[et_pb_section fb_built=”1″ _builder_version=”4.4.1″ background_color=”#fbfcfd” global_module=”1099″ global_colors_info=”{}”][et_pb_row column_structure=”1_2,1_2″ disabled_on=”on|on|off” _builder_version=”4.16″ global_colors_info=”{}”][et_pb_column type=”1_2″ _builder_version=”4.16″ global_colors_info=”{}”][et_pb_image src=”https:\/\/agilecoach.ee\/wp-content\/uploads\/2020\/01\/Merle-black-and-white-round-less-shiny-1.png” _builder_version=”4.16″ custom_margin=”-5%|||25%|false|false” custom_css_main_element=”-webkit-clip-path: circle(50% at 50% 50%);||clip-path: circle(50% at 50% 50%);||width: 75px;||height: 75px;” global_colors_info=”{}”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_2″ _builder_version=”4.16″ global_colors_info=”{}”][et_pb_text _builder_version=”4.16″ text_font=”Source Sans Pro||||||||” text_text_color=”rgba(0,0,0,0.8)” custom_margin=”-3%|||-60%|false|false” global_colors_info=”{}”]<\/p>\n
Merle Randlepp<\/p>\n
[\/et_pb_text][et_pb_text _builder_version=”4.16″ text_font=”Source Sans Pro||||||||” text_text_color=”rgba(0,0,0,0.44)” custom_margin=”-5%|||-60%|false|false” global_colors_info=”{}”]<\/p>\n
Agile Coach<\/p>\n
[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row disabled_on=”off|off|on” _builder_version=”4.16″ global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ global_colors_info=”{}”][et_pb_image src=”https:\/\/agilecoach.ee\/wp-content\/uploads\/2020\/01\/Merle-black-and-white-round-less-shiny-1.png” align=”center” _builder_version=”4.16″ custom_margin=”||||true|false” custom_css_main_element=”-webkit-clip-path: circle(50% at 50% 50%);||clip-path: circle(50% at 50% 50%);||width: 75px;||height: 75px;” global_colors_info=”{}”][\/et_pb_image][et_pb_text _builder_version=”4.16″ text_font=”Source Sans Pro||||||||” text_text_color=”rgba(0,0,0,0.8)” text_orientation=”center” custom_margin=”-3%||||false|false” global_colors_info=”{}”]<\/p>\n
Merle Randlepp<\/p>\n
[\/et_pb_text][et_pb_text _builder_version=”4.16″ text_font=”Source Sans Pro||||||||” text_text_color=”rgba(0,0,0,0.44)” text_orientation=”center” custom_margin=”-3%||||false|false” global_colors_info=”{}”]<\/p>\n
Agile Coach<\/p>\n
[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.17.6″ global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ global_colors_info=”{}”][et_pb_post_title author=”off” comments=”off” featured_image=”off” _builder_version=”4.16″ title_font=”Source Sans Pro|700|||||||” title_text_align=”center” title_text_color=”rgba(0,0,0,0.8)” title_font_size=”47px” text_orientation=”center” hover_enabled=”0″ title_font_size_tablet=”40px” title_font_size_phone=”35px” title_font_size_last_edited=”on|desktop” global_colors_info=”{}” sticky_enabled=”0″][\/et_pb_post_title][et_pb_text _builder_version=”4.16″ _module_preset=”default” text_font=”Source Sans Pro||||||||” text_font_size=”15px” text_line_height=”1em” text_orientation=”right” custom_margin=”|||10%|false|false” global_colors_info=”{}”]
There are many numbers in the IT world, but few show whether we are really creating business value. Sales revenue and other financial numbers are relatively easy to measure, but it is much more difficult to choose 3-5 metrics that actually help to manage the development of the IT team. <\/p>\n
A well-chosen set of metrics gives the manager a comprehensive overview of the teams’ progress and allows them to make better management decisions. If metrics support the achievement of business goals and help track team efficiency, they can also be successfully incorporated into OKRs. <\/p>\n
In this series of articles, we highlight five metrics that are popular in the IT world and that help you assess the speed of value creation, process efficiency, quality, durability of promises, and customer satisfaction:<\/p>\n
With each metric, I explain its nature, benefits to the manager, give examples of use, give instructions on how to get started, and list common implementation mistakes.<\/p>\n
