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.
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
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
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
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
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
Agile at Valtech Co-located Team, Open Workspace, Dual Monitors – better communication and improved productivity
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
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
Measuring AgilityObjective of Measuring Predictability Value Quality Productivity
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?