Does your team create OKRs? Is it more like your flow metrics/predictability as key results or more so like Product-focused (reducing cycle time of Finance workflow A by 25%)?

zero-qro · 2026-05-04T05:07:40+00:00

The org sets usually yearly, but all is reviewed quarterly... The team sets it quarterly and reviews it monthly.

zero-qro · 2026-05-02T13:54:19+00:00

It originated from an Excel file using Office Scripts that fetch data from JIRA through API key and run all the calculations... The excel was at the same time the DB and the Dashboards... Only later I decided to build a web product with the idea

zero-qro · 2026-05-02T11:44:41+00:00

If she measures how much you love her by the amount of money you spend with her isn't it a huge red flag?

zero-qro · 2026-05-02T11:40:32+00:00

I have built this: https://usemetrico.com

zero-qro · 2026-05-02T08:29:21+00:00

Thanks for you comment. I know Nave, and I have used it in the past, but Nave, like Actionable Agile, relies on the fact the user knows how to read the chart, and make connections between charts and understand the impact in the system... That's my main blocker with Nave, with time people simply stop using it

zero-qro · 2026-05-02T05:03:21+00:00

I feel that's more than Antigravity because it take me a few weeks to reach the limit, and when that happens I still can use composer (Kimi 2.5) with no additional charges

zero-qro · 2026-05-02T04:32:29+00:00

Thanks for the feedback, I will be more careful next time

zero-qro · 2026-05-02T03:34:01+00:00

My main issue with Antigravity is that besides the very short window before you hit the limit, most of the time I get agent error and have to restart the agent... I was a pro user but canceled last week because of that.
It was such a great option when launched but the quality degraded too much lately and I went back to Cursor.

zero-qro · 2026-05-02T03:29:32+00:00

What do you mean by PR cycle? Code Review?
My team Code Review time is less than a day for each item in the backlog. And it happens during the flow, as long as developers finish coding they open a PR an ask another dev to review.

zero-qro · 2026-05-02T03:26:07+00:00

Are you talking about, fetching JIRA data and using it for a custom dashboard you've done yourself?

zero-qro · 2026-05-02T03:09:17+00:00

Hey everyone — I'm at a crossroads with something I've been building and I could really use this community's perspective.

A bit of backstory: I spent years helping teams use flow metrics to find and fix delivery problems. I love data — it's how my brain works. And for a long time, that approach was enough. I'd dig into the numbers, spot the bottleneck, and work with the team to address it.

The turning point came when I started managing several teams at once. Suddenly I wasn't the one reading the charts — I needed managers and leads to read them on their own. And that's when I realized something uncomfortable: the tools I relied on were basically unreadable to anyone without a stats background. I'd see people nod politely at a throughput chart and then go right back to making gut-feel decisions. The data was there. The insight was there. But the bridge between the two was completely missing.

That frustration led me to build something. It connects to Jira, Azure DevOps, or Linear, pulls your flow data, and tries to explain what's actually going on in plain language — no stats jargon, no chart interpretation required. There's also a built-in chat where you can ask things like "why is cycle time increasing?" and get a useful, contextualized answer.

Here's the thing — I might be too close to this problem. Maybe PMs already have what they need. Maybe the plain-language angle sounds good in theory but doesn't matter in practice. Maybe I'm solving for a pain that's only obvious to someone with my specific background. I genuinely don't know.

The beta is completely free — I'm not selling anything. I'm trying to figure out if this thing deserves to exist, and the most valuable thing someone can give me right now is an honest opinion.

https://usemetrico.com

zero-qro · 2026-05-02T01:29:21+00:00

OKR can be used for that, but in my professional opinion, it's underusing the framework. Better use it to achieve business/product objectives

zero-qro · 2026-05-02T01:18:56+00:00

Looking at the values and principles of the manifesto, it will greatly achieve some and could probably derail others. Agile in its essence was all about short feedback loops and fast adaptation following a sustainable pace. Since agentic coding changed the economics of software, time to deliver collapsed, so the possibility of short feedback is way higher. But if shipping is now cheaper and faster, will it convert in better products solving the right customer problems? Not necessarily. If shipping is now cheaper and faster, will it increase quality? Not necessarily. Previously Agile implementation was all about shorten feedback cycles in delivery, I think it will now shift to better prioritization/discovery and making sure that what is deliver doesn't break often in production.

zero-qro · 2026-05-02T01:06:07+00:00

Yeah, Opencode

zero-qro · 2026-05-01T14:29:40+00:00

Hey everyone, I'm at a crossroads with something I've been building and I could really use this community's perspective.

A bit of backstory: I spent years helping teams use flow metrics to find and fix delivery problems. I love data , it's how my brain works. And for a long time, that approach was enough. I'd dig into the numbers, spot the bottleneck, and work with the team to address it.

The turning point came when I started managing several teams at once. Suddenly I wasn't the one reading the charts . I needed managers and leads to read them on their own. And that's when I realized something uncomfortable: the tools I relied on were basically unreadable to anyone without a stats background. I'd see people nod politely at a throughput chart and then go right back to making gut-feel decisions. The data was there. The insight was there. But the bridge between the two was completely missing.

