However, that's just numerosity -- numbers for the sake of having numbers.
Before you measure your team, find out how you are measured.
Find out how your overall development organization is measured.
Find out what measurements the overall organization is trying to optimize.
Then -- and only then -- try to find a way to map the big picture goals down to your team. If you're not measuring progress toward the organization's overall goals, then you're just collecting numbers.
If you're going to collect numbers, weighing the coffee every morning may be the best indicator of work being done. Seriously.
Value delivered. Work with your customers (product owner) to find a way to measure value in your organization and measure that value. Deliver it frequently (daily, weekly, monthly) and you'll be just fine.
Can you give me some example of metrics that I could use to measure the quality and productivity of my team members.
A few examples of metrics for an Agile Team to measure PRODUCTIVITY:
Story Points / Velocity Points: This is a relatively sizable unit which can be used to measure complexity of the work to be done.
Sprint Burndown: This can be used to measure progress in hours during an iteration or Sprint
Release Burndown: This can be used to measure progress in story points during a release.
A few examples of metrics for an Agile Team to measure QUALITY:
Hudson CI: You could use a continuous integration tool which constantly keeps an eye on the code base for you automatically. Some plugins for quality checks that can be used could be: Corbertura PMD CheckStyle
Find out why your company was interested in adopting Scrum in the first place.
If it was to produce better quality code, then you could focus on things like test coverage, bug count, etc. I like the CRAP index.
Many companies adopt Scrum because most of their problems - including low quality code, tight deadlines and rework - are caused because they produce the wrong code in the first place. Either requirements are misunderstood, or the stakeholders don't quite know what they want. If that's your problem, you might want to measure throughput (how long it takes a story, on average, to go from analysis through to release) or feedback (how long it takes you to know whether the work you did is actually usable, or not - bearing in mind that when it's not usable, you want to know as soon as possible).
I try to avoid measuring things like productivity. It's very easy to be productive without being effective. Focus on the Goal. Most of the metrics in Kanban can be used alongside Scrum and will help here. I very much like Cumulative Flow Diagrams, because they show all kinds of feedback loops and constraints in the system.
Oh, whatever you do - measure the team, not individuals. As soon as people think they are being measured as individuals, they'll stop playing nice with the team.
Productivity is the only important measure of success: did my team accomplish what we said we could do, within the timeframes specified, and to a high level of quality (passing UAT)? If not, why not?
A good way to "measure" this is by measuring the team's velocity and then using that as a benchmark. Velocity represents both what the team can do as well as how accurately they are able to plan their own level of effort.
Here are a few good articles on velocity and how to calculate it:
When I was first promoted to PM, a decade ago, I tried to track everything. Only one thing really matters in the end and that is the team's happiness (the team includes the client). If everyone is content with the pace, quality, and environment of the project then you only need to adapt whatever metrics help the team to improve. You can identify those metrics with the team in retrospectives. Whether they find velocity, functional points, lead and cycle time, test coverage, or any other metrics useful - those are the things you should help them to measure. I think the most powerful thing a new PM can focus on is communication, not measurement.
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很多东西
行代码中的 。
击键。
喝了咖啡。
产生垃圾。
然而，这只是数字——为了数字而数字。
在衡量您的团队之前，请先了解如何衡量您。
了解如何衡量您的整体开发组织。
了解整个组织正在尝试优化哪些衡量标准。
然后——而且只有到那时——尝试找到一种方法将总体目标映射到您的团队。如果您不衡量组织总体目标的进展情况，那么您只是在收集数字。
如果您要收集数据，每天早上称量咖啡可能是完成工作的最佳指标。严重地。
You can measure a lot of things
lines of code produced.
keystrokes.
coffee consumed.
trash produced.
However, that's just numerosity -- numbers for the sake of having numbers.
Before you measure your team, find out how you are measured.
Find out how your overall development organization is measured.
Find out what measurements the overall organization is trying to optimize.
Then -- and only then -- try to find a way to map the big picture goals down to your team. If you're not measuring progress toward the organization's overall goals, then you're just collecting numbers.
If you're going to collect numbers, weighing the coffee every morning may be the best indicator of work being done. Seriously.
这是一个很好的链接，表明您选择的大多数指标可能最终不会按照您想要的方式工作。 开发人员指标 - 有用还是有害？
例如，
您选择的任何指标都可能最终被您试图衡量的人“欺骗”。
This is a good link suggesting most metrics you choose will probably not end up working in the way you want. Developer Metrics - Useful or Harmful?
For example,
Any metric you choose will likely end up being 'gamed' by the people you are trying to measure.
交付的价值。与您的客户（产品所有者）合作，找到一种方法来衡量您的组织中的价值并衡量该价值。经常交付（每天、每周、每月），你就会没事的。
Value delivered. Work with your customers (product owner) to find a way to measure value in your organization and measure that value. Deliver it frequently (daily, weekly, monthly) and you'll be just fine.
