The Agile Dashboard
By Fadi Stephan
While we are waiting for the session to start, chat
with your neighbors:
– Are you on an Agile team?
– How many members ar...
◊ Team’s capacity to complete work per iteration
◊ An Empirical observation
◊ A leading indicator
◊ For the entire team an...
Fadi Stephan
◊ 15+ years of experience in software
development
◊ Focused on Agile and Scrum since 2006
– Agile readiness &...
Why Measure?
Iron Triangle
Value
Driven
Cost Schedule
Scope
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable
software.
2. Welcome ...
◊ Read the principles behind the Agile manifesto
◊ For each principle determine
– What should be measured?
– How do we mea...
1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
2. Welcome ...
Iron Triangle
Value
Driven
Cost Schedule
Scope
Agile Triangle
Quality
Value
Cost Schedule
Scope
Constraints
http://jimhighsmith.com/beyond-scope-schedule-and-cost-the-ag...
Value Quality
Delivery Collaboration
Continuous
Improvement
Dashboard
Valuable Software
Early and Continuous
Welcome chang...
1. Our highest priority is to satisfy the customer through early
and continuous delivery of valuable software.
7. Working ...
Customer Satisfaction Survey
◊ How satisfied are you
with the latest
release?
◊ How likely are you to
recommend the
produc...
◊ Kano analysis
◊ Relative weighting
◊ Theme screening
◊ Theme scoring
◊ Financial (NPV, IRR, Discounted Payback Period)
◊...
Running Tested Features
0
5
10
15
20
25
30
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14
RunningTestedFeatures
Sprint
Running Tested ...
Value Quality
Delivery Collaboration
Continuous
Improvement
Dashboard
Customer Survey
Business Value Velocity
Running Test...
7. Working software is the primary measure of
progress.
9. Continuous attention to technical excellence and good
design en...
Bugs
0
1
2
3
4
5
6
7
8
9
10
1 2 3 4 5 6 7 8 9 10 11
NumberofBugs
Sprint
Production Bugs
High
Meduim
Low
Test Coverage
0
2
4
6
8
10
12
14
1 2 3 4 5 6 7 8 9 10 11 12
TestCoverage
Sprint
% Test Coverage
Passing Tests
0
200
400
600
800
1000
1200
1 2 3 4 5 6 7 8 9 10 11 12
Tests
Sprint
Total # of Passing Tests
Technical Debt
Value Quality
Delivery Collaboration
Continuous
Improvement
Dashboard
Customer Survey
Business Value Velocity
Running Test...
1. Our highest priority is to satisfy the customer through
early and continuous delivery of valuable
software.
3. Deliver ...
Velocity
0
10
20
30
40
50
60
70
80
1 2 3 4 5 6 7 8 9 10 11 12
StoryPoints
Sprint
Team Velocity
Story vs. Bug
0
2
4
6
8
10
12
14
16
18
20
1 2 3 4 5 6 7 8 9 10
Story
Sprint
Bug
Story
Burndown Chart
0
50
100
150
200
250
300
