agile metrics at-pmi bangalore
DESCRIPTION
Talk about Agile Metrics at PMI Bangalore - PMI FootprintsTRANSCRIPT
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Understanding Metrics for Agile Teams
Bimlesh Gundurao
Sept 26 2013
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A Business, Technology and Talent Development Consulting
Company with focus on Healthcare , Retail & IT
Business
Technology
People
Vision
To become the most
preferred business
partner to our
customers through
leadership in our
actions, values and
social responsibility
Mission
To be a world class
organization in enabling
clients to become
Leaders in their industry
Values
LEAD by Example
Leadership, Empower, Agile, Decisive
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are you measuring your performances ?
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Agile Manifesto & Scrum Framework
Time box
Inspect No Changes
Adapt
Commit
5
Lean Principles
• Eliminate waste
• Build quality in
• Create knowledge
• Defer commitment
• Deliver fast
• Respect people
• Optimize the whole
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self-induced vs. enforced
internal vs. external
snapshot vs. forward looking
different perspectives
different perspectives
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effort time scope quality
Classic Metrics
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Why do Metrics matter?
They provide true reflection
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some Agile principles:
Create Value for the customer as early as possible
Eliminate Waste (WIP, YAGNI)
Drive and Respond to Change, quickly
Time/Capacity Boxing (see Scrum and Kanban)
Provide Visibility into project progress
Enter Agile
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Why do Metrics matter
REASONS #1 & #2
• We Have to!
• Self Defense!
Every stakeholder wants to know what’s going
on through a quantified measure!
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Why do Metrics Matter?
Reason #3 To Make Business Decisions
• Decision making frequency increases multi-fold
• Such as
- Should we start this effort
- Which team needs the most help now
- When do we stop doing this product backlog
- Do we understand the customer better
- Did it actually help to remove that
- impediment
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Why do Metrics Matter?
Reason #4
• To get feedback, so that forward-looking guesses have a higher
probability of being right
• We make a guess (aka estimate), and then we check later how
good the guess was
• If it is off a lot...maybe: ”gee, we need to learn how to estimate
better”
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Why do Metrics Matter?
Reasons #5
• To change behavior...
– Not just the key business-decisions
– But as close as possible to all the behavior on a day-to-day
basis
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What you can’t control you can’t manage!
What you can’t manage you can’t measure!
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Defects
Code
Architecture
Usability
Documentation
Installation
Support
etc.
Quality
Metrics Explosion
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Choosing the right Metrics
1. Goal Setting
2. Vital Few Vs Trivial
Many
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too many KPIs are useless
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Goal Setting
Answer 3 questions – What is its purpose?
– How will you report?
– How will you gather data?
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Product Life Cycle
Metrics Measured at
different stages has
different value
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Planning Onion
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The product owner plans the product in
layers
© 2006-2007 Jeff Patton, All rights reserved,
www.agileproductdesign.com
Product
or Project
What business objectives
will the product fulfill?
Product Charter
Elevator Pitch
Release
How can we release
value incrementally?
What subset of business
objectives will each
release achieve?
What user constituencies
will the release serve?
What general capabilities
(big stories) will the
release offer?
Release plan
Iteration
What specifically will we
build? (user stories)
How will this iteration
move us toward release
objectives?
Iteration Plan
Story (Backlog Item)
What user or stakeholder need will
the story serve?
How will it specifically look and
behave?
How will I determine if it’s
completed?
Story Details
Acceptance Tests
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The Planning Onion can grow to include product
portfolios and business strategy
© 2006-2007 Jeff Patton, All rights reserved,
www.agileproductdesign.com
Product
or Project
What business objectives
will the product fulfill?
Product Charter
Elevator Pitch
Release
How can we release
value incrementally?
What subset of business
objectives will each
release achieve?
What user constituencies
will the release serve?
What general capabilities
(big stories) will the
release offer?
Release plan
Iteration
What specifically will we
build? (user stories)
How will this iteration
move us toward release
objectives?
Iteration Plan
Story (Backlog Item)
What user or stakeholder need will
the story serve?
