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Agile 101 Basic Measurement Draft Apr30 Dhaval Halim2

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  • 1. Agile 101:Basic Measurements Dhaval Panchal, CST and Agile Coach Halim Dunsky, Director of Delivery Excellence Slide 1
  • 2. Dhaval Panchal • Certified Scrum Trainer (CST) and Agile Coach • Consults with range in size from mid-sized product companies to the Fortune 100. • Experience in software development, business and functional analysis, lean office implementations, organizational change, system architecture, business intelligence and project management. • Writes about software development and coaching on his blog. (http://dhavalpanchal.gettingagile.com/) • Received his B.S. in Engineering University of Mumbai, India. Slide 2
  • 3. Halim Dunsky • Director of Delivery Excellence responsible for cultivating and retaining top-tier employees and ensuring successful delivery on software development and consulting engagements • Worked for a wide range of companies in leadership and technical positions • Formerly Director of Operations and a founding core faculty member at Bainbridge Graduate Institute • Received his B.A. in Communications from Northwestern University and his M.A. in Organizational Systems from Saybrook Graduate School; CSM, CSPO 5/1/200 3 Slide 3
  • 4. Measurements: Point of View • Coaching Agile Teams • Actionable Indicators • Incomplete Information Slide 4
  • 5. The Agile Manifesto ―We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.‖ www.agilemanifesto.org Slide 5
  • 6. Measurements Informational Motivational “Nothing about a piece of information makes it inherently motivational Process Refinement Coordination or informational. Rather, it is the way in which the information is used that determines the measurement Agile Use category.” - Robert D. Austin [1996] Slide 6
  • 7. Agile Measurements Knowledge work can not be measured and managed as parts within a mechanistic system Adaptive Mechanistic Slide 7
  • 8. Agile Principles ―Build projects around motivated individuals Give them the environment and support they need Trust them to get the job done‖ www.agilemanifesto.org/principles.html Slide 8
  • 9. Agile Principles • ―Working software is the primary measure of progress.‖ www.agilemanifesto.org/principles.html Slide 9
  • 10. The Scrum Framework 24 hours Daily Scrum Coordination Process Meeting Refinement Sprint Retrospective Sprint Typically 2 weeks to 1 Sprint Review Sprint Planning Meeting month in duration Vision Potentially Sprint Backlog Shippable Product Increment Product Backlog Slide 10
  • 11. Agile Measurements • Provide Transparency • Improve effectiveness • Enable Continuous Improvements Slide 11
  • 12. What we measure? • Burn-down • Burn-up • Velocity Slide 12
  • 13. Sprint Burn-Down • Will the team meet its Sprint goal? • Keeps track of effort remaining Slide 13
  • 14. Glossary Terms Product Backlog Item (PBI) Task Task Task Task Task Task Task Slide 14
  • 15. Sprint Burn-Down: How to Measure? 180 • Initiate at Sprint 170 160 150 140 Hours Remaining planning 130 120 110 100 90 • Ideal trend line 80 70 80 50 40 • Track Effort 30 20 10 remaining 2 1 3 4 5 6 7 8 9 Days Slide 15
  • 16. Sprint Burn-down: Coordination • Monitor burn-down 180 170 160 in daily scrum 150 140 Hours Remaining 130 120 110 • Cone of +/- 20% 100 90 80 70 80 50 40 30 20 10 2 1 3 4 5 6 7 8 9 Days Slide 16
  • 17. Burn-down Fast: Coordination 180 170 160 150 140 Hours Remaining 130 120 110 100 90 80 70 New Stories Pulled 80 50 40 30 20 10 2 1 3 4 5 6 7 8 9 Days Slide 17
  • 18. Burning up! Coordination 180 170 160 Reduced Scope? 150 Impediments Removed? 140 Hours Remaining 130 120 110 100 90 80 70 80 50 40 30 20 10 2 1 3 4 5 6 7 8 9 Days Slide 18
  • 19. Sprint Burn down: Process Tuning • Jumps or dips - 180 170 160 change in flow 150 140 Hours Remaining 130 120 110 100 90 80 70 80 50 40 30 20 10 2 1 3 4 5 6 7 8 9 Days Slide 20
  • 20. Sprint Burn down: Pitfalls to Avoid • Do not Hide Burn down charts. http://alistair.cockburn.us/Information+radiator Slide 21
  • 21. Sprint Burn down: Pitfalls to Avoid • Update remaining task hours daily 180 170 160 150 140 Hours Remaining 130 120 110 100 90 80 70 80 50 40 30 20 10 2 1 3 4 5 6 7 8 9 Days Slide 22
  • 22. Sprint Burn down: Pitfalls to Avoid • Do not just focus on 180 170 160 taking tasks that you 150 140 Hours Remaining are comfortable 130 120 with. 110 100 90 80 70 Abandoned 80 Tasks 50 40 30 20 10 2 1 3 4 5 6 7 8 9 Days Slide 23
  • 23. Sprint Burn-down • Can we meet the sprint goal? • Represent effort remaining • Encourages early course correction Slide 24
  • 24. What we measure? • Burn-down • Burn-up • Velocity Slide 25
  • 25. Sprint Burn-Up • Will the team deliver committed stories? 30 Story Points • Incremental delivery 20 means ―Done Done‖ 10 2 1 3 4 5 6 7 8 9 Days Slide 26
  • 26. Glossary Terms Product Backlog Item User Story As a <user> I want <action> User Story So that <goal> 8 As a <user> I want <action> So that <goal> Sprint Planning Source: “Agile Estimating and Planning,” by Mike Cohn Slide 27
  • 27. Glossary Terms: Done Done • Definition of Done: Helps us • Acceptance Criteria: Helps build the thing right us build the right thing (deliverables) (functionality) Acceptance Criteria Architecture •View status as “waiting for pickup”, “en route” or “delivered” Analysis Infrastructure •Date of each step in route •Estimated time of delivery Design Coding Testing Performance Testing Slide 28
