics

  • Team/operational
  • Program/Coordination
  • Portfolio/Strategy

Sources and Resources