agile measurement and metrics for accountability
DESCRIPTION
Presentation from Valtech Agile Edge event April 09 London. Discusses measurement and metrics for management of Agile software development projects.TRANSCRIPT
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
[email protected]+44 7748638031
Al GoernerPrincipal Emterprise Consultant
[email protected]+01 214 724 7240