I would highly recommend you first ask what you and your software team are expected to deliver.
You can have excellent team metrics, great team morale, crushing the work and still not be delivering the "right" thing. See what the executives expect, then ensure you put together a plan that aligns tech/product roadmap to those expctations.
Then explain what you're going to measure, and how it directly, 100% ties into progress on expected outcomes.
I've had teams that were killing it on all SWE metrics, yet the business wasn't seeing the value. This was because the product roadmap was all about HUGE features. This was a huge "what have you done for me lately" culture, so I had to work with product to ensure we delivered smaller itereations to internal and external users so our great internal metrics were ALSO able to be aligned with external outcomes more often.
I would highly recommend you first ask what you and your software team are expected to deliver.
You can have excellent team metrics, great team morale, crushing the work and still not be delivering the "right" thing. See what the executives expect, then ensure you put together a plan that aligns tech/product roadmap to those expctations.
Then explain what you're going to measure, and how it directly, 100% ties into progress on expected outcomes.
I've had teams that were killing it on all SWE metrics, yet the business wasn't seeing the value. This was because the product roadmap was all about HUGE features. This was a huge "what have you done for me lately" culture, so I had to work with product to ensure we delivered smaller itereations to internal and external users so our great internal metrics were ALSO able to be aligned with external outcomes more often.