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Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
Velocity is not the goal   code palo-usa
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Velocity is not the goal code palo-usa

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Code PaLOUsa rendition of Velocity is NOT the Goal. …

Code PaLOUsa rendition of Velocity is NOT the Goal.

Velocity is one of the most common metrics used—and one of the most commonly misused—on agile projects. Velocity is simply a measurement of speed in a given direction—the rate at which a team is delivering toward a product release. As with a vehicle en route to a particular destination, increasing the speed may appear to ensure a timely arrival. However, that assumption is dangerous because it ignores the risks with higher speeds. And while it’s easy to increase a vehicle’s speed, where exactly is the accelerator on a software team? Michael “Doc" Norton walks us through the Hawthorne Effect and Goodhart’s Law to explain why setting goals for velocity can actually hurt a project's chances. Take a look at what can negatively impact velocity, ways to stabilize fluctuating velocity, and methods to improve velocity without the risks. Leave with a toolkit of additional metrics that, coupled with velocity, give a better view of the project's overall health.

Published in: Technology, Business
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  • Excellent article. I have heard of functional managers talking about finding ways of increasing the teams' velocity because their goal for the team is to 'go faster' and the balanced metrics you have outlined greatly helps and justifiable.
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  • This is very well done and very nice to look at.
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  • 1. AgileMetricsVelocity isNOT the Goal
  • 2. Michael “Doc” NortonGrouponDirector of Engineeringdoc@groupon.com@DocOnDevHusband Father
  • 3. GRANDFATHERHE’S SOOO CUTE!!
  • 4. What is “Agile Velocity”?
  • 5. WORK UNITS DELIVERED OVER TIMEUMMM.... WOULDN’T THAT BE “AGILE SPEED”?
  • 6. A LAGGING INDICATORTELLS US ABOUT SOMETHING THAT ALREADY HAPPENED
  • 7. PLANNING BY VELOCITYUSING THE PAST TO PREDICT THE FUTURE01020304003-Dec17-Dec31-Dec14-Jan
  • 8. Ideal Burn Down01252503755001 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20Ideal
  • 9. Velocity Graph06121824301 2 3 4 5 6 7 8 9 1025282728292824283027Velocity
  • 10. Yesterday’s Weather06121824301 2 3 4 5 6 7 8 9 1030 25 28 27 28 29 28 24 28 3025282728292824283027Weather Actual
  • 11. Weather Burn Down01252503755001 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20Ideal Actual Estimate
  • 12. THAT DOESN’T APPLY HERE, TONY.I’M SURE WE CAN MAKE THIS BETTER
  • 13. Rolling Average06121824301 2 3 4 5 6 7 8 9 1030 25 27 27 28 28 28 26 27 2730 25 28 27 28 29 28 24 28 3025282728292824283027Weather Rolling Actual
  • 14. Rolling Burn Down01252503755001 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20Ideal Actual Estimate
