Measuring Agility and Deliver Business Goals - Valtech Case Study by Guy Duncan

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This topic covers how the organisation uses the agile methods and measurements to achieve business goals, the correlation between the two and the minimum required metrics to continuously monitor and improve the value for customer.

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Measuring Agility and Deliver Business Goals - Valtech Case Study by Guy Duncan

  1. 1. Measuring Agility and Deliver Business Goals Valtech Way
  2. 2. Business Goals – Lean MetricsCustomer Loyalty  Quality , Innovation, On TimeEmployee Motivation andRetention  Continuous Learning, Empowerment, TrustOperational Excellence  High productivity/ velocityStake holder Value : Profitability
  3. 3. Integrity – Agility - Excellence
  4. 4. AgilityWhy need Agility:•Empirical•Evolving•No similarity in projects•Cannot define the scope in thebeginningHow do we sustain :•Continuous Improvement•With minimum Metrics which arefocused, relevant•SMART Metrics
  5. 5. Customer LoyaltyCustomer Loyalty is the differentiator  Customer satisfaction is taken for granted!  How will agile help organizations to achieve : Quality Delivery : Innovation and On Time Delivery.  Agile manifesto : Customer collaboration over contract negotiation, Responding to change over following a plan.  Early and continuous delivery of valuable software.  Harnessing change for customers competitive advantage working with the PO
  6. 6. Motivation!
  7. 7. Operational Excellence
  8. 8. Operational Excellence  Quality  Working software is considered as the primary measure of progress  Practices like ATDD, TDD, CI, Code Review and Pair Programming ensures the quality  Innovation  Productivity and Velocity
  9. 9. Stake Holder Value : Profitability
  10. 10. Measuring Agility
  11. 11. Metrics
  12. 12. Metrics should not motivate for
  13. 13. Valtech India Story on Agile Adoption Corporate Mandate • Agile as a differentiator. • First attempt to make offshore delivery center as Agile. • To Deliver with Agility in a cross cultural and distributed geographies. Valtech Solution • Valtech chief scientist stayed for around 6 months in Bangalore to transform Valtech India into Agile, through Training, Coaching, Mentoring and Certifications • 2 Pilot projects for moving towards agile • Infrastructural changes (cubicles to open workspace) and Dual Monitors for all the technical staff Results • 40 professionals trained as CSM in Aug 2006 • Valtech India Agile Bootcamp – Internal training series • By mid of 2008, projects following Scrum - 90% • Worked in projects of size up to 100, distributed teams at 5 different locations, running for more than 2 years • Improved Productivity • Decreased In-process defects density • Effort estimation accuracy improved14
  14. 14. Quantifying the ReturnA Local Case Study: Valtech-IndiaAgile Adoption - Current Benefits Increased customer satisfaction (Repeat orders from customers, client relationship running for more than 4+ years) Agile emerged as one of our USPs; Started new service “Agile Transformation Services” in April 2009 High employee morale and Employee Longevity Better work-life balance15
  15. 15. Agile at Valtech Co-located Team, Open Workspace, Dual Monitors – better communication and improved productivity
  16. 16. Project Live Case Study 2011-2012
  17. 17. Western African New Team Market, formed New Country New Domain, New Regulatory Compliance Developing Requirements Market, CommunicationCompletely new to Issues Agile and Valtech Fixed bid project Adopted Practices from Scrum Technical Pragmatic SM and and XP Product Owner
  18. 18. Engineering Practices• For Development – XP, a flavors of Agile was used. i.e., o Best Practices of XP used are -  3 weeks iteration  Design workshop  Unit Testing  Code review  Code Refactoring  Daily Build (Continuous Integration)  Dedicated Stabilization Iteration• Use of Tools o Junit - Unit Testing o JDepend - Automatically measure the quality of a design in terms of its extensibility, reusability, and maintainability o PMD – Coding Standards• Continuous Build using Jenkins24 February 2012 19
  19. 19. Measuring AgilityObjective of Measuring  Predictability  Value  Quality  Productivity
  20. 20. Good metrics should answerEssential Progress Questions  Is this release on-time?  Is this release healthy?Essential Quality Questions  Is this release likely to be fit-for-release when it is ready-for-release?  Is this project (in general) and this release (in particular) effectively satisfying our customer’s needs?Ultimate Diagnostic Question  What can be done to get this project back on-track?
  21. 21. Story Points Delivered4540 40 40 3835 3530 30 282520 20 Story Points1510 5 0 0 0 1 2 3 4 5 6 7 8 9
  22. 22. Release Burndown Client#23
  23. 23. Productivity - HOURS Per Story Point4035 35 34 3430 28 2625 24.5 2420 Productivity Hrs Per Story Point1510 5 0 0 0 1 2 3 4 5 6 7 8 9
  24. 24. MetricsPhase 1 -Productivity: 28 hrs / FPTotal FP delivered: 112/150Effort Variance: -1.33Phase 2 –Productivity: 16.5 hrs / FPTotal FP delivered: 117/149Effort Variance: -1.1924 February 2012 25
  25. 25. Choose your Metrics wisely!Line of code per developer  Duplicate codeNumber of Tasks completed  Filler tasksTotal time worked  End up in over time but no progress

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