I'd start by prefacing the question with what problem are we trying to solve before deciding on what metrics to collect. We have three problems (questions) to solve. 1. How are we tracking towards the Sprint Goal. 2. Is our process under control? 3. When can the customer have it in UAT/PROD? Depending on where the team in their maturity life cycle, and their context, I've used Work Item Age, WIP Limits and Cycle Time (which answers that "when can I have it in UAT" question from stakeholders). One team I work with is very Scrum - so we rely on the Sprint Burndown; the other two teams are more ScrumBan, so we rely more on flow metrics to highlight issues. I think things getting "stuck" mid-Sprint is a symptom of deficiencies in the refinement process i.e. having the PBI understood well enough by the Team to be able to be completed within the Sprint. And came across your channel a couple of months ago. Need to keep watching on a daily basis as is very thought-provoking. Thanks guys!

Hey guys, I enjoy your videos, it's been really helpful to me as I grow my Scrum Master career. I am about to begin a new role in an organisation that has had several unsuccessful attempts to launch Agile frameworks. They are attpting now to transform their ways of working to SAFe agile framework. What advice would you give a Scrum Master rolling onto a new team that is fairly immature in its transition to Agile and Scrum? What concepts should I introduce first? Any classic pitfalls to look out for?

Great metric, excellent question and great insight. Thanks TM + RR.

Haha! Banana helps in story splitting as well. Smaller PBIs less smell. :D

Great episode!

I need to show this video to my agile coach!

You did it again! My SM community were discussing velocity and burn downs today. This should be a nice piece to follow on from I shared about they not being perhaps the best metrics. Topic request - something on the helping the org stuff, perhaps covering Conway's law In particular and what you can do as a scrum master. Love the content, keep it up

I agree on your point about pulling in less valuable work instead of fixing/swarming the valueable work is problematic. However we often experience that a work item i stuck because of delays from the surrounding org., we are waiting for someone or something. What do we do with that then? And shouldn't we pull in the next valuable but agreeable less valuable work to keep the wheels turning? Some insight on this would be great :)

What about for end of sprint or quarter ?

What could be the reasons why a user story carries forward to the 2nd, 3rd sprint. And what should the action taken by scrum master

I would like to ask how to introduce the metrics to the team that they don't feel we use it for tracking or managing them?

hi! can you clarify the difference between leading and lagging indicators? I've read materials regarding those and they all say it is important to have a mix of both... but when i read different sources, a lot of them are contradicting... it seems to me that "lagging indicators" are also leading-ish of some sort. One said they can be treated as customer vs. operations metrics...but it sounded wrong :) Maybe i am just so confused.

Guys what tools do you use to calculate the work item(s) age(s) automatically. Most organizations use jira which is weak at metrics. Not to mention non existent easy custom metrics.

Should we track item aging only in terms of achieving the sprint goal or it doesnt matter and all tasks can be checked in that context?

IMH?