0 1 2 3 4 5 6 7 8 9 10 11
Points
Sprint
Release Burndown
Remaining
Scope
Burnup Chart
0
50
100
150
200
250
300
0 1 2 3 4 5 6 7 8 9 10 11 12
Points
Sprint
Release Burnup
Completed
Scope
Value Quality
Delivery Collaboration
Continuous
Improvement
Dashboard
Customer Survey
Business Value Velocity
Running Test...
4. Business people and developers must work together
daily throughout the project.
5. Build projects around motivated indi...
Cumulative Flow diagram
0
50
100
150
200
250
300
1 2 3 4 5 6 7 8 9 10
Cumulative Flow Diagram
Done QA In Progress Backlog
...
Team Dynamics Survey
Niko-niko Calendar
http://agiletrail.com/2011/09/12/how-to-track-the-teams-mood-with-a-niko-niko-calendar/
Value Quality
Delivery Collaboration
Continuous
Improvement
Dashboard
Customer Survey
Business Value Velocity
Running Test...
◊ Focus on building features (not measuring)
◊ Take few actionable metrics
◊ A metric should lead to changing behavior
◊ M...
Team Radar
Delivering Business Value
Asking & Receiving Feedback
Responding to Change
Understanding Vision & Goal
Planning...
Team Radar
Delivering Business Value
Asking & Receiving Feedback
Responding to Change
Understanding Vision & Goal
Planning...
Reinforces
Agile
principles
Measures
outcome not
output
Follow trends
not numbers
Provides
feedback
regularly
Fuels
meanin...
Checklist
http://www.innovel.net/wp-content/uploads/2007/07/appropriateagilemeasurementagilemetrics.pdf
Checklist
Velocity Checklist
Question: How much software can my team deliver per iteration?
Basis of Measurement: Story points or “i...
Example 1
0
50
100
150
200
250
300
350
400
1 2 3 4 5 6 7 8 9 10
Hours
Day
Example 1: Burn Down
http://idiacomputing.com/pu...
Example 2
0
50
100
150
200
250
300
350
400
1 2 3 4 5 6 7 8 9 10
Hours
Day
Example 2: Sprint Burn Down
http://idiacomputing...
Example 3
0
50
100
150
200
250
300
350
400
1 2 3 4 5 6 7 8 9 10
Hours
Day
Example 3: Sprint Burn Down
http://idiacomputing...
Example 4
0
50
100
150
200
250
300
350
400
450
500
0 1 2 3 4 5 6 7 8 9 10 11 12
Points
Sprint
Example 4: Release Burndown
...
Example 5
0
2
4
6
8
10
12
14
16
18
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14
RTF
Sprint
Example 5: RTF
http://xprogramming.com/ar...
Example 6
0
50
100
150
200
250
1 2 3 4 5 6 7 8 9 10
Example 7: CFD
Done QA In Progress Backlog
Example 7
0
50
100
150
200
250
1 2 3 4 5 6 7 8 9 10
Example 8: CFD
Done QA In Progress Backlog
Contact
◊ http://www.mountaingoatsoftware.com/blog/the-key-to-success-in-agile-metrics
◊ http://www.mountaingoatsoftware.com/artic...
Agile dashboard
Agile dashboard
Agile dashboard
Upcoming SlideShare
Loading in...5
×

