It’s easy to get caught up in exciting visions of innovation that will happen at your company. But the first step is knowing how people respond to change.

Digital work is hard to quantify. Here’s what I’ve picked up through the years, when agreeing to project, product, and delivery metrics for software teams.

Plan your team’s capacity where there is a lot to get done and it all feels a bit wooly.

Compare the true cost of centralized control and scope planning to alternative approaches

Global maximums are often not immediately visible, yet they are usually worth pursuing more than anything else first. Figure out how to have your company move towards the maximum velocity possible.

And map them down to practical delivery implications day-to-day performance benchmarks.

Dates have a significant implication for the rollout across the company and existing client base. Figure out how much your velocity is impacting those dates.