How will it specifically look and
behave?
How will I determine if it’s
completed?
Story Details
Acceptance Tests
Product or Project
Release
Iteration
Story
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The Planning Onion can grow to include
product portfolios and business strategy
© 2006-2007 Jeff Patton, All rights reserved,
www.agileproductdesign.com
Product or Project
Release
Iteration
Story
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The Planning Onion can grow to include
product portfolios and business strategy
Product or Project
Release
Iteration
Story
Product Portfolio
Business Strategy
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com
Daily by team
member
Bi-weekly by team
Quarterly by PO and Team
Bi Yearly by PO
Yearly by PO
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The Planning Onion can grow to include
product portfolios and business strategy
Product or Project
Release
Iteration
Story
Product Portfolio
Business Strategy
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com
DOD
Velocity
Business Value
NPS
ROI
Profitability
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Measuring Agile Team Maturity
Storming
Performing
Forming
Norming Disperse
Its all about
Conversations
and Behaviors
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`
Peter Drucker
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The Team wants metrics. Why?
• To help them see their work
• To plan with
• To determine when successful
• To push back on magical-thinking managers
• To challenge themselves
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Some key attitudes
• We accept that things always were and always will be imperfect
• We relentlessly pursue perfection
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The Agile approach
• Truth and transparency are essential
• The metrics are first for the Team
• Typically, we trust the Team
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The Agile approach - 2
• Managers can visit a team at any time to see the meaning of
any numbers
• Managers have the patience and respect to observe the
Gemba
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keep it simple, one step at a time
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Good Metrics
Vital Few Measure
Results not Output
Measure Trends
Easy to Collect
Amplify Learning
Reinforce Desired
Behavior
1. Be accurate enough to enable better
decision making
2. Enable better actions and serious
improvement
3. Not be seriously gamed (inaccurate);
ideally - “gaming” is actually better
behavior
4. Change the behavior of all members of
team and related managers
5. Motivate the team (or at least not de-
motivate)
6. Simple enough that they are done, and
used well
7. Enable optimizing the whole
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Metrics & Myths
Metrics get stale over time, Objective is lost!
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Metrics Perspectives from the Trenches
“I once worked for a team that started doing TDD, and we decided
to measure the number of unit tests written during a sprint. The
metric reminded us of the fact that we wanted to write tests, and it
provided opportunities for celebrating as a team that we were
implementing our decision. We weren't judged by outside the team
on the metric, though, we didn't try to maximize it, and as soon as
writing tests became an integral part of our work, we abandoned
the metric, because it wasn't useful anymore”
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Metrics should not scare or threaten people
Enforced metrics are often cheated or ignored
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Agile Metrics
• Velocity
• Stories Completed (done, done)
• Number of Passing Unit and
Functional Tests (today or with
growth trend)
• Bugs open today
• % BV completed (if use BV
points or similar)
• Full Product Backlog (remaining
stories)
• Impediments Open Vs Resolved
• % Change in Velocity since
(inception, last year)
• Number of story points
completed to date; % of total.
• Bugs that escaped the Sprint
• Oldest bug open (with Sev
level)
• Sprints with stories incomplete
• Sprints with added stories
• Unplanned tasks (in the X
Sprint); related hours
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Agile Metrics – More
• Stories added to / subtracted from the
Release
• Age of each story to done, done;
average age
• Impediments removed to date
• Builds that passed/failed initially, to
date
• Defects identified after done, done
• Defects identified after release
• If start with big bug list
– Bugs added (old features) (per time)
– Old Bugs resolved / closed (per time)
– Old Bugs remaining (over time)
• If starting with minimal automated
tests
– Number of automated tests (unit, functional, etc)
– Number of manual tests (that could be automated)
– Effort on manual testing
• Metrics around quality of builds and
regression tests
• Metrics around quality of code (eg,
cyclomatic complexity)
• Code coverage by automated tests
(unit, functional, etc.)
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Cycle Time = Number of Things in Process/ Average Completion Rate
Little’s Law
time spent in each lane ?
bottlenecks ?
cycle time
lead time
Flow = Speed * Density, Density Speed => Traffic Jam
40 60 25
ouch!
ouch!
