2 day agile and scrum workshop · 2018. 11. 6. · look for bottlenecks and wild variations and...
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Collecting the Right Metrics for the Right Reasons
Angela DuganDirector
Lines of Code
# Bugs Found# Bugs Fixed Velocity
Utilization
Lead Time
Bug Reactivations
Cyclomatic Complexity
# Features Delivered
WIP
Planned vs. Actual Budget Overrun
Sprint Burndown
Actuals vs Estimate
Build Quality
Code Coverage
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Angela@Polarissolutions.comTwitter: @OakParkGirl Email: Angela@PolarisSolutions.com
Director
Agile coach
Change agent
ALM MVP
SAFe program Consultant
A *possibly* unhealthy love of Halloween
Twitter: @OakParkGirl Email: Angela@PolarisSolutions.com
Angela@PolarisSolutions.com Twitter: @OakParkGirl
Yes, this Polaris! ☺Not this Polaris! ☺
What are you trying to learn?
Twitter: @OakParkGirl Email: Angela@PolarisSolutions.com
@OakParkGirl
Angela@Polarissolutions.comTwitter: @OakParkGirl Email: Angela@PolarisSolutions.com
@OakParkGirl
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This Photo by Unknown Author is licensed under CC BY-SA-NC
That which is measured will improve…
At a cost
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When a measure becomes a target, it ceases to be a good
measure
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What are we supposed to measure?!?
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@OakParkGirl
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organizational culture that values “being busy”
dependencies on other teams
team’s skill/confidence at saying no
people’s willingness/ability to swarm
unexpected outages and unplanned work
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WIP at scale has awesome applications
Portfolio Kanban
Program Kanban
Team Kanban
Previously mentioned challenges are compounded!
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Angela@Polarissolutions.comhttp://v4.scaledagileframework.com/metrics/
time poorly spent
dependencies on other teams
team’s skill/confidence at estimating
too much WIP
unexpected outages and unplanned work
People updating their remaining work on a consistent
basis
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Burndown is hard to interpret at scale!
• Teams may not estimate tasks in hours
• Teams aren’t necessarily using same sprint cadences
• Burndown resets every sprint boundary
The only way to create a functioning organizational burndown is to pre-estimate everything everyone is ever going to work on!
Twitter: @OakParkGirl Email: Angela@PolarisSolutions.com
@OakParkGirl
Angela@Polarissolutions.com
time poorly spent
dependencies on other teams
team’s skill/confidence at estimating
too much WIP
unexpected outages and unplanned work
Twitter: @OakParkGirl Email: Angela@PolarisSolutions.com
Velocity is not useful across teams* at scale!
• Teams may not use same units
• Teams will have different scales
• Teams aren’t necessarily using same sprint cadences
At BEST you’re causing toxic competition, encouraging system gaming, and learning nothing useful
Twitter: @OakParkGirl Email: Angela@PolarisSolutions.com
Angela@PolarisSolutions.com Twitter:
@OakParkGirlTwitter: @OakParkGirl Email: Angela@PolarisSolutions.com
Is effected by all of the same challenges as before
Look for bottlenecks and wild variations and INSPECT
and ADAPT
Focus on shrinking lead time and cycle time across
teams in the organization to reap huge benefits!
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Most common ones are LAGGING indicators
They are not a reliable predictor for future performance
Asking for more/better metrics may come at a cost
Teams, products, and components are not interchangeable
Trends can be valuable, but can also be gamed
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Is the team confident that they understand what they are being asked to deliver?
Is the team confident they have the support they neamfrom the groups they are dependant on?
Is the customer confident that the organization understands what they want?
Is the business confident they can deliver a high quality product on time to the customer?
Twitter: @OakParkGirl Email: Angela@PolarisSolutions.com
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Angela@PolarisSolutions.com
Reliability
Openness
Collaboration
Innovation
And not just for individual teams.
Measure it for business units, divisions, and the organization!
1. Job Satisfaction
a. Score: (1 - 10)
b. Biggest contributor to satisfaction?
c. Biggest detractor from satisfaction?
2. Compensation Satisfaction
a. Score: (1-10)
3. Push/Pull
a. What factors could push you away from our team/company?
b. What factors could pull you away from out team/company?
4. Career Goals (short and long term)
a. What are they?
b. Are you making progress toward them?
https://medium.com/@mmanela/quarterly-questions-e92cba9b2480
Measure
LOTS
of
things!
Twitter: @OakParkGirl Email: Angela@PolarisSolutions.com
VersionOne - Annual State of Agile Report https://explore.versionone.com/state-of-agile/versionone-12th-annual-state-of-agile-report
@OakParkGirl
Angela@Polarissolutions.comTwitter: @OakParkGirl Email: Angela@PolarisSolutions.com
1. Escape Velocity (via Lean Pub) by Doc Norton
2. Version One: State of Agile Report
3. Scaled agile team and organizational metrics:
https://www.scaledagileframework.com/metrics/
Twitter: @OakParkGirl Email: Angela@PolarisSolutions.com
Email: Angela@PolarisSolutions.com
LinkedIn: https://www.linkedin.com/company/polaris-solutions/
Twitter: @TeamPolaris, @OakParkGirl
Polaris Solutions website - http://www.polarissolutions.com/
Meetups and Briefings: http://www.polarissolutions.com/events/
@OakParkGirl Angela@Polarissolutions.com
Angela@PolarisSolutions.com Twitter:
@OakParkGirl
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