Agile dashboard

2,103

Published on

Published in: Business, Technology
1 Comment
7 Likes
Statistics
Notes
  • Awesome presentation. So glad I was able to see it in person!
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total Views
2,103
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
13
Comments
1
Likes
7
Embeds 0
No embeds

No notes for slide

Transcript of "Agile dashboard"

  1. 1. The Agile Dashboard By Fadi Stephan
  2. 2. While we are waiting for the session to start, chat with your neighbors: – Are you on an Agile team? – How many members are on the team? – How long are your iterations? – What’s your team’s velocity? Chat with your Neighbors
  3. 3. ◊ Team’s capacity to complete work per iteration ◊ An Empirical observation ◊ A leading indicator ◊ For the entire team and not the individual member ◊ Different for each team ◊ Great for planning purposes ◊ Not an estimate ◊ Not a target Velocity
  4. 4. Fadi Stephan ◊ 15+ years of experience in software development ◊ Focused on Agile and Scrum since 2006 – Agile readiness & maturity assessments – Scrum coaching & mentoring – Scrum and Agile Engineering training ◊ Founder of the DC Software Craftsmanship User Group ◊ Organizer of the DC Scrum User Group
  5. 5. Why Measure?
  6. 6. Iron Triangle Value Driven Cost Schedule Scope
  7. 7. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Agile Principles
  8. 8. ◊ Read the principles behind the Agile manifesto ◊ For each principle determine – What should be measured? – How do we measure it? Agile Metrics
  9. 9. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11.The best architectures, requirements, and designs emerge from self-organizing teams. 12.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Agile Principles
  10. 10. Iron Triangle Value Driven Cost Schedule Scope
  11. 11. Agile Triangle Quality Value Cost Schedule Scope Constraints http://jimhighsmith.com/beyond-scope-schedule-and-cost-the-agile-triangle/
  12. 12. Value Quality Delivery Collaboration Continuous Improvement Dashboard Valuable Software Early and Continuous Welcome changing requirements Frequently Working together Motivated Face to face Constant pace Self organizing teams Technical Excellence Simplicity Working Software
  13. 13. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 7. Working software is the primary measure of progress. Value
  14. 14. Customer Satisfaction Survey ◊ How satisfied are you with the latest release? ◊ How likely are you to recommend the product to others?
  15. 15. ◊ Kano analysis ◊ Relative weighting ◊ Theme screening ◊ Theme scoring ◊ Financial (NPV, IRR, Discounted Payback Period) ◊ Relative Business Value Points ◊ Not at the Story level Business Value
  16. 16. Running Tested Features 0 5 10 15 20 25 30 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 RunningTestedFeatures Sprint Running Tested Features http://xprogramming.com/articles/jatrtsmetric/
  17. 17. Value Quality Delivery Collaboration Continuous Improvement Dashboard Customer Survey Business Value Velocity Running Tested Features
  18. 18. 7. Working software is the primary measure of progress. 9. Continuous attention to technical excellence and good design enhances agility. Quality
  19. 19. Bugs 0 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 11 NumberofBugs Sprint Production Bugs High Meduim Low
  20. 20. Test Coverage 0 2 4 6 8 10 12 14 1 2 3 4 5 6 7 8 9 10 11 12 TestCoverage Sprint % Test Coverage
  21. 21. Passing Tests 0 200 400 600 800 1000 1200 1 2 3 4 5 6 7 8 9 10 11 12 Tests Sprint Total # of Passing Tests
  22. 22. Technical Debt
  23. 23. Value Quality Delivery Collaboration Continuous Improvement Dashboard Customer Survey Business Value Velocity Running Tested Features Production Bugs Quality Code Metrics Technical Debt
  24. 24. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 7. Working software is the primary measure of progress. Delivery
  25. 25. Velocity 0 10 20 30 40 50 60 70 80 1 2 3 4 5 6 7 8 9 10 11 12 StoryPoints Sprint Team Velocity
  26. 26. Story vs. Bug 0 2 4 6 8 10 12 14 16 18 20 1 2 3 4 5 6 7 8 9 10 Story Sprint Bug Story
  27. 27. Burndown Chart 0 50 100 150 200 250 300 0 1 2 3 4 5 6 7 8 9 10 11 Points Sprint Release Burndown Remaining Scope
  28. 28. Burnup Chart 0 50 100 150 200 250 300 0 1 2 3 4 5 6 7 8 9 10 11 12 Points Sprint Release Burnup Completed Scope
  29. 29. Value Quality Delivery Collaboration Continuous Improvement Dashboard Customer Survey Business Value Velocity Running Tested Features Production Bugs Quality Code Metrics Technical Debt Burnup Burndown
