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No. Lead time includes cycle time and accounts for the upfront time it takes an idea or an order to be acted upon. Here’s another resource that breaks this down. kissflow.com/project/agile/lead-time-vs-cycle-time-in-kanban/

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My pleasure. Thanks for viewing and responding.

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Velocity isn’t a performance metric because one team’s velocity cannot be compared to another, so there’s no benchmark. Velocity is based on how that team estimates, which is unique to them. Velocity helps the team know about how much it can get done in an increment. That’s all. Many factors will cause them to do more or less, and it’s not necessarily a performance issue. Capacity utilization - what defines utilization? I can argue that the most value comes from thinking and deriving a solution than actually coding it. How would you measure utilization? What teams use to measure performance often is different than what I recommend. Thus this video. Lead time, cycle time, learning cycles, business outcomes that result from what’s delivered, customer satisfaction. Those are what really matter.

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Depends on what you mean. If as pulling their weight on the team and their contribution to the team's deliverables, that's via observation and peer review. One could write 25% of the code as another and provide more value to the overall effort by way of design, ideas, and mentoring. If by personal goals and growth, then there should be measures tied to those objectives.

Very good video, part of the problem is big corporations love to assess individual talent on a bell curve. So managers are forced to rate people individually instead of us teams. So management is forced to micromanage or get involved. What are some ways to deflect that?

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Fluffy O'Bannon thanks

Work in Progress (WIP) is what the team is actively working on at any given time, which doesn't necessarily equate to completed work, or throughput pace. Sustainable Pace is a reference to the amount of work completed in a given time cycle on a consistent basis. How much WIP you have at any one time is a matter of workflow efficiently (Lean/Kanban principles), which is going to be determined by team capacity and the ability to process downstream workflow as well. The goal with WIP is to avoid bottlenecks in the workflow and make sure the team focuses on getting things done. How well the team handles the workflow will certainly affect its completion pace - that's something the team needs to figure out. Therefore, the pace of output cannot be dictated up front, and certainly not by leadership, because each team has its own unique capacity due to skills, technical challenges, workflow, and other factors. A WIP limit is something you'll learn through experience as you monitor how well work flows through the pipeline, with the goal of getting a work item to done as quickly as possible. So, leadership is wise to base timeline projections on the reality of the team's output rather than dictating a timeline. But everyone should be constantly working to find ways to shorten cycle times (time it takes to start and then complete work) and maximize workflow to find that optimal sustainable pace. Did this help?