Some Kanban Specific Metrics
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What metrics are these organizations using?
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What Metrics works for you is important!
Case Study 1
• Rework Ratio
• Defects closed v/s resource capacity
• New defects injected (open + closed – monthly iterations)
• Defect per dev per week (Injected)
• Review Yield = (Defects captured in Review)/(Total defects
captured in review + testing)
• RCA (for client defects and return\rework defects from iterations)
and corrective actions
• Avg. Story points (expected v/s actual)
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What Metrics works for you is important!
Case Study 2
• At completion of sprint, sprint status(g/y/r) and overall project
health(g/y/r)
– The above measure is dependent on the # of US planned versus done; if US not ‘done’, its not accounted in the completed US
– Project health depends not only on US done, but on cross functional dependencies(internal + external) and risks status. If any of those aren’t Green, project health is Y or R.
• Bug status reported at sprint completion
• Stories Progress - Hours completed vs remaining
• Stories Progress - how much work remains on each story, whats
the progress towards completing the work on each story
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What Metrics works for you is important!
Case Study 3
• Project:
– Burn-downs for Sprints
– Burn-ups for Releases (it provides greater visibility into the value that can be derived at a certain point in time)
– Defect Arrival and Kill Rates
– Team velocity (with an eye on variance over time. Reducing variance are signs of a stabilizing system)
• Program/Portfolio:
– Cycle times
– Lead times
– Throughput
– Wait times and more..
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What Metrics works for you is important!
Case Study 4
Sprint Level
• Velocity
• Wastage in hours/Sprint
• Service Test Automation Pass rate (Program)
• Regression Pass Rate (Team wise & Program)
• User Story - DOD Completeness
• Code Coverage
Program Level
• Business Value Delivered vs Business Value Backlog
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What Metrics works for you is important!
Case Study 5 • Release/ Sprint Level:
– % Progress.
– Acceptance Criteria Data.
– User Acceptance Test : Accepted Data.
– Rework data After UAT.
– Test cases Executed.
– Test Cases returned.
– Velocity of sprint.
– Actual Acceptance Planned Vs final accepted.
– The above which in turn will get the quality of the sprints.
• Program Plan levels:
– Number of Stories Mapped to each release/Sprint.
– Number of Stories for total release.
– Probable cost per sprint based on a Projected Acceptance criteria.
• Line Management perspective.
– No: of Sprints Planned.
– Total no: of Team members in reach release. FTE’s & Consultants.
– Total no: of Cross functional Team Members.
– Future Forecast of Team members.
– Ramp up data across sprints.
• From Customer Validation:
– CSI.
– % of Progress in each release.
– Cost per sprint / Cost per Release.
– Cost Burn down.
– Value Burn up
• Estimations
– Either use Effort in Time for each Story.
– In depth Sub task level effort.
• Team Level:
– Happiness Factor
• Large Scale Integration Projects:
– Integration Hand-offs
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Measurement Dimensions
Value
(To Customer)
Predictability
(Schedule)
Collaboration
(Process)
Quality
(Product)
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Basic Metrics
Value Predictability
Collaboration Quality
Customer
Surveys Velocity
Burn Up/
Burn Down
Story Cycle
Time
Technical
Debt
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Extended Metrics
Value Predictability
Collaboration Quality
Customer
Surveys Velocity
Burn Up/
Burn Down
Story Cycle
Time
Work-in-
Progress
Technical
Debt
RTF/
Automated
Tests
Team
Surveys
Cost per
Sprint/
Point Real Value
Delivered
NPV/ ROI
NPS
Defects
Continuous
Improvement
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TO SUMMARIZE
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build a simple but effective dashboard
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measure, evaluate, improve
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communicate clearly
@you: are you getting this ?
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communicate visually
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use simple tools (but use them!)
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transparency: Metrics visible to everyone
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aim higher
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Q & A
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Thank You
Bimlesh Gundurao
+91-988 024 4406
www.aguaisolutions.com
Twitter - @bimleshgundurao