  • 28. Sprint Burn-Up: How to Measure • Initial – Cumulative total of 30 all story points Story Points committed at sprint 20 planning • On going 10 – Cumulative total of story points “done done” during sprint. 2 1 3 4 5 6 7 8 9 Days Slide 29
  • 29. Sprint Burn-Up: Coordination • Business Value focus Start END Scrum-a-fall Stories Completed = 0 Incremental Stories Completed = 3 Slide 30
  • 30. Sprint Burn-Up: Coordination • Reduce Work In Progress (WIP) • Discourages handoffs late in sprint Slide 31
  • 31. Sprint Burn-Up: Coordination • Early feature feedback Slide 32
  • 32. Sprint Burn-Up: Process Tuning • Reveal effectiveness of divide and conquer strategies • Encourages role sharing Slide 33
  • 33. Sprint Burn-Up: Pitfalls to avoid • Do not abandon Sprint burn down chart 180 170 Hours Remaining 160 150 30 Story Points 140 130 120 110 100 20 90 80 70 80 50 10 40 30 20 10 2 2 1 1 3 4 5 6 7 8 9 3 4 5 6 7 8 9 Days Days http://www.agilejournal.com/articles/columns/articles/274-the-agile-v-scorecard Slide 34
  • 34. Sprint Burn-Up: Pitfalls to avoid • Do not wait until the last day of sprint to seek acceptance on stories. 30 Story Points NOT “Done Done!” 20 10 2 1 3 4 5 6 7 8 9 Days Slide 35
  • 35. Burn-up Chart • Early and continuous feedback • Focus on delivering business value • Drives cross- functional behavior Slide 36
  • 36. What we measure? • Burn-down • Burn-up • Velocity Slide 37
  • 37. Velocity • Amount of product backlog a team can complete within a given sprint – Measured sprint by sprint – Based on actual track record of a team delivering working software – Provides basis for planning Slide 38
  • 38. Velocity: How to Measure • Team estimates Product Backlog Items • Team pulls estimated Product Backlog Items in Sprint Planning • Team executes on Sprint • Story points completed and accepted count towards Sprint Velocity Sprints Story Points Story Points Velocity Committed Accepted 1 20 16 16 2 24 24 24 Slide 39
  • 39. Velocity: Directly affected by • Team membership • Team’s domain & technology expertise • Collaboration skills • Environment Slide 40
  • 40. Velocity : Coordination • Release planning with key stakeholders • Dependency management with external teams Slide 41
  • 41. Velocity: Coordination Use Prioritized Product Backlog Sprint n+1 As a frequent flyer, I want to… As a frequent flyer, I want to… As a frequent flyer, I want to… As a frequent flyer, I want to… Sprint n+2 As a frequent flyer, I want to… The location of the arrow is As a frequent flyer, I want to… determined by team velocity As a frequent flyer, I want to… and the number of remaining As a frequent flyer, I want to… Sprint n+3 iterations As a frequent flyer, I want to… As a frequent flyer, I want to… We’ll be here by the As a frequent flyer, I want to… planned deadline As a frequent flyer, I want to… As a frequent flyer, I want to… As a frequent flyer, I want to… As a frequent flyer, I want to… Source: “Agile Estimating and Planning,” by Mike Cohn As a frequent flyer, I want to… Slide 42
  • 42. Velocity: Coordination Prioritized Product Backlog • Risk management Iteration 1 As a frequent flyer, I want to… As a frequent flyer, I want to… As a frequent flyer, I want to… As a frequent flyer, I want to… As a frequent flyer, I want to… Iteration 2 As a frequent flyer, I want to… As a frequent flyer, I want to… As a frequent flyer, I want to… As a frequent flyer, I want to… At our slowest velocity we’ll finish here As a frequent flyer, I want to… At our current velocity we’ll finish here As a frequent flyer, I want to… As a frequent flyer, I want to… At our long-term average we’ll finish here As a frequent flyer, I want to… As a frequent flyer, I want to… As a frequent flyer, I want to… As a frequent flyer, I want to… Slide 43
  • 43. Velocity : Process Tuning • Solid Agile teams have consistent velocity (+/- 20% rule) • Velocity trending down or up? Look to technical debt handling, team processes • Fluctuations? Look to stabilize team, environment Slide 44
  • 44. Velocity: Process Tuning Velocity 40 30 20 10 0 1 2 3 4 5 6 7 8 9 Sprints Slide 45
  • 45. Velocity: Pitfalls to avoid • Velocity between teams is not comparative or additive • Velocity does not show relative performance or productivity of teams • Velocity does not imply commitment • Do not use Not-Done work in velocity calculations Slide 46
  • 46. Summary • Burn Down tracks effort remaining • Burn Up tracks business value delivered • Velocity tracks team history of delivered software Slide 47
  • 47. • Founded: 1979 • Employees: 250+ • Headquarters: Redmond, WA • Full range of technology consulting services—from Agile training and consulting to software development and talent acquisition • Leading provider of Scrum Certification Training Slide 48
  • 48. Agile Services at Every Stage Slide 49
  • 49. Question & Answer Slide 50
  • 50. Upcoming SolutionsIQ Webinars from VersionOne Soon Agile Portfolio Metrics: A Dashboard for Executives Soon Strategies for Maximizing Agile Portfolio Value Slide 51
  • 51. Thank You • Following this presentation, participants will receive an email with links to a recording and copies of today’s slides • For more on SolutionsIQ: www.SolutionsIQ.com info@SolutionsIQ.com +1(800)235-4091 Slide 52

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