agile metrics: velocity is not the goal - agile 2013 version

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Velocity Is NOT the Goal Michael “Doc” Norton :: Groupon :: @DocOnDev Agile Metrics

Post on 17-Sep-2014

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A newly formatted version of "Velocity is NOT the Goal" for Agile 2013. I've removed some details about standard deviation, added a few more thoughts around the "psychology" of setting targets for metrics, and show a bit more about how we do this at Groupon.

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Page 1: Agile Metrics: Velocity is NOT the Goal - Agile 2013 version

Velocity Is NOT the Goal

Michael “Doc” Norton :: Groupon :: @DocOnDev

Agile Metrics

Page 2: Agile Metrics: Velocity is NOT the Goal - Agile 2013 version

Velocity Is NOT the Goal

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Velocity

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Velocity

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What’s Velocity?

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Work Units / Time

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Lagging Indicator

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Measure of a Complex System

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Lagging Indicatorfor a Complex System

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A Tale of Two

Velocities

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A

10, 11, 9 10

B

7, 14, 6, 10

Disclaimer

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A

10, 11, 9 10Yesterday’s Weather: 10

B

7, 14, 6, 10Yesterday’s Weather: 10

Page 13: Agile Metrics: Velocity is NOT the Goal - Agile 2013 version

A

10, 11, 9 10Yesterday’s Weather: 10Rolling Average: 10

B

7, 14, 6, 10Yesterday’s Weather: 10Rolling Average: 10

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A

10, 11, 9 10Yesterday’s Weather: 10Rolling Average: 10Std. Deviation: 0.7

B

7, 14, 6, 10Yesterday’s Weather: 10Rolling Average: 10Std. Deviation: 3.1

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A10, 11, 9 10Yesterday’s Weather: 10Rolling Average: 10Std. Deviation: 0.7Next: 9.3-10.7

B7, 14, 6, 10Yesterday’s Weather: 10Rolling Average: 10Std. Deviation: 3.1Next: 6.9-13.1

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The Need for Speed

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The Hawthorn Effect

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That which is measured, will improve

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That which is measured, will improve ... at a cost

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Goodhart’s Law

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When a measure becomes a target, it ceases to be a

good measure

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Perverse Incentives

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... an unintended result, contrary to interests of the

incentive makers

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Dr. Deming

“What matters is not setting quantitative goals but fixing the method by which those goals are attained”

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What causes variable Velocity?

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Time Poorly Spent

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Dependency on Other Teams

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Poor Story Composition

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Too Much Work In Progress

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Scatter Diagrams

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0

5000

10000

15000

20000

0 2 4 6 8

Scatter DiagramsAuto Prices by Year

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0

12.5

25

37.5

50

0 25 50 75 100

Scatter DiagramsVelocity by Complexity

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0

12.5

25

37.5

50

0 10000 20000 30000 40000

Scatter DiagramsVelocity by Value

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0

12.5

25

37.5

50

0 22.5 45 67.5 90

Scatter DiagramsVelocity by Coverage

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“Friedman’s Thermostat”

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Correlation is not causation

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Correlation is not causation but it sure is a hint

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Cumulative Flow Diagrams

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Backlog

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Cumulative Flow Diagram

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0

5

10

15

20

1 2 3 4 5 6 7 8 9 10

Velocity Chart

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Same Different Perspective

Team&

Data

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CFD

0

25

50

75

100

1 2 3 4 5 6 7 8 9 10

Deployed Ready for Approval In Testing In Progress Ready To Start

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Measure Many Things

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Measure Many Things

0

4

8

12

16

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Velocity

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Measure Many Things

0

4

8

12

16

1 2 3 4 5 6 7 8 9 10 11 12 13 14 150

5

10

15

20

Velocity Quality

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Measure Many Things

0

4

8

12

16

1 2 3 4 5 6 7 8 9 10 11 12 13 14 150

12.5

25

37.5

50

Velocity Quality Avg. Hours

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Measure Many Things

0

4

8

12

16

1 2 3 4 5 6 7 8 9 10 11 12 13 14 150

12.5

25

37.5

50

Velocity Quality Avg. Hours Team Joy

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Real World Examples

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Velocity w/Std. Deviation

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Burn w/Std. Deviation

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Cumulative Flow

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Team Joy

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Department Joy

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One Last Thing

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Metricsare not for

Managers

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Metricsare forTeams

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Velocity Is

NOT

the GoalMichael “Doc” NortonGroupon Director of [email protected]

@DocOnDevhttp://www.docondev.com/

Thank You!