敏捷团队衡量生产力的几个指标示例：
故事点/速度点：这是一个相对较大的单位，可用于衡量待完成工作的复杂性。
Sprint Burndown：这可用于衡量迭代或 Sprint 期间的进度（以小时为单位）
Release Burndown：这可用于衡量发布期间故事点的进度。
敏捷团队衡量质量的几个指标示例：
Hudson CI：您可以使用持续集成工具，它会自动持续关注代码库。可以使用的一些用于质量检查的插件可能是：
科贝尔图拉
PMD
格子样式
A few examples of metrics for an Agile Team to measure PRODUCTIVITY:
Story Points / Velocity Points: This is a relatively sizable unit which can be used to measure complexity of the work to be done.
Sprint Burndown: This can be used to measure progress in hours during an iteration or Sprint
Release Burndown: This can be used to measure progress in story points during a release.
A few examples of metrics for an Agile Team to measure QUALITY:
Hudson CI: You could use a continuous integration tool which constantly keeps an eye on the code base for you automatically. Some plugins for quality checks that can be used could be:
Corbertura
PMD
CheckStyle
首先了解您的公司为何有兴趣采用 Scrum。
如果是为了生成质量更高的代码，那么您可以专注于测试覆盖率、错误计数等。我喜欢 垃圾索引。
许多公司采用 Scrum 是因为他们的大多数问题——包括低质量的代码、紧迫的期限和返工——都是因为他们首先生成了错误的代码而引起的。要么需求被误解，要么利益相关者不太清楚他们想要什么。如果这是您的问题，您可能需要测量吞吐量（一个故事从分析到发布平均需要多长时间）或反馈（您需要多长时间才能知道您所做的工作是否真正可用，或者不 - 请记住，当它不可用时，您想尽快知道）。
我尽量避免衡量诸如生产力之类的事情。 很容易富有成效但没有效果。专注于目标。 看板中的大多数指标都可以与 Scrum 一起使用，并且在这里会有所帮助。我非常喜欢累积流程图，因为它们显示了系统中的各种反馈循环和约束。
哦，无论你做什么 - 衡量的是团队，而不是个人。一旦人们认为他们是作为个人来衡量的，他们就不会与团队相处融洽。
Find out why your company was interested in adopting Scrum in the first place.
If it was to produce better quality code, then you could focus on things like test coverage, bug count, etc. I like the CRAP index.
Many companies adopt Scrum because most of their problems - including low quality code, tight deadlines and rework - are caused because they produce the wrong code in the first place. Either requirements are misunderstood, or the stakeholders don't quite know what they want. If that's your problem, you might want to measure throughput (how long it takes a story, on average, to go from analysis through to release) or feedback (how long it takes you to know whether the work you did is actually usable, or not - bearing in mind that when it's not usable, you want to know as soon as possible).
I try to avoid measuring things like productivity. It's very easy to be productive without being effective. Focus on the Goal. Most of the metrics in Kanban can be used alongside Scrum and will help here. I very much like Cumulative Flow Diagrams, because they show all kinds of feedback loops and constraints in the system.
Oh, whatever you do - measure the team, not individuals. As soon as people think they are being measured as individuals, they'll stop playing nice with the team.
生产力是衡量成功的唯一重要标准：我的团队是否在指定的时间范围内以高水平的质量完成了我们所说的可以完成的任务（通过 UAT）？如果没有，为什么不呢？
“衡量”这一点的一个好方法是衡量团队的速度，然后将其用作基准。速度代表了团队可以做什么以及他们能够如何准确地规划自己的工作水平。
以下是一些关于速度及其计算方法的好文章：
http://www.versionone.com /Agile101/velocity.asp
http://michaellant.com/2010/07/23/calculate-the-velocity-of-your-agile-projects/
Productivity is the only important measure of success: did my team accomplish what we said we could do, within the timeframes specified, and to a high level of quality (passing UAT)? If not, why not?
A good way to "measure" this is by measuring the team's velocity and then using that as a benchmark. Velocity represents both what the team can do as well as how accurately they are able to plan their own level of effort.
Here are a few good articles on velocity and how to calculate it:
http://www.versionone.com/Agile101/velocity.asp
http://michaellant.com/2010/07/23/calculating-the-velocity-of-your-agile-projects/
十年前，当我第一次晋升为产品经理时，我试图跟踪一切。最终只有一件事真正重要，那就是团队的幸福（团队包括客户）。如果每个人都对项目的进度、质量和环境感到满意，那么您只需要调整有助于团队改进的任何指标即可。您可以在回顾中与团队一起确定这些指标。无论他们认为速度、功能点、交付周期和周期时间、测试覆盖率或任何其他有用的指标——这些都是你应该帮助他们衡量的东西。我认为新任产品经理可以关注的最重要的事情是沟通，而不是衡量。
When I was first promoted to PM, a decade ago, I tried to track everything. Only one thing really matters in the end and that is the team's happiness (the team includes the client). If everyone is content with the pace, quality, and environment of the project then you only need to adapt whatever metrics help the team to improve. You can identify those metrics with the team in retrospectives. Whether they find velocity, functional points, lead and cycle time, test coverage, or any other metrics useful - those are the things you should help them to measure. I think the most powerful thing a new PM can focus on is communication, not measurement.