You can get as much overboard in metrics and processes for agile – as in metrics and processes for waterfall projects. Business context demands it’s share of the delivery culture, but don’t confuse being agile with being unstructured – or with waterfall being overly structured. If you do what you say – and say what you do, you are more trustworthy both as organization, team and as person. Hot air, slide-ware and good intentions will quickly be seen through (and you might not even notice…).
[ What Metrics Do You Use in Agile? | FEBRUARY 23, 2012 | Testobsessed ]
First, I only use metrics to get a 50,000 foot view on what’s going on.
Second, I do not use metrics to compare teams or individuals.
Third, I am much more focused on qualitative than quantitative measures.
[ Babies 0: Bathwater 1 | December 28, 2011 | Iain McCowatt, Exploring Uncertainty ]
The common denominator is not the label, it is the team dynamics
…
Process and documentation can at least provide some base level of information sharing. Rip these out without replacing them with people talking to one another and the baby has gone out with the bathwater. Regardless of methodology and other labels: effective sharing of information helps teams to succeed. Whatever your methodological preferences, please look after your babies.
See also Tracking your testing progress and 4 Reasons Why Culture Is More Important than Strategy
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