I will also briefly mention other well-known metrics such as WIP,<\/strong> DORA<\/strong> and service metrics.<\/p>\n A separate chapter provides an overview of indicators with a negative impact that seem good at first glance, but in fact are starting to promote gambling and negative anti-patterns.<\/p>\n Teams that have simple and accurate metrics to evaluate their work have an advantage and can track their development journey clearly and numerically. The right attitude of the leaders determines a lot here – team metrics are the triggers of the conversation and a natural part of the development engine, not an argument for using the “whip”. <\/p>\n It should be mentioned right away that there is no one-size-fits-all set of metrics. Teams with different personalities (product development, infra\/ops, user support, platform, etc.) need different emphases. From the list of recommended metrics, you should select the ones that really fit your team’s workflow. An informed choice is important, but it is always good to experiment, and if the chosen metric does not help you make good decisions, you can try the next one. <\/p>\n Note: Since Jira is a very widely used project management software in the IT field (estimated usage share about 60%), the images and guides in this article are mainly based on Jira. Common project management tools are also Azure DevOps, Asana, Monday, Trello, Redmine, and many others. <\/p>\n [\/et_pb_text][et_pb_image src=”https:\/\/agilecoach.ee\/wp-content\/uploads\/2026\/01\/Ralliautod-seismas-stardijoonel.jpg” alt=”ZenHub Board” title_text=”Rally cars standing on the starting line” show_in_lightbox=”on” align=”center” _builder_version=”4.27.5″ _module_preset=”default” global_colors_info=”{}”][\/et_pb_image][et_pb_text module_id=”LeadTime” _builder_version=”4.27.5″ _module_preset=”96fa8149-2d7e-4fe7-bc52-734658dc4791″ global_colors_info=”{}”]<\/p>\n Let’s start with the most popular IT metric \u2013 Lead Time (also called Time-to-Value, Idea-to-Production). In Estonian, it is also said colloquially “time from idea to delivery”, but most often the English term is used. <\/p>\n This is the time from the idea or inquiry to the moment when the result is available to the user or customer. By its very nature, it shows how quickly the value reaches the customer. <\/p>\n<\/blockquote>\n Team Lead Time is the median Lead Time for all work done on the team.<\/p>\n Customer service<\/p>\n The customer’s inquiry will be made on 1 March, the answer\/solution will be available on 20 March. Product development<\/p>\n The development request will be added to the Product Backlog on 1 March and delivered to production on 20 April. It is often asked how Time-to-Value differs from another very popular term, Time-to-Market? In general, the term Time-to-Market is used in a longer time scale, encompassing the speed at which a product or a larger part of a product is brought to market. In Estonian, the equivalent “market launch speed” is common. <\/p>\n It is important to agree on and fix the Lead Time start and end time rule precisely. The nature of the team’s work must definitely be taken into account. While in the case of user support, we assume that all questions sent by the customer will be answered, then in product development it is normal for all the work added to the product backlog not to move on to development – some are deliberately left undone and we do not want to measure their waiting time. <\/p>\n Steps to implement the Lead Time metric:<\/p>\n In Jira, the “Control Chart” is suitable for monitoring the metric.<\/p>\n See also <\/span>More: Guides in Jira<\/span><\/a><\/p>\n [\/et_pb_text][et_pb_image src=”https:\/\/agilecoach.ee\/wp-content\/uploads\/2026\/01\/1-Jira-Control-Chart-1024×661.png” alt=”ZenHub Board” title_text=”1 \u2013 Jira Control Chart” show_in_lightbox=”on” align=”center” _builder_version=”4.27.5″ _module_preset=”default” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”off|off|off” _builder_version=”4.27.5″ text_font=”Source Sans Pro|300|||||||” text_text_color=”rgba(0,0,0,0.89)” text_font_size=”16px” text_line_height=”1em” text_orientation=”center” custom_margin=”-1%||||false|false” custom_padding=”0px||||false|false” global_colors_info=”{}”]<\/p>\n Figure 1. Jira Control Chart <\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”96fa8149-2d7e-4fe7-bc52-734658dc4791″ global_colors_info=”{}”]<\/p>\n \ud83d\udea8 One of the common mistakes when