An Agile transformation is intended to build new business capabilities- to get things done faster, to improve product quality, to reduce risk, to improve predictability, and to improve productivity. Yet, many Agile transformations lack any plan for measuring success. Executives supporting Agile transformation programs often become frustrated with this lack of meaningful metrics. Meanwhile, practitioners debate the relevancy of metrics, often from a silo rather than an end-to-end perspective. Months into the transformation, executives wonder whether the program even merits continued funding. They struggle to pull together data after-the-fact. Because they didn’t have baseline measurements from the start of the transformation, it is hard to demonstrate progress. Often, any data that is freely available becomes the metric of focus.