I have come to the conclusion that the number of MR’s during a sprint is not a insightful metric.
Primarily because the functionality targeted for being completed by the MR can vary so greatly.
Regarding time MR’s take to merge? I don’t think trying to get the number “lower” is the goal. Probably best to say, we’ve agreed to an SLA of x days. Anything over Y days is a big red flag.
Thanks for sharing- not trying to come across as negative. I totally agree metrics should be included in retro’s ... it’s adjacent to what I’m working on.
I’m just convinced that a lot of product/project management metrics have “no meat on the bones” or aren’t really concrete at the end of the day - vanity metrics.
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[ 2.8 ms ] story [ 29.6 ms ] threadPrimarily because the functionality targeted for being completed by the MR can vary so greatly.
Regarding time MR’s take to merge? I don’t think trying to get the number “lower” is the goal. Probably best to say, we’ve agreed to an SLA of x days. Anything over Y days is a big red flag.
Thanks for sharing- not trying to come across as negative. I totally agree metrics should be included in retro’s ... it’s adjacent to what I’m working on.
I’m just convinced that a lot of product/project management metrics have “no meat on the bones” or aren’t really concrete at the end of the day - vanity metrics.