using this metric is mismarking the end time \u2013 either too early or too late. For example, the developer moves the work to the “Done” status, but the work has not actually been delivered yet and has not reached the user. In this case, the Lead Time will be shorter than it actually is. <\/p>\n \ud83d\udea8 Or the other way around – the work is completely finished, but waiting to be put together. In this case, the Lead Time will be longer than it actually is. <\/p>\n \ud83d\udea8 Another risk is comparing apples and oranges, which happens if you skip the segmentation and mix all types of work into one pile. It is useful to decide which type of work Lead Time is important and treat it only as a metric. In product development, the measurable type of work is often a new development request, i.e. functionality\/feature. <\/p>\n [\/et_pb_text][et_pb_image src=”https:\/\/agilecoach.ee\/wp-content\/uploads\/2026\/01\/Ralliautod-magede-vahel.jpg” alt=”ZenHub Board” title_text=”Rally cars between the mountains” show_in_lightbox=”on” align=”center” _builder_version=”4.27.5″ _module_preset=”default” global_colors_info=”{}”][\/et_pb_image][et_pb_text module_id=”CycleTime” _builder_version=”4.27.5″ _module_preset=”96fa8149-2d7e-4fe7-bc52-734658dc4791″ global_colors_info=”{}”]<\/p>\n When we talk about the Lead Time metric, there is no way we can fail to mention its counterpart – a metric called Cycle Time. In Estonian, the equivalents are “cycle time” or “processing time”. <\/p>\n This is the time from the moment when the work is actually undertaken until it is completed in the team’s view. Cycle time measures the actual processing time of the job in the team’s work process. <\/p>\n<\/blockquote>\n Cycle Time is a subset of the Lead Time metric and doesn’t include wait times<\/strong> before and after the job is done:<\/p>\n Lead Time = Wait Times Before + Cycle Time + Wait Times After.<\/p>\n Simple rule of thumb:<\/p>\n [\/et_pb_text][et_pb_image src=”https:\/\/agilecoach.ee\/wp-content\/uploads\/2026\/01\/2-Lead-Time-vs-Cycle-Time.png” alt=”ZenHub Board” title_text=”2 – Lead Time vs Cycle Time” show_in_lightbox=”on” align=”center” _builder_version=”4.27.5″ _module_preset=”default” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”off|off|off” _builder_version=”4.27.5″ text_font=”Source Sans Pro|300|||||||” text_text_color=”rgba(0,0,0,0.89)” text_font_size=”16px” text_line_height=”1em” text_orientation=”center” custom_margin=”-1%||||false|false” custom_padding=”0px||||false|false” global_colors_info=”{}”]<\/p>\n Figure 2. Comparison of Lead Time and Cycle Time <\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”96fa8149-2d7e-4fe7-bc52-734658dc4791″ global_colors_info=”{}”]<\/p>\n Customer service<\/p>\n Customer’s inquiry on 1 March, the solution will be available on 20 March. Product development<\/p>\n The development request will be added to the Product Backlog on 1 March and delivered to production on 20 April. The process of implementing the Cycle Time metric is almost the same as for the Lead Time metric, only the start and end time are defined differently.<\/p>\n Steps to start using the Cycle Time meter:<\/p>\n What is “Done”? The meaning of the “done” status here depends on the team’s agreement, it can be: <\/p>\n In Jira, the “Control Chart” is suitable for monitoring the metric.<\/p>\n See also More: Guides in Jira<\/a><\/p>\n [\/et_pb_text][et_pb_image src=”https:\/\/agilecoach.ee\/wp-content\/uploads\/2026\/01\/3-Lead-Time-and-Cycle-Time-Report.png” alt=”ZenHub Board” title_text=”3 – Lead Time and Cycle Time Report” show_in_lightbox=”on” align=”center” _builder_version=”4.27.5″ _module_preset=”default” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”off|off|off” _builder_version=”4.27.5″ text_font=”Source Sans Pro|300|||||||” text_text_color=”rgba(0,0,0,0.89)” text_font_size=”16px” text_line_height=”1em” text_orientation=”center” custom_margin=”-1%||||false|false” custom_padding=”0px||||false|false” global_colors_info=”{}”]<\/p>\n Figure 3. Lead Time and Cycle Time report (Jira plugin “Performance Objectives”) <\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”96fa8149-2d7e-4fe7-bc52-734658dc4791″ global_colors_info=”{}”]<\/p>\n \ud83d\udea8 Common mistakes largely overlap with those described in the Lead Time chapter. The biggest confusion arises when the start and end moments of Lead and Cycle Time are not unambiguously agreed. Clearly agree on when the work will “start” (e.g. when the work is added to the sprint) and when it will be “Done”, and keep the “Done” and “Released” statuses separate. <\/p>\n \ud83d\udea8 Cross-team comparisons without context are misleading: it is not reasonable to compare teams with different workflows and status definitions – it is more reliable to follow trends within the team. If the definitions of status are uniform and the nature of the work is similar, the metrics are also well comparable between teams. <\/p>\n [\/et_pb_text][et_pb_text module_id=”Lisad” _builder_version=”4.27.5″ _module_preset=”96fa8149-2d7e-4fe7-bc52-734658dc4791″ global_colors_info=”{}”]<\/p>\n <\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.5″ _module_preset=”96fa8149-2d7e-4fe7-bc52-734658dc4791″ global_colors_info=”{}”]<\/p>\n The next part of the metrics series is “Quality and Capability: Production Bug Rate + Planned vs Done\/Velocity\/Throughput (2\/3)”<\/p>\n [\/et_pb_text][et_pb_comments _builder_version=”4.9.0″ _module_preset=”default” custom_margin=”||||false|false” custom_padding=”||||false|false” global_module=”2693″ global_colors_info=”{}”][\/et_pb_comments][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.9.0″ _module_preset=”default” global_module=”2557″ global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_text admin_label=”Title” _builder_version=”4.16″ text_font=”||||||||” header_font=”||||||||” header_2_font=”Montserrat|600||on|||||” header_2_text_align=”center” header_2_font_size=”30px” custom_margin=”||||false|false” custom_padding=”10px||10px||false|false” animation_style=”slide” animation_direction=”top” animation_intensity_slide=”20%” animation_starting_opacity=”100%” global_colors_info=”{}”]<\/p>\n [\/et_pb_text][et_pb_blog fullwidth=”off” posts_number=”3″ include_categories=”current” show_author=”off” show_excerpt=”off” show_pagination=”off” _builder_version=”4.16″ header_font=”Montserrat|600|||||||” header_font_size=”20px” body_font=”||||||||” body_font_size=”16px” body_line_height=”1.8em” meta_font=”Montserrat|300|||||||” pagination_font=”|700|||||||” pagination_text_color=”#f16334″ custom_margin=”|||” custom_padding=”|||” animation_style=”fade” border_style_all=”none” box_shadow_style=”preset1″ box_shadow_vertical=”5px” box_shadow_blur=”25px” box_shadow_color=”rgba(0,0,0,0.05)” global_colors_info=”{}”][\/et_pb_blog][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.6.4″ _module_preset=”default” global_module=”1641″ global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_post_nav prev_text=”%title” next_text=”%title” _builder_version=”4.16″ _module_preset=”default” title_font_size=”20px” title_line_height=”1.7em” border_radii=”on|7px|7px|7px|7px” border_color_all=”#fc9569″ global_colors_info=”{}”][\/et_pb_post_nav][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.6.5″ _module_preset=”default” global_module=”1770″ global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”][et_pb_text _builder_version=”4.16″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n5 metrics that are useful to analyze once a month<\/h1>\n
1. Lead Time<\/h2>\n
\n
Lead Time – what is it?<\/h3>\n
Why is it important for a manager?<\/h3>\n
\n
Examples<\/h3>\n
Lead Time = 20 days. <\/p>\n
Lead Time = 51 days. <\/p>\nHow to get started and measure?<\/h3>\n
\n
Common mistakes<\/h3>\n
2. Cycle Time<\/h2>\n
\n
Cycle Time – what is it?<\/h3>\n
Why is it important for a manager?<\/h3>\n
\n
Which One to Use \u2013 Lead Time vs Cycle Time?<\/h3>\n
\n
\n
Examples<\/h3>\n
Lead Time = 20 days.
The employee starts working with the inquiry on 5 March and ends on 20 March.
Cycle Time = 15 days. <\/p>\n
Lead Time = 51 days.
The team will start work on March 25, finish the work and bring it to “Done” status on 10. April.
Cycle Time = 16 days. <\/p>\nHow to get started and measure?<\/h3>\n
\n
\n
Common mistakes<\/h3>\n
Appendix: Guides in Jira<\/h2>\n
\n
Lisa: Jira plugins<\/h2>\n
\n
Next part<\/h2>\n
Related topics<\/h2>\n