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Agile Metrics

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Agile Metrics by Nikolay Alimenkou done on Agile Gathering 6, Ukraine.

Agile Metrics by Nikolay Alimenkou done on Agile Gathering 6, Ukraine.

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  • Slides 36-38: It is imperative to relate metrics against the organization's vision and goals. If you cannot do that, its possible that its a worthless metric.
    Second, its possible to look at all the data being produced, select what looks like a good candidate, and be wrong. This is the 'bottom-up' approach that a lot of engineers seem to like. Its better to start with the vision and goals, prioritize, analyze against existing processes, then reduce the candidates for metrics to a small number. With this 'top down' approach, you have a better chance of selecting a more correct metric. Its possible, too, that the selected metric isn't being recorded right now. So, you have to do it.
    Bottom line? you want the metrics that really show the health of the organization or of the process. Basically, the 'heartbeat' of the process. Find it, and you're way ahead.
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  • 1. Agile Metrics Alimenkou Mikalai 11.10.2008
  • 2. Agenda Introduction Process metrics Metrics basics Automation metrics Business metrics Testing metrics Code metrics Other metrics Design metrics Best practices
  • 3. Introduction quot;Tell me how you will measure me and I will tell you how I will behavequot; - Eliyahu Goldratt ”If you can’t measure it, you can’t improve it” - Lord Kelvin
  • 4. Metrics VS Diagnostics
  • 5. Metrics Uses Understand real ROI Plan market strategies, product releases Fail fast and save money Identify and mitigate business risks Estimate new projects Award bonuses to developers
  • 6. Why Do We Measure? To inform To compare To motivate To understand To improve To protect
  • 7. Why Metrics Are So Important? Great help for retrospectives Continuously gives feedback Help to have healthy code base To refactor code To be able to do frequent releases Show issues early
  • 8. Metrics Approaches Using wrong metrics No metrics at all Using right metrics
  • 9. Useless Metrics Total lines of code Line of code per developer Total number of completed tasks Total time worked Bugs fixed
  • 10. Business Metrics RTF (Running Tested Features) Earned Business Value (EBV) Net Present Value (NPV) Internal Rate of Return (IRR) Return on Investment (ROI)
  • 11. RTF Basics Running – shipped in a product Tested – continuously pass acceptance tests Features – real customer given features
  • 12. RTF Agility RTF requires feature count to grow from first day so team is focused on features RTF requires feature count to grow continuously so team integrates often RTF requires features to be tested so team has contract with the customer RTF requires tests continue to pass so tests are automated RTF requires to grow smoothly so design will need to be clean
  • 13. RTF Smells RTF is zero from start during some sprints RTF starts fast and then slow down RTF behaves like yoyo RTF grows too quickly
  • 14. EBV Basics Each story has its own relative weight assigned by product owner Each story has binary status: done/not done EBV calculated as sum of weights for done stories
  • 15. EBV Agility Focus on business value so no big upfront design Don’t work on layers, but on features Customer sees value immediately Features prioritizing instrument Help planning releases and demos
  • 16. Business Metrics Tools Agile task management tool/plug-in Issues management system MS Excel
  • 17. Code Metrics Cyclomatic complexity Best practices violation Coding standards violation Possible bugs Code duplication Code coverage Dead code Tests quality
  • 18. Code Metrics Tools Checkstyle PMD/CPD Jester Findbugs Simian Maven site plug-in Intellij IDEA inspections
  • 19. Checkstyle Sample
  • 20. PMD Sample
  • 21. Findbugs Sample
  • 22. Maven Site Plug-in Sample
  • 23. Intellij IDEA Inspections Sample
  • 24. Design Metrics Code dependencies Incoming (Affering Coupling) Outgoing (Efferent Coupling) Abstractness Number of abstract classes and interfaces Number of concrete classes
  • 25. Design Metrics Tools JDepend Eclipse CAP plug-in
  • 26. JDepend Sample
  • 27. Process Metrics Agile practice maturity Impediments cleared per iteration Impediments carried over the next iteration User stories carried over the next iteration User stories done per iteration Defects carried over the next iteration Team member loading Velocity Backlog size
  • 28. Velocity Classic velocity Speed velocity Interruptions per day
  • 29. Impediments Backlog
  • 30. Backlog Size
  • 31. Process Metrics Tools Issues management system Special agile tools/plug-ins Physical task management tools MS Excel
  • 32. Automation Metrics Code coverage Number of builds per day Time taken per build Number of failed/success builds Trends in code metrics
  • 33. Automation Metrics Tools Continuous integration tools CruiseControl TeamCity Bamboo Hudson Continuum Cobertura Clover Maven dashboard plug-in
  • 34. TeamCity Sample
  • 35. Cobertura Sample
  • 36. Testing Metrics Acceptance tests per story Defects count per story Tests time to run Tests run frequency Manual tests per story Automation percent Time to fix tests
