Agile Metrics & Tools
Agile metrics help teams understand their performance, identify problems early, and improve continuously. Unlike traditional metrics focused on cost variance, Agile metrics emphasize flow, value delivery, and team health.
Burndown Charts
A burndown chart tracks remaining work over time, showing whether the team is on track to complete their Sprint commitment.
Anatomy of a Burndown Chart
Story
Points |*
Remaining | *
| *
30 | * <- Ideal Line (straight)
| * *
20 | * *
| * * <- Actual (varies)
10 | * *
| * *
0 +---+---+---+---+---+---
D1 D2 D3 D4 D5 D6
Days
| Element | Description |
|---|
| Y-axis | Remaining work (story points or tasks) |
| X-axis | Time (days in sprint) |
| Ideal line | Straight diagonal from total to zero |
| Actual line | Real progress, updated daily |
Reading a Burndown Chart
| Pattern | Interpretation |
|---|
| Above ideal line | Behind schedule |
| Below ideal line | Ahead of schedule |
| Flat section | Work blocked or not progressing |
| Upward spike | Scope added mid-sprint |
| Steep drop | Large item completed |
Sprint Burndown Example
Day 1: Start with 50 points
Day 2: 45 points remaining (5 completed)
Day 3: 42 points remaining (3 completed)
Day 4: 35 points remaining (7 completed)
Day 5: 30 points remaining (5 completed)
...continuing to Day 10: 0 points remaining
Updated daily during the Daily Scrum.
Burnup Charts
A burnup chart shows both total scope and completed work, making scope changes clearly visible.
Burnup Chart Structure
Story /------ Total Scope
Points | ------/
| ------/
100 |------/
| * * * * <- Completed Work
75 | * * *
| * * *
50 | * *
| *
25 |*
+---+---+---+---+---+---+---
S1 S2 S3 S4 S5 S6 S7
Sprints
| Line | Shows |
|---|
| Total scope line | All work in the backlog |
| Completed work line | Cumulative completed work |
| Gap between lines | Remaining work |
Burnup vs. Burndown
| Aspect | Burndown | Burnup |
|---|
| Shows scope changes | Hidden | Clearly visible |
| Visual simplicity | Simpler | More complex |
| Release planning | Sprint-focused | Release-focused |
| Stakeholder communication | Good for sprints | Better for releases |
Cumulative Flow Diagram (CFD)
A Cumulative Flow Diagram displays the quantity of work items in each state over time, revealing bottlenecks and flow issues.
CFD Structure
Work
Items |==================================== Done
|=================================
60 |==============================
|=========================
45 |==================== In Progress
|==================
30 |============
|========
15 |===== To Do
|===
+---+---+---+---+---+---+---+---
W1 W2 W3 W4 W5 W6 W7 W8
Weeks
Reading a CFD
| Pattern | Indicates |
|---|
| Parallel bands | Steady flow, healthy process |
| Widening band | Work piling up (bottleneck) |
| Narrowing band | Work clearing faster than arriving |
| Flat top line | No new work entering system |
| Bulging middle | WIP too high, items stuck |
Key CFD Metrics
| Metric | Meaning | Measurement |
|---|
| Lead Time | Time from request to delivery | Horizontal distance across bands |
| WIP | Work in progress | Vertical height of middle bands |
| Throughput | Items completed per time period | Slope of "Done" area |
Velocity Tracking
Velocity is tracked over multiple sprints to establish a reliable forecasting baseline.
Velocity Trend Chart
| Sprint | Committed | Completed | Variance |
|---|
| Sprint 1 | 30 | 23 | -7 |
| Sprint 2 | 25 | 27 | +2 |
| Sprint 3 | 26 | 25 | -1 |
| Sprint 4 | 25 | 24 | -1 |
| Sprint 5 | 25 | 26 | +1 |
Average Velocity: 25 points/sprint
Velocity Guidelines
| Practice | Reason |
|---|
| Track 3+ sprints | Need history for reliable forecasting |
| Use a range | Plan with low/average/high estimates |
| Don't compare teams | Story points are team-specific |
| Watch trends | Consistent is better than improving |
| Don't gamify | Pressure to increase velocity corrupts data |
Sprint Retrospective Tools
The Sprint Retrospective is where continuous improvement happens. Several techniques help structure the discussion:
Common Retrospective Formats
| Format | Structure |
|---|
| Start-Stop-Continue | What should we start, stop, and continue doing? |
| Mad-Sad-Glad | What made us mad, sad, or glad this sprint? |
| 4Ls | Liked, Learned, Lacked, Longed For |
| Sailboat | Wind (helps), Anchors (slows), Rocks (risks), Island (goal) |
| Timeline | Walk through sprint chronologically |
Retrospective Best Practices
| Practice | Why |
|---|
| Safe environment | People must feel safe to be honest |
| Action items | Retrospectives without actions are worthless |
| Follow through | Track improvement items to completion |
| Rotate facilitation | Fresh perspectives keep it valuable |
| Time-box discussions | Avoid rabbit holes |
Other Agile Metrics
Cycle Time and Lead Time
| Metric | Definition | Use |
|---|
| Lead Time | Request to delivery (customer perspective) | Customer satisfaction |
| Cycle Time | Work start to work completion (team perspective) | Process efficiency |
| Throughput | Items completed per time period | Capacity understanding |
Quality Metrics
| Metric | What It Measures |
|---|
| Escaped Defects | Bugs found after release |
| Test Coverage | Percentage of code covered by tests |
| Technical Debt | Accumulated shortcuts needing cleanup |
| Code Churn | How much code is being rewritten |
Team Health Metrics
| Metric | What It Indicates |
|---|
| Team Happiness | Morale and engagement |
| Sprint Goal Achievement | Focus and commitment |
| Retrospective Action Completion | Improvement follow-through |
| Sustainable Pace | Are people burning out? |
Using Metrics Effectively
Do's and Don'ts
| Do | Don't |
|---|
| Use metrics to improve | Use metrics to punish |
| Track trends over time | Obsess over single data points |
| Let teams own their metrics | Impose metrics from above |
| Focus on outcomes | Focus only on outputs |
| Measure what matters | Measure everything possible |
Metrics for Different Audiences
| Audience | Metrics They Care About |
|---|
| Developers | Cycle time, code quality, technical debt |
| Product Owner | Velocity, release burnup, feature throughput |
| Stakeholders | Lead time, release dates, value delivered |
| Executives | Business outcomes, ROI, customer satisfaction |
PMP Exam Tips
For PMP exam questions on Agile metrics:
- Burndown charts show remaining work trending toward zero
- Burnup charts reveal scope changes that burndowns hide
- CFDs identify bottlenecks by showing widening bands
- Velocity is for forecasting, not performance evaluation
- Retrospectives drive continuous improvement
Key Takeaways
- Burndown charts track remaining work toward Sprint completion
- Burnup charts show scope changes and cumulative progress
- Cumulative Flow Diagrams reveal bottlenecks and flow issues
- Velocity should be tracked over 3+ sprints for reliability
- Retrospectives turn insights into actionable improvements
- Metrics should enable improvement, not punish teams