  30. 30. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to- face conversation. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 11. The best architectures, requirements, and designs emerge from self-organizing teams. Collaboration
  31. 31. Cumulative Flow diagram 0 50 100 150 200 250 300 1 2 3 4 5 6 7 8 9 10 Cumulative Flow Diagram Done QA In Progress Backlog WIP Lead Time
  32. 32. Team Dynamics Survey
  33. 33. Niko-niko Calendar http://agiletrail.com/2011/09/12/how-to-track-the-teams-mood-with-a-niko-niko-calendar/
  34. 34. Value Quality Delivery Collaboration Continuous Improvement Dashboard Customer Survey Business Value Velocity Running Tested Features Production Bugs Quality Code Metrics Technical Debt Burnup Burndown CFD Niko-niko Calendar Team survey Adapted from http://www.slideshare.net/petebehrens/measuring-agility-top-5-metrics-and-myths
  35. 35. ◊ Focus on building features (not measuring) ◊ Take few actionable metrics ◊ A metric should lead to changing behavior ◊ Monitor trends Continuous Improvement
  36. 36. Team Radar Delivering Business Value Asking & Receiving Feedback Responding to Change Understanding Vision & Goal Planning Applying Technical Practices Working as a Team Continuously Improving Sprint 1 Team Self Assessment
  37. 37. Team Radar Delivering Business Value Asking & Receiving Feedback Responding to Change Understanding Vision & Goal Planning Applying Technical Practices Working as a Team Continuously Improving Sprint 5 Team Self Assessment
  38. 38. Reinforces Agile principles Measures outcome not output Follow trends not numbers Provides feedback regularly Fuels meaningful conversation Is easy to collect Heuristics http://www.innovel.net/wp-content/uploads/2007/07/appropriateagilemeasurementagilemetrics.pdf
  39. 39. Checklist http://www.innovel.net/wp-content/uploads/2007/07/appropriateagilemeasurementagilemetrics.pdf
  40. 40. Checklist
  41. 41. Velocity Checklist Question: How much software can my team deliver per iteration? Basis of Measurement: Story points or “ideal engineering hours” Assumptions: The team is delivering software every iteration Level and Usage: Forecasting amount of work team can complete Expected Trend: Affected by changing team members, obstacles, toolsets. Stabilizes with a dedicated team working together for a couple of iterations When to Use It: Track after each iteration When to Stop Using It: Team is stable and velocity is “known” How to Game It: Teams changes point estimates to meet target Warnings: Velocity is not the same as value http://www.innovel.net/wp- content/uploads/2007/07/appropriateagilemeasurementagilemetrics.pdf
  42. 42. Example 1 0 50 100 150 200 250 300 350 400 1 2 3 4 5 6 7 8 9 10 Hours Day Example 1: Burn Down http://idiacomputing.com/pub/BetterSoftware-BurnCharts.pdf
  43. 43. Example 2 0 50 100 150 200 250 300 350 400 1 2 3 4 5 6 7 8 9 10 Hours Day Example 2: Sprint Burn Down http://idiacomputing.com/pub/BetterSoftware-BurnCharts.pdf
  44. 44. Example 3 0 50 100 150 200 250 300 350 400 1 2 3 4 5 6 7 8 9 10 Hours Day Example 3: Sprint Burn Down http://idiacomputing.com/pub/BetterSoftware-BurnCharts.pdf
  45. 45. Example 4 0 50 100 150 200 250 300 350 400 450 500 0 1 2 3 4 5 6 7 8 9 10 11 12 Points Sprint Example 4: Release Burndown Remaining Scope
  46. 46. Example 5 0 2 4 6 8 10 12 14 16 18 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 RTF Sprint Example 5: RTF http://xprogramming.com/articles/jatrtsmetric/
  47. 47. Example 6 0 50 100 150 200 250 1 2 3 4 5 6 7 8 9 10 Example 7: CFD Done QA In Progress Backlog
  48. 48. Example 7 0 50 100 150 200 250 1 2 3 4 5 6 7 8 9 10 Example 8: CFD Done QA In Progress Backlog
  49. 49. Contact
  50. 50. ◊ http://www.mountaingoatsoftware.com/blog/the-key-to-success-in-agile-metrics ◊ http://www.mountaingoatsoftware.com/articles/metrics-you-can-bet-on ◊ http://www.mountaingoatsoftware.com/blog/should-companies-measure-productivity-in- story-points-ideal-days ◊ http://xprogramming.com/xpmag/BigVisibleCharts ◊ http://xprogramming.com/articles/jatrtsmetric ◊ http://www.slideshare.net/petebehrens/measuring-agility-top-5-metrics-and-myths ◊ http://www.scrumsense.com/wp-content/uploads/2009/10/Measuring-for-Results-2- small.pdf ◊ http://jimhighsmith.com/beyond-scope-schedule-and-cost-the-agile-triangle ◊ http://agiletrail.com/2011/09/12/how-to-track-the-teams-mood-with-a-niko-niko-calendar ◊ http://www.innovel.net/wp- content/uploads/2007/07/appropriateagilemeasurementagilemetrics.pdf ◊ http://edn.embarcadero.com/article/32410 ◊ http://www.geocities.jp/nikonikocalendar/index_en.html ◊ http://www.agilejourneyman.com/2009/11/agile-project-metrics.html ◊ http://www.agilejourneyman.com/2009/10/metrics-in-agile-world.html ◊ http://www.agilejourneyman.com/2010/08/project-vital-signs.html References

×