If agile methods are to achieve the position of strategic organizational capability rather than tactical engineering capability, then one of the key factors in achieving that position is changing the way we measure success. Many agile teams are now caught in a dilemma. On one hand they are told to be agile, flexible, and adaptable, but on the other they are told to conform to pre-planned traditional Iron Triangle framework of scope, schedule, and cost. In essence they are being told “be flexible in a very small box.” Agile teams are striving to meet one set of goals and managers and executives are measuring against another set. Measuring success it tricky. Motorola’s ill-fated, multibillion-dollar satellite-based …

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