agile measurement and metrics for accountability
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Measuring for AccountabilityAl GoernerAgile Edge - UK
30 April 2008
Metrics for Many Purposes
Keep metrics diagnosticand constructive!
Where are we?
Are we on track?
Are in trouble? Why?
What can we improve?
Project Sponsor
& Stakeholders
Expectation
Management
Business
Analysts
What can we improve?
Punitive metricsare self-defeating!
#2
Project Manager
Development
Team
Motivation
Direction and
Risk/Issue
Management
Test Team
“Tell me how you will measure me,
and I will tell you how I will behave.”
- Goldratt
Agile Metric Objectives … Distilled
Outcomes-OrientedMeasures value delivered to the customer, not effort consumed.
MotivatedIntended to address relevant questions, not random speculations.
Organic Organic Based on readily available data – from your current processes.
DiagnosticHelps determine what is going wrong and what to do about it.
Pattern-basedFounded on regular, reasonable, teachable patterns
#3
MetricsIteration-level
(day-to-day)
Pacing & Flow
LoB Product Owner
& Mgmt.
Executive & Line
ManagementUsing Resources Effectively!
Release-level(iteration-to-iteration)
Progress & Fitness
Portfolio-level(relse-to-relse, prod-to-prod)
Value & Opportunity
Enterprise(qtr-to-qtr, year-to-year)
Agility & Vitality
Metrics are
NOT Evil!
If You do
4
If You Don’t Measure It, You Don’t Understand It.
& Mgmt.Build the Right Thing!
Development TeamBuild the Thing Right!
Start w/ Basics
Then, Build Up
If You do
them Right,
Metrics are
Practical
Self-Defense!
Essential Release-level Project Mgmt. Questions
Essential Progress Questions
Is this release on-time?
Is this release healthy?
Essential Quality Questions
Is this release likely to be fit-for-release when it is Is this release likely to be fit-for-release when it is ready-for-release?
Is this project (in general) and this release (in particular) effectively satisfying our customer’s needs?
Ultimate Diagnostic Question
What can be done to get this project back on-track?
#5
47
52
6365
68
75
94
112
46 47 48 4850 51
50.0
60.0
70.0
80.0
90.0
100.0
110.0
120.0
Un
its o
f W
ork
Release Progress
#6
43
3840
4346 47
4038
4042
3734
31
363837 36 37 36
3330
26 27 28
36
2.55.25 5.75 4.75 5.25 4.75 3.75
13
1.53 3.5 3.5 4
0.5 0
0 0 0 0 0 0 0 0 0
33
29
24
20
15
11
6
1
0.0
10.0
20.0
30.0
40.0
50.0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Un
its o
f W
ork
Iteration #
Ideal Burndown Cone - Low Ideal Burndown Cone - High All-Categories Scope Elements Value-Categories Scope Elements
Planned Cumulative Scope Expansion Planned Value Scope Expansion All-Categories Work Remaining Value-Categories Work Remaining
All-Categories Weighted Velocity Value-Categories Weighted Velocity Projected Burndown
562
3
810
2 22
6
13
222
4
60
80
100
120U
nit
s o
f W
ork
Workqueue/Backlog Breakout
#7
26 2831
34 35 35 35 36 37
1212
1212 12 13 13
14 141
4 4 4 55
622 2
20
40
1 2 3 4 5 6 7 8 9
Un
its o
f W
ork
Iteration #
FeatureRequests
FeatureChange Requests
RequirementsClarifications
CommittedDefect Repairs
TechnicalDebt
Special (Level-2)Tests
Risk/Issue Mgmt.Tasks
Value Scope
67%
117%
100% 100% 100% 100%
89%
78%80%
100% 100%
93%
100% 100% 100%
94%
88%
92%
60.0%
80.0%
100.0%
120.0%
30
40
50
60
#8
Level-1 Accepted
Level-2 Accepted
0 0 0
2
0 01
6
1222.0% 23.1%
24.9%26.6% 27.2% 27.7% 27.7% 28.9% 29.5%
0% 0%2%
9% 9% 8%10% 10%
12%
0.0%
20.0%
40.0%
0
10
20
1 2 3 4 5 6 7 8 9
Value Scope Level-1 Accepted Level-2 Accepted
Outstanding Technical Debt Feature Churn Requirements Churn
Planning Stability Regression Stability
MetricsIteration-level
(day-to-day)
Pacing & Flow
LoB Product Owner
& Mgmt.
Executive & Line
ManagementUsing Resources Effectively!
Release-level(iteration-to-iteration)
Progress & Fitness
Portfolio-level(relse-to-relse, prod-to-prod)
Value & Opportunity
Enterprise(qtr-to-qtr, year-to-year)
Agility & Vitality
Metrics are
NOT Evil!
If You do
9
If You Don’t Measure It, You Don’t Understand It.
& Mgmt.Build the Right Thing!
Development TeamBuild the Thing Right!
Start w/ Basics
Then, Build Up
If You do
them Right,
Metrics are
Practical
Self-Defense!
Management & Line-of-Business Dashboard Tiles
Support at-a-glance summary with drill-through.
Same 4 essential questions, at a higher level, plus …
“How much do I have to worry about this project?” – Riskabout this project?” – Risk
“Are we burning budget at a sustainable rate?” – Costs
“Does this project still make good business sense?” – Margin or ROI
“Does this project support further business or other initiatives within the company?” –Opportunity or Program Goals
#10 Dell Agile Summit
January 24, 2007
Chg. Request 1, 10.30
Feature 4, 5.00
Feature 3, 5.39
Feature 2, 3.16
5
6
7
8
9
10
Sev
eri
ty o
f R
isk
#11
Chg. Request 2, 9.06
Feature 1, 6.71
0
1
2
3
4
0 1 2 3 4 5 6 7 8 9 10
Sev
eri
ty o
f R
isk
Probability of Occurence of Risk
Which risks really *need* to be addressed *now*?
Three Things to Do Now…
Thank you for attending!
Questions???
Contacts:
Jonathan CookBusiness Development, United Kingdom
jonathan.cooke@valtech.com+44 7748638031
Al GoernerPrincipal Emterprise Consultant
al.goerner@valtech.com+01 214 724 7240
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