All expenses in the organization that develops, sustains, provides services, markets, sells, and administers the product or system.
Employee Satisfaction
Engaged employees that know how to maintain, sustain and enhance the software systems and products are one of the most significant assets of an organization.
Customer Satisfaction
Sound management, solid software, and creative, fulfilled employees
Time-to-Market
Release Frequency
The time needed to satisfy the customer with new, competitive products.
Release Stabilization
The impact of poor development practices and underlying design and code base. Stabilization is a drag on competition that grows with time.
Cycle Time
The time (including stabilization) to satisfy a key set of customers or to respond to a market opportunity competitively.
Ability to Innovate
Installed Version Index
The difficulty customers face installing a new release .The relatively low value of new releases, or even the # of customers that are evaluating alternatives.
Usage Index
Determines a product that is burdensome and difficult to use and excess software that must be sustained even though it is rarely used.
Innovation Rate
Growth of technical debt caused by poorly designed and developed software. Budget is progressively consumed keeping the old software alive.
Defects
Measures increasingly poor quality software, leading to greater resource and budget to maintain it and potential loss of customers.
Agility Index
Metrics of Iterations
Carry Over
the amount of work pushed from one Sprint or iteration into the next
WIP
how much work Team is doing at one time
Release Frequency
Number Of Backlog Items NOT Done
Sprint burndown
Epic and release burndown
Velocity
average amount of work a scrum team completes during a sprint
Kanban metrics
Cumulative flow diagram
Lead and Cycle Time Diagram
Burn Down Chart
to slice User Stories into independent increments of value
10 KEY METRICS FOR SCRUM
SPRINT GOAL SUCCESS RATES
DEFECTS
TIME TO MARKET
RETURN ON INVESTMENT (ROI)
CAPITAL REDEPLOYMENT
The value (V) of the remaining requirements in the product backlog
The actual cost (AC) for the work to complete the requirements in the product backlog
The opportunity cost (OC), or the value of having the scrum team work on a new project
When V < AC + OC, the project can stop
SATISFACTION SURVEYS
Customer satisfaction surveys
Team satisfaction surveys
TEAM MEMBER TURNOVER
Scrum team turnover
Company turnover
PROJECT ATTRITION
SKILL VERSATILITY
Per-person skills and levels
Per-team skills and levels
Per-organization skills and levels
MANAGER:CREATOR RATIO
to move faster and produce higher quality
The HEART Framework (for UX)
Happiness
Measures of user attitudes, feedback and resolutions
Satisfaction
Perceived ease of use
Engagement
Level of user involvement with the product. It measures the frequency, intensity, or depth of a user’s involvement with your product
Number of visits per user per week
Minutes per app session or per day
Adoption
Gaining new users of a product or feature to understand how the public reacts to news. The number of users who use a feature or product for the first time
Upgrades to the latest version
New subscriptions created
Purchases made by new users
Retention
The rate at which existing users are returning. The continued repeat engagement of users with the feature or product over time. Maintaining a satisfied user is a tough job.
could be measured in % of users
Number of active users remaining present over time
Renewal rate or failure to retain (churn)
Repeat purchases
Task Success
Efficiency, effectiveness, and error rate of a user completing a task with your product’s workflow
Search result success
Profile creation complete
WHAT TO DO TO OPTIMIZE UX
Learnability
Effectiveness
Efficiency
Memorability
Error Prevention/Handling
AARRRT (to measure the Product’s Performance)
Acquisition
metrics to know which channels are most useful for driving customer growth
Activation
metrics to track how sticky your product is
Retention
metrics critical for the survival of your company
Referral
metrics designed to track your product's growth
Revenue
metrics to see how your product resonates with customers
The Product Owners' main responsibility is to maximize the value for the Product, in order to create, deliver and maintain a successful Product. So care about metrics that provide value and start measuring value the right way. Remember, metrics that are not valid are dangerous.
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