  • 15. All The Burn Downs01252503755001 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19Ideal Actual Rolling Weather
  • 16. DO YOU FEEL CONFIDENT?ARE THESE NUMBERS GOOD?
  • 17. STANDARD DEVIATIONSHOWING OUR CONFIDENCE
  • 18. Standard Deviation:The Basics
  • 19. IT’S NOT THAT HARDLET’S BREAK IT DOWN
  • 20. Standard Deviation:Break-Down
  • 21. Standard Deviation:Break-DownCALCULATE THE MEAN OF THEPOPULATION
  • 22. Standard Deviation:Break-DownSUBTRACT THE MEAN FROM EACHITEM AND SQUARE THE RESULT
  • 23. Standard Deviation:Break-DownAVERAGE THOSE RESULTS ANDGET THE SQUARE ROOT
  • 24. Calculate the Mean06121824301 2 3 4 5 6 7 8 9 1025282728292824283027Velocity(25+28+27+28+29+28+24+28+30+27)/10 = 27.4
  • 25. SORRY, TONY.JUST LET ME DO THIS ONE THING.“I feel likeyou’re notreally hearingme.”- Tony Robbins
  • 26. Square the differences06121824301 2 3 4 5 6 7 8 9 1025282728292824283027Velocity(25-27.4)**2 = (-2.4)**2 = 5.76(28-27.4)**2 = (0.6)**2 = 0.36(27-27.4)**2 = (-0.4)**2 = 0.16(28-27.4)**2 = (0.6)**2 = 0.36(29-27.4)**2 = (1.6)**2 = 2.56(28-27.4)**2 = (0.6)**2 = 0.36(24-27.4)**2 = (-3.4)**2 = 11.56(28-27.4)**2 = (0.6)**2 = 0.36(30-27.4)**2 = (2.6)**2 = 6.76(27-27.4)**2 = (-0.4)**2 = 0.16(25+28+27+28+29+28+24+28+30+27)/10 = 27.4
  • 27. Square Root Result Mean06121824301 2 3 4 5 6 7 8 9 1025282728292824283027Velocity(25-27.4)**2 = (-2.4)**2 = 5.76(28-27.4)**2 = (0.6)**2 = 0.36(27-27.4)**2 = (-0.4)**2 = 0.16(28-27.4)**2 = (0.6)**2 = 0.36(29-27.4)**2 = (1.6)**2 = 2.56(28-27.4)**2 = (0.6)**2 = 0.36(24-27.4)**2 = (-3.4)**2 = 11.56(28-27.4)**2 = (0.6)**2 = 0.36(30-27.4)**2 = (2.6)**2 = 6.76(27-27.4)**2 = (-0.4)**2 = 0.16(25+28+27+28+29+28+24+28+30+27)/10 = 27.4(2.84)**1/2 = 1.685
  • 28. Standard Deviation Is:06121824301 2 3 4 5 6 7 8 9 1025282728292824283027Velocity1.685
  • 29. Burn Downs w/1SD01252503755001 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20Ideal Actual Estimate High Low
  • 30. Burn Downs w/2SD01252503755001 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21Ideal Actual Estimate High Low
  • 31. Set A:10, 11, 9, 10Set B:10, 14, 9, 7
  • 32. Set A:10, 11, 9, 10Set B:10, 14, 9, 7Mean: 10 Mean: 10
  • 33. Rolling: 10 Rolling: 10Set A:10, 11, 9, 10Set B:10, 14, 9, 7Mean: 10 Mean: 10
  • 34. Deviation: 0.7 Deviation: 2.5Rolling: 10 Rolling: 10Set A:10, 11, 9, 10Set B:10, 14, 9, 7Mean: 10 Mean: 10
  • 35. Deviation: 0.7 Deviation: 2.5Rolling: 10 Rolling: 10Set A:10, 11, 9, 10Set B:10, 14, 9, 7Mean: 10 Mean: 10Vel: 9.3-10.7 Vel: 7.5-12.5
  • 36. WHOOPS.NOW TONY’S ANGRY.“You knowwhat? Just...Do what youwant. I don’tcare.”- Tony Robbins
  • 37. YOU CAN’T MANAGE WHAT YOU CAN’T MEASURESAYS WHO?
  • 38. SAYS WHO?
  • 39. SAYS WHO?
  • 40. Dr. W.EdwardsDemingFather of the QualityEvolutionYou can’tmanage what youcan’t measure.
  • 41. Dr. W.EdwardsDemingFather of the QualityEvolutionDon’t be ridiculous!
  • 42. Dr. W.EdwardsDemingFather of the QualityEvolutionRunninga company onvisible figures alone[is deadly]
  • 43. Seven Deadly DiseasesofWestern Management1) Lack of constancy of purpose2) Emphasis on short-term profit3) Evaluation of performance, merit rating or annual reviews4) Mobility of top management5) Running a company on visible figures alone6) Excessive medical costs7) Excessive legal damage awards
