The Metrics Mirage: Are We Measuring the Right Things?
When we're trying to get better—whether it’s in software development, business processes, or just how our team works together—three things really matter: looking back at what we've done (retrospecting), measuring progress, and actually using what we’ve learned to improve (closing the loop). The right metrics should act like a guide, keeping us aligned and always moving forward. But are we even tracking the right things?
Lately, we’re evaluating whether the metrics we're using to measure success are actually useful. Metrics should give us clarity, but sometimes they just create more confusion, making us chase numbers instead of real improvements. Are we actually getting better, or just getting good working around the system?
Metrics That Work for Us
Here are metrics that are helping us:
User Story Cycle Time
Tracking how long it takes for a user story to go from start to finish helps us spot bottlenecks and optimize our workflow. It’s a solid way to see where we’re getting stuck and what impediments might be at the team level.
Bug Cycle Time
How fast do we fix issues? The shorter the cycle time, the better. This one helps us keep quality high and minimize user frustration.
Velocity
This one gets a bad rap because it’s easy to misuse, but when we use it right, it helps us understand how much work we can realistically take on, as both a team and a program. The key is treating it as a guide, not a target.
Metrics We’re Questioning
Not every metric we’re using right now is helpful. Some might even be sending us in the wrong direction. One we’re debating right now is:
Feature Cycle Time
At first, this seems useful—how long does it take to get a feature out the door? But here’s the problem: not all features are equal. Some are game-changers, others are minor tweaks or enablers. Should we really measure them the same way? If we focus too much on this, are we pushing ourselves to ship fast instead of shipping right?
Metrics We Want to Improve On
Even though we do have some gaps in our current metrics approach, that’s not to say we don’t see some ways to improve.
Business Value Delivered vs. Planned
One simple metric that can be instrumental at the team level is how well we’re delivering on our planned objectives. Are we actually delivering what we said we would, and not just saying we are because we’re afraid to fail? Measuring this better and with more accuracy would help us make smarter decisions about what to build next instead of relying on gut feel. But with this comes a willingness, and even a need, for failure sometimes – something many companies don’t see as an option.
Predictability Measurement
This metric takes actual business value and helps us gauge team reliability, improve forecasting, and optimize execution. We use this to see how well we meet our commitments, but are we reading it right? We don’t want to hit 100% predictability if it means we’re playing it too safe. There’s got to be a balance.
Are We Optimizing for the Wrong Things?
Here’s the challenge: many teams rely on standard agile metrics without asking whether they truly reflect progress. Are we measuring what actually drives improvement, or just collecting numbers for the sake of it? If we don’t step back and evaluate, we risk focusing on the wrong things and missing what really moves the needle.
Too often, teams obsess over speed at the cost of real value. What if the best move for our users isn’t shipping something quickly, but taking extra time to refine it? If we focus too much on cycle times, are we rushing things? If we treat velocity like a scoreboard, are we pushing teams to overcommit?
The real challenge isn’t just picking the right metrics—it’s making sure those metrics actually help us deliver value, keep customers happy, and maintain a healthy team. If we’re not careful, we’ll end up “winning” at the wrong game.
Are the metrics you’re using actually making your teams better, or just making them look better?