I am dealing with this as a Senior Product Manager, explaining to execs, and defending my engineers when they started introducing metrics, and one of the keys was "Planned points delivered".
My team gets and triages all the escalated bugs.
It's not accurate, not fair, and demoralizing for that team to be "red" because the metrics look like: "Story Points Planned: 30. Planned points delivered: 5." when they delivered bug fixes on what amounted to 20-30 unplanned points.
"If they have to do that work, they need to get credit for it, planned or not. You can't have work that is required but counts for nothing in KPIs".
The issue of HOW MUCH unplanned work is being required is a separate and valid discussion, but not in the realm of "engineering cadence/velocity".
My team gets and triages all the escalated bugs.
It's not accurate, not fair, and demoralizing for that team to be "red" because the metrics look like: "Story Points Planned: 30. Planned points delivered: 5." when they delivered bug fixes on what amounted to 20-30 unplanned points.
"If they have to do that work, they need to get credit for it, planned or not. You can't have work that is required but counts for nothing in KPIs".
The issue of HOW MUCH unplanned work is being required is a separate and valid discussion, but not in the realm of "engineering cadence/velocity".