how (fr)agile we are metrics in an agile world gaetano mazzanti gama-tech
TRANSCRIPT
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how (fr)agilewe are
metrics in an Agile world
Gaetano MazzantiGama-Tech
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metrics
goals & proxies
!
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goal #1make money
survive
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deliver value to stakeholders
make them successful/happy
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success meansdifferent things
to different people
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proxy variables
indirect measures
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typicalproxy variables
efficiencyschedule variance
budget# of defects
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measurementalters
behavior
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no process chaos
agileagile
traditionaltraditional
code & fixcode & fixrigid process
top-down
ordered chaoticcomplex
no metrics
metrics for a linear, deterministic world
which metrics?
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product development is complex
“self-organizing, non-linear,feedback systems are
inherently unpredictablethey are not controllable“
D.Meadows
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however, we canwatch, learn and work
with the system
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metrics
learn & change
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single loop learning
resultsactionshow
efficiencydoing things right
incremental change
lead to
which shape future
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double loop learning
resultsactionsvalues, assumptions
why
effectivenessdoing the right things
question assumptionsradical change
guide
lead to new/improved
efficiencydoing things right
incremental change
how
Chris Argyris
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learn, change, move on
resultsactionsvalues, assumptions
define metric*set expiration date
result ok or expirationdate passed?
metric
*shared, simple, controllable, transparent, time-bound
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question assumptions
command & control
efficiencyfull capacityconform to planreduce variability
large batcheslarge queues
aligned self-organization
focus on valueoptimize flowembrace changereduce waste
small batchesreduce queues
Agile/Lean
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metrics
quadrants & queues
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metrics quadrants*
Lead TimeCycle Time
Quality of Service (SLA)Throughput
Business Value
Lead TimeCycle Time
Quality of Service (SLA)Throughput
Business Value
WIPCadence
CI FailuresRework
ImpedimentsRetrospectives
ReviewsMorale
WIPCadence
CI FailuresRework
ImpedimentsRetrospectives
ReviewsMorale
RevenuesROI
Customer Satisfaction
RevenuesROI
Customer Satisfaction
Code QualityTechnical DebtTest Coverage
Code QualityTechnical DebtTest Coverage
Team Maturity
Business
Product
Process
Bugs
*thanks toMatteo VaccariPaolo PerrottaFabio Armani
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metrics quadrants*
Lead TimeCycle Time
Quality of Service (SLA)Throughput
Business Value
Lead TimeCycle Time
Quality of Service (SLA)Throughput
Business Value
WIPCadence
CI FailuresRework
ImpedimentsRetrospectives
ReviewsMorale
WIPCadence
CI FailuresRework
ImpedimentsRetrospectives
ReviewsMorale
RevenuesROI
Customer Satisfaction
RevenuesROI
Customer Satisfaction
Code QualityTechnical DebtTest Coverage
Code QualityTechnical DebtTest Coverage
Team Maturity
Business
Product
Process
Bugs
*thanks toMatteo VaccariPaolo PerrottaFabio Armani
what!?no
velocity?
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metrics quadrants
Lead TimeCycle Time
Quality of Service (SLA)Throughput
Business Value
Lead TimeCycle Time
Quality of Service (SLA)Throughput
Business Value
WIPCadence
CI FailuresRework
ImpedimentsRetrospectives
ReviewsMorale
WIPCadence
CI FailuresRework
ImpedimentsRetrospectives
ReviewsMorale
RevenuesROI
Customer Satisfaction
RevenuesROI
Customer Satisfaction
Code QualityTechnical DebtTest Coverage
Code QualityTechnical DebtTest Coverage
Team Maturity
Business
Product
Process
Bugs
fragilefragile
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metrics quadrants
Lead TimeCycle Time
Quality of Service (SLA)Throughput
Business Value
Lead TimeCycle Time
Quality of Service (SLA)Throughput
Business Value
WIPCadence
CI FailuresRework
ImpedimentsRetrospectives
ReviewsMorale
WIPCadence
CI FailuresRework
ImpedimentsRetrospectives
ReviewsMorale
RevenuesROI
Customer Satisfaction
RevenuesROI
Customer Satisfaction
Code QualityTechnical DebtTest Coverage
Code QualityTechnical DebtTest Coverage
Team Maturity
Business
Product
Process
Bugs
fragilefragile
agileagile
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fragility
code quality
technical debt
lack of advanced engineering practices(i.e. TDD, CI) => rework
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code quality evolution
a short video
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backlog to do in progress done2 2
agility
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agility
being agile is not the goal,it’s a mean
if you are really interested there are plenty of agility tests on the Internet:Nokia TestScrum Open Assessment - ScrumAllianceAgile Maturity ModelAgile Evaluation FrameworkComparative Agility Assessmentetc.
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impediments, retrospectives, reviews
# of questions answered
# of questions asked
# action items addressed
# action items assigned at previous meetings
# of WTFsWTF!?
WTF!?
?
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backlogs & taskboardseverywhere
tasks/user storiesdefects/SLA ticketsimpedimentsaction items (reviews)
new
old
kill olditems!
age based pruning
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queues
addcycle time
riskvariabilityoverhead
reducequality
motivation
stop starting start finishing
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cumulative flow diagram
time in queue(cycle time)
queue size(WIP)
time
cumulativequantity
arrivals
departures(throughput)
source: Donald Reinertsen
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cumulative flow diagramincreasing queue sizeincreasing cycle time
time
cumulativequantity
WIP
cycle time
source: Donald Reinertsen
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cumulative flow diagramWIP is a leading indicator
time
cumulativequantity
WIP
cycle time
source: Donald Reinertsen
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cumulative flow diagramlarge batches large queues
time
cumulativequantity
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cumulative flow diagramsmall batches small queues
time
cumulativequantity
source: Donald Reinertsen
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cumulative flow diagramsmall batches continuous flow
time
cumulativequantity
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Kanban board
backlog to do in progress done2 2
cycle time
cycle time = WIPthroughput
inspired by Henrik Kniberg
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no WIP limit -> queue!
2 3readybacklog to do in progress done
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no WIP limit -> queue!
2 3readybacklog to do in progress done
flow = speed * density
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Slack (%)
optimize flowabsorb variation
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0
5
10
15
20
25
30
35
BacklogTo DoIn ProgressDone
cumulative flow diagram
WIP
cycle time
done
in progress
to do
backlog
time
# u
ser
stor i
es
throughput
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control charts
source: Samuli Heljo
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additional flowrelated metrics
active WIPtasks that are really in progress and not waiting around (#,%,% of time spent)
buffered WIPtasks waiting to be handed-off
process efficiencyactive time / cycle time
technical debt WIP / standard WIP
# of projects a person works in parallel
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Happiness Index
Mon Tue Wed Thu Fri
Tom Anne Paul Joe Eva
niko-niko calendar
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how long since?
you talked to a customer
last useful retrospective
you learned something at work
your boss last freaked out
last critical bug
52days
6weeks
2days
3days
1week
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and don’t forget
bus factor
# of key developers that need to be hit by a bus to kill a project
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“per una veramille sono finte”F. De André
“for every true onethousands are fake”
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