  • 44. THE HAWTHORN EFFECTTHAT WHICH IS MEASURED, WILL IMPROVE
  • 45. Whatmatters is notsettingquantitativegoals but fixingthe method bywhich thosegoals areattainedREPAIR THE ROOT CAUSESRATHER THAN THE SYMPTOMS
  • 46. INSTABLE VELOCITYWHAT DOES IT TELL US?
  • 47. POOR STORY COMPOSITIONYOU WANT CONSISTENT (SMALL) STORIES
  • 48. TOO MUCH WIPGET THE HIGHEST VALUE DONE FIRST
  • 49. DEPENDENCY ON OTHER TEAMGET EVERYONE YOU NEED ON THE TEAM
  • 50. STABLE VELOCITYIT WON’T EVER BE PERFECT
  • 51. INCREASE VELOCITYDO WE ALWAYS WANT TO GO FASTER?
  • 52. GOODHART’S LAWMAKING A TARGET FOR A METRIC DESTROYS THE METRIC (AND THE TARGET)
  • 53. Whatmatters is notsettingquantitativegoals but fixingthe method bywhich thosegoals areattainedREPAIR THE ROOT CAUSESRATHER THAN THE SYMPTOMS
  • 54. Scatter Diagrams
  • 55. Scatter Diagrams050001000015000200000 2 4 6 8
  • 56. Velocity & Complexity012.52537.5500 25 50 75 100
  • 57. Velocity & Value012.52537.5500 10000 20000 30000 40000
  • 58. Velocity & Coverage012.52537.5500 22.5 45 67.5 90
  • 59. Cumulative Flow Diagrams
  • 60. SAMPLE BACKLOGWHAT MATTERS HERE IS THE STAGES OF WORK
  • 61. CUMULATIVE FLOW DIAGRAMVELOCITY DOESN’T ALWAYS TELL US ENOUGH
  • 62. What does this tell us?051015201 2 3 4 5 6 7 8 9 10Velocity
  • 63. What does this tell us?02550751001 2 3 4 5 6 7 8 9 10Deployed Ready for Approval In Testing In Progress Ready To Start
  • 64. Balanced Metrics
  • 65. Balanced Metrics04812161 2 3 4 5 6 7 8 9 10 11 12 13 14 15Velocity
  • 66. Balanced Metrics04812161 2 3 4 5 6 7 8 9 10 11 12 13 14 15012.52537.550Velocity Quality
  • 67. Balanced Metrics04812161 2 3 4 5 6 7 8 9 10 11 12 13 14 15012.52537.550Velocity Quality Avg. Hours
  • 68. Balanced Metrics04812161 2 3 4 5 6 7 8 9 10 11 12 13 14 15012.52537.550Velocity Quality Avg. Hours Team Joy
  • 69. Michael “Doc” NortonGrouponDirector of Engineeringdoc@groupon.com@DocOnDevTHANKYOU!
  • 70. AttributionsPlanning By Velocity Photohttp://www.flickr.com/photos/carfull/4984803509/sizes/l/in/photostream/Are You Confident Photohttp://www.brookston.org/photoblog/images/20060113083815_thumbs_up.jpgHugh Laurie Photohttp://www.freakingnews.com/pictures/58000/Hugh-Laurie-with-a-Thermometer-58178.jpgBack to The Futurehttp://www.wallpaperdev.com/imageres/1920x1440-back-to-the-future-wallpaper-hd.jpgSuccess Babyhttp://ncclassof2013.files.wordpress.com/2013/04/success.jpgDouble Dutchess (Standard Deviants)http://www.mtviggy.com/wp-content/uploads/2013/04/double_dutchess.jpgMath is hardhttp://www.washingtonpost.com/blogs/answer-sheet/files/2013/03/math.jpgPast Doesn’t Equal The Futurehttp://sphotos-b.xx.fbcdn.net/hphotos-ash4/402800_10151021129543907_1273189465_n.jpgYou’re not hearing mehttp://farm3.staticflickr.com/2670/3948482669_93d49c1dc8_o.jpgAngry Tonyhttp://marcianitosverdes.haaan.com/wp-content/uploads/2012/07/TonyRobbins_thumb.jpgHolding you backhttp://sphotos-a.xx.fbcdn.net/hphotos-ash4/p480x480/382197_426710810746267_1475892304_n.jpg

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