In some organizations, reviews are a valuable aspect of the software lifecycle. In others, they are a necessary evil tainted with political bureaucracy and big egos. Suboptimal reviews conducted late in the lifecycle are often misguided due to few objective guidelines that help guide the review process. When used throughout the development lifecycle, code and design quality metrics are valuable inputs to the review process.
Traditional performance evaluations, which focus solely on individual performance, create a “chasm of disconnect” for agile team members. Because agile is all about team performance and trust, the typical HR performance evaluation system is not congruent with agile development. Based on his practical experience leading agile teams, Michael Hall explores how measurements drive behavior, why team measurement is important, what to measure, and what not to measure. Michael introduces tangible techniques for measuring agile team performance-end of sprint retrospectives, sprint and project report cards, peer reviews, and annual team performance reviews. To demonstrate what he’s describing, Michael uses role plays to contrast traditional, dysfunctional annual reviews with agile-focused performance reviews.