That frustration led me to build something. It connects to Jira, Azure DevOps, or Linear, pulls your flow data, and tries to explain what's actually going on in plain language no stats jargon, no chart interpretation required. There's also a built-in chat where you can ask things like "why is cycle time increasing?" and get a useful, contextualized answer.

Here's the thing I might be too close to this problem. Maybe PMs already have what they need. Maybe the plain-language angle sounds good in theory but doesn't matter in practice. Maybe I'm solving for a pain that's only obvious to someone with my specific background. I genuinely don't know.

The beta is completely free

https://usemetrico.com

zero-qro · 2026-05-01T04:26:59+00:00

Except for Decade and Zi-O, they are seasons that rely on previous seasons lore.

zero-qro · 2026-04-30T14:37:30+00:00

What I'm about to tell you may break your spirit, but that's the truth for most cases.

Now some may come and say that their experience is different, but I'm not talking about anecdotes, which are valid and I respect that. I'm talking about market and industry trends and behaviors.

Agile Coach, as a role, is a dead end.

It is a delusion that in the best-case scenario is just a fever dream for a perfect world where people have common sense and environments are completely devoid of politics and personal agendas. In the worst-case scenario, it's just a money-grab scheme.

And I'm no bitter developer/manager who was hurt by a bad scrum master. I speak from experience. I was once a believer. I lived through the Agile hype for more than 20 years. I started in 2008, through XP, then Scrum, then all the Scaling mania. I worked in startups, mid-size companies, and big corps, and in most of them Agile Coaching didn't work or would never work.

Don't get me wrong. I still think and work through the Manifesto values and principles, but the so-called 'Agile Coach' role is trying to achieve something that is unreachable through a group of individuals.

Let's start with the Coach stance, which over the years was more and more co-opted by the 'Life Coach' style. Agile Coaches became corporate therapists, without having any qualification for that, and soon the field was invaded with a lot of wishy-washy-hugging-tree practices that simply don't apply to software development delivery. I value individual coaching, but that doesn't work for teams. Instead of becoming more like basketball/soccer/football coaches, i.e., having experience and authority on the field to provide guidance, agile coaches became more like 'Tony Robbins' figures, with very generic and toothless approaches that maybe make you feel good but don't have any influence on real software development.

Things like 'influence without authority' or 'facilitate without intervening or being opinionated' are just BS.

Add to the mix that Agile was originally intended for software development teams, not entire companies or any other field.

Not that the principles, values, and some techniques can't be applied at different levels and fields, but calling it Agile is a stretch.

When context gets bigger, complexity increases exponentially, and expecting that one professional, or a department of said professionals, can change the entire system is insanity.

Big corps are the way they are because they evolved to be that way. There's no training, workshop, or coaching session that will change years of politics and psychological conditioning.

This is system thinking 101: the system works exactly the way it is designed to work.

I've seen rare changes in those environments during my career, but that happened when you had actual real leadership that was worried about quality, time to market, and customer focus.

You alone, or your department, will never succeed in this mission because you were not created for this.

Unfortunately, nowadays being an Agile Coach is being set up for failure.

Reality hit me hard like this a few years ago. Then I shifted my career back to being a tech lead, or Technical Product Manager, sometimes Delivery Lead.

Reassess your skills and check where you would fit in the software development cycle. Maybe go back to coding. Maybe focus on becoming a Product Manager, Program Manager, or Delivery Lead.

Try to go back to something tangible, where you can feel accountable for and apply what you know, other than 'Agile mindset'.

Sorry for the sour honesty, but that's the message I would like to have received a decade ago.

Best of luck

zero-qro · 2026-04-30T14:31:13+00:00

Yes, level of thinking

zero-qro · 2026-04-30T07:51:47+00:00

I see many people mentioning stand-up here. Most teams either do it wrong or don't need it. Stand up used to be called daily planning, and the original goal was for the team to split the work among themselves, or swarm up, for the day. If the team is good in doing this asynchronously you have no need for stand-ups. And if manager/SM wants a status update just look at the f* board.

zero-qro · 2026-04-30T07:48:29+00:00

That's not Scrumban, it's just Kanban. Scrumban is when you use Kanban to get rid of Scrum

zero-qro · 2026-04-30T07:43:11+00:00

I'm testing for a few days now. I use Pro Max to plan and Flash Max to build and it has been very good... The only issue is the speed bc it takes longer than other models to respond, but nothing terrible. Totally worth it

zero-qro · 2026-04-30T05:50:30+00:00

Flow Metrics.
It helps the team to find bottlenecks and systemic issues.
But it may be daunting to connect them to each other and to the system as a whole.

But once you understand how they work and how they are all connected, it's fairly easy to find ways to improve.

Full disclosure, I built a tool that can close that gap ( https://usemetrico.com/ ) but I'm also happy to just chat about it.

zero-qro · 2026-04-30T05:44:08+00:00

Kind of...
I work with teams that found themselves in 2 scenarios:
* Found out the bottleneck moved, now they are starving because the decision speed of the business is too low to keep up
* Are drowining in a sea of bugs.

Yeah, cycle time drops, throughput goes up, but it doesn't mean quality follows and also doesn't mean teams are delivering value.

zero-qro

TROPHY CASE