When I interview candidates for a position in an Agile/Scrum development project, I often ask: “What is your team’s current velocity?” The candidate might think the response needs to be a high number, but it doesn’t matter what the number is. What matters to me is that the candidate knows the number.
Velocity is an important metric in Scrum for measuring how well a team is working together. This is what I want to assess when asking this question. Unfortunately, the term has been misconstrued to mean something else: a measure of a team’s speed or productivity, often with the assumption that the number—whatever it happens to be—should increase infinitely over time.
When velocity is misused this way, it can be detrimental. For one thing, it gets discredited by the team it is meant to benefit. For this reason, it’s important to understand what velocity is, when and how velocity is useful, and why misapplying it actually puts the performance of Agile teams at risk.
Inc. magazine has ranked AIM Consulting on its 35th annual Inc. 5000, the most prestigious ranking of the nation’s fastest-growing private companies. Out of 5000 honorees, AIM Consulting ranked #4755 with a 48% compounded annual growth rate over the last three years. This is the second year in a row that AIM Consulting has made the Inc. 5000 list.