The Agile-V Balanced Scorecard Metrics

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information radiator. [7] Stories and tasks on the information radiator should make visible the order in which they are being worked, as well as serve as the center of focus during the daily Scrum. Team members should be encouraged to physically touch the stories and tasks on which they are working, and be restrained from moving to new stories until a reasonable chunk are completed.

Finally, in the spirit of keeping Agile light, adding burn-up to the burn-down to form the Agile-V Scorecard is suggested, not required. A well-established Agile team that understands the importance of delivering value with each sprint will naturally focus on priorities. For organizations new to Agile, the Agile-V provides a daily measure of the team's focus on delivering prioritized business value. This daily feedback helps establish the proper rhythm and pace that are intangible signs of a mature Agile team.

Summary
The Agile-V Scorecard provides a clear snapshot of effort remaining (burn-down) and business value completed (burn-up). By itself, the burn-down chart provides a clear view of effort remaining, but it can potentially hide how well the team is focusing on incremental completion of business value. Pairing the two charts provides apowerful driver-output pair. Since the burn-down is a direct measure of work driving the current sprint, and the burn-up is a direct measure of business goals, the Agile-V scorecard provides a tightly linked, tightly controlled, direct line-of-site to business value. Using the Agile-V Scorecard ensures that most important work is focused on and completed as soon as possible. This will naturally result in the implementation of a fundamentalprinciple of Agile -- don't build what you don't need.

Acknowledgements
The author is grateful to Alan Chedalawada at NetObjectives and Doug Shimp at 3Back for helpful and enlightening discussions on team focus and validation-centric processes.

[1] Balanced Scorecard: Translating Strategy into Action, by Robert S. Kaplanamp; David P. Norton.

[2] "How to Use the Balanced Scorecard" www.cio.com

[3] Calculating Earned Business Value For An Agile Project Dan Rawsthorne

[4] see "Metrics for Agile Development Projects" by Liz Barnett, Carol Schwaber, amp; Lindsey Hogan, and "Metrics for Application Development" by Liz Barnett, Margo Visitacion, Mike Gilpin, amp; Craig Symons

[5] "Big Visible Charts" by Ron Jeffries, http://www.xprogramming.com/xpmag/BigVisibleCharts.htm

[6] "Seven common Sprint Burndown graph signatures" Kane Mar, http://kanemar.wordpress.com/2006/11/07/seven-common-sprint-burndown-graph-signatures

[7] "Information Radiator" Alistair Cockburn

About the author

Guy Beaver's picture Guy Beaver

Guy Beaver is the CIO at Perfect Commerce, a software company that provides SaaS procurement solutions for large corporations. At Perfect Commerce, he leads and oversees the development, delivery and support of all Information Technology. Guy's career of over 25 years spans several industries including Aerospace, Financial Services, Healthcare, and Procurement. He co-authored the book, Lean-Agile Software Development: Achieving Enterprise Agility.

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