Proceedings of the International scientific and practical conference ―Science, Technology and Culture: From Tradition to Digital Future‖ (December 8-10, 2025) / Publisher website: www.naukainfo.com. – Vienna, Austria, 2025. – 183 p.

41 ―completed‖ and switched to such status. Subsequently, further monitoring of this variable assists in defining the average value between ―task received‖ and ―task completed‖ phases that serves Agile teams as a performance baseline, where the growth of Lead time value may represent potential obstacles to the efficient working process, hence productivity decrease or the workload growth, while the decline might represent the opposite. Cycle time: based on the explanation of SixSigma.US (2024), similarly to Lead time, Cycle time reflects the measure of the delta between two events, however, differing ones [3]. In particular, Cycle time highlights the timespan between the moment when an assignee or personnel member starts addressing the work item and the point of its completion [3]. Unlike the previous metric, Cycle time helps businesses to understand the average amount of time actually needed to address the work, hence both major and minute deviations against the baseline can support the identification of performance issues or gaps within the organizational processes. Velocity: according to AgileAlliance (n.d.), Agile Velocity stands for the total amount of work that a team completes throughout one iteration (usually, applicable to the Scrum framework that implies an iterative delivery process using Sprints) [4]. One of the pre-requisites for velocity calculation that teams need to take into account is a mandatory estimation of work items before their actual implementation, which might be completed using hours, story points or any other relative unit of measure. Following the sprint completion, the team is expected to sum up the weight of all the completed work items. As a result, as the project development progresses, team supervisors can track the amount of work completed after each iteration (for instance, the sequence Sprint 1 (10 Story Points), Sprint 2 (12 Story Points), Spring 3 (25 Story points)), can be indicative of an enhanced team performance which might be clarified by various organizational causes - e.g. team capacity increase, improved team expertise on the domain area, removal of distractors or blockers etc. All things considered, the continuous monitoring of variance between the team’s velocity directly helps to assess the dynamics of team, alongside the comprehension of whether any corrective actions are required.