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Work -> Data -> Insight -> Action“Let’s Play Agile Coach!” with Agile Metrics Case Studies
Jim DamatoPMI-ACP, SA, CSP, CSM, PMP, ITILSolutions Architect, CA [email protected]
5/9/2016
2016 Agile Project and Portfolio SummitHarrisburg University
Rally Software is now part of CA Technologies
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Memes!
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Me (without gray hair)
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You?
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Why a presentation
on metrics?
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Why a presentation
on metrics?
Too many organizations don’t measure
anything
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Why do we measure?
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Why do we measure?
If you can’t measure it, you can’t
manage it
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What are metrics for?
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What are metrics for?
Finding your problems(aka Continuous Improvement)
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Virtue vs Sin
As a lever to drive someone else's
behavior
For feedback to improve your own
performance
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What’s the most
important measurement
in Agile?
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Working software is the
primary measure of progress.
What’s the most
important measurement
in Agile?
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9,192,631,770
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9,192,631,770
Don’t be fooled by the fallacy of
precision
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Let’s look at some
practice metrics
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Total Task Hours To Do
Total PointsAccepted
Ideal Task Hours Burndown
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Unfinished iteration planning
Accepted half of user stories planned
Accepted user stories late in iteration
Remaining work has peaked
Burndown is flat period in the middle
Consistent acceptance once started
Problem Solved?
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Accepted
Defined In-Progress
Completed
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Late acceptance
Incomplete acceptance
Drop in work on 7th day
Lots of Work in Progress
Work carried over from previous iteration
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Considerations
– You’re an Agile
coach
– Arrived today
– Know no history
– Have the metrics
– What do we see in
the data?
– What would we
recommend?
Agile
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Scenario 1
• Company 1
– Large engineering program (15 Teams)
– Adopted SAFe (Scaling Agile)
• Team 1 Data:
– Velocity - Iteration 2.3 thru 5.3
– Iteration 5.1, 5.2 & 5.3
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Scenario 1 - Team 1 - Velocity
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Scenario 1 - Team 1 - Velocity
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Scenario 1 - Team 1 - Iteration 5.1
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Scenario 1 - Team 1 - Iteration 5.2
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Scenario 1 - Team 1 - Iteration 5.3
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Scenario 1 - Observations
Team 1
• Inconsistent Velocity
•Acceptance work at iteration end
•Lots of WIP
•Not planning iteration well
•Adding scope during iteration
•Changing iteration length
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Scenario 2
• Same Company 1
– Large engineering program (15 Teams)
– Adopted SAFe (Scaling Agile)
• Team 2 Data:
– Velocity - Iteration 2.3 thru 5.3
– Iteration 5.1, 5.2 & 5.3
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Scenario 2 - Team 2 - Velocity
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Scenario 2 - Team 2 - Velocity
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Scenario 2 - Team 2 - Iteration 5.1
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Scenario 2 - Team 2 - Iteration 5.2
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Scenario 2 - Team 2 - Iteration 5.3
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Scenario 2 - Observations
Team 2
Good velocity, trending upward
Not entering defects
Early acceptance of work
Better control of WIP
Good planning of iteration
Consistent scope during iteration
Changing iteration length
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Scenario 3
• Same Company 1
– Large engineering program (15 Teams)
– Adopted SAFe (Scaling Agile)
• Team 1 vs 2 Data:
– Impact of changing timebox length
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When are these the same?
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/ hour / hour and a half
When are these the same?
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35 35
28
35
35
28
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Scenario 3 - Observations
Team 1 vs 2
DON’T CHANGE TIMEBOX!!!
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Scenario 4
• New Company!!!
– Single Agile Team
– Practicing Agile for 2 years
– Dedicated ScrumMaster
– Distributed team
– 2 wk sprints; 3 mo releases
• Single Team Data:
– Single Iteration
– Entire Release
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Scenario 4 - Iteration
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Scenario 4 - Iteration
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Scenario 4 - Release
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Scenario 4 - Observations
Iteration
- Task actuals increase
- Task burndown flat
- Late acceptance
- Work carrying over from
previous iterations
- Unfinished work moved to next
iteration
- Iterations are consistently over
committed
- Iterations velocity is consistent,
but obviously lower than what
the scope of the release is.
Release
- Shows the inconsistent nature
of acceptance and late
acceptance.
- Release burndown depicts that
work is getting done at the
same rate as it is being added.
- However, there is a gap
between remaining and scope
at the end of the release.
What would we recommend?
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Scenario 5 - Expert Level
• New-New Company!!!
– Single Agile Team
– Practicing Agile for 2 years
– Dedicated ScrumMaster
– 2 wk sprints; 3 mo releases
• Single Team Data:
– Single Iteration
– Entire Release
![Page 50: Work -> Data -> Insight -> Action...Work -> Data -> Insight -> Action “Let’s Play Agile Coach!” with Agile Metrics Case Studies Jim Damato PMI-ACP, SA, CSP, CSM, PMP, ITIL Solutions](https://reader034.vdocuments.mx/reader034/viewer/2022050310/5f72b87a4e303811bb78a0d8/html5/thumbnails/50.jpg)
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Scenario 5 - Expert Level
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Scenario 5 - Performance Analytics
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Scenario 5
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Scenario 5 - Observations
What would we recommend?
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How do I get metrics like
that?
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The first key to
success?
![Page 56: Work -> Data -> Insight -> Action...Work -> Data -> Insight -> Action “Let’s Play Agile Coach!” with Agile Metrics Case Studies Jim Damato PMI-ACP, SA, CSP, CSM, PMP, ITIL Solutions](https://reader034.vdocuments.mx/reader034/viewer/2022050310/5f72b87a4e303811bb78a0d8/html5/thumbnails/56.jpg)
58 © 2016 CA. ALL RIGHTS RESERVED.
The first key to
success?
Estimation!
![Page 57: Work -> Data -> Insight -> Action...Work -> Data -> Insight -> Action “Let’s Play Agile Coach!” with Agile Metrics Case Studies Jim Damato PMI-ACP, SA, CSP, CSM, PMP, ITIL Solutions](https://reader034.vdocuments.mx/reader034/viewer/2022050310/5f72b87a4e303811bb78a0d8/html5/thumbnails/57.jpg)
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The second key to
success?
![Page 62: Work -> Data -> Insight -> Action...Work -> Data -> Insight -> Action “Let’s Play Agile Coach!” with Agile Metrics Case Studies Jim Damato PMI-ACP, SA, CSP, CSM, PMP, ITIL Solutions](https://reader034.vdocuments.mx/reader034/viewer/2022050310/5f72b87a4e303811bb78a0d8/html5/thumbnails/62.jpg)
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The second key to
success?
Daily updates of progress
![Page 63: Work -> Data -> Insight -> Action...Work -> Data -> Insight -> Action “Let’s Play Agile Coach!” with Agile Metrics Case Studies Jim Damato PMI-ACP, SA, CSP, CSM, PMP, ITIL Solutions](https://reader034.vdocuments.mx/reader034/viewer/2022050310/5f72b87a4e303811bb78a0d8/html5/thumbnails/63.jpg)
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(I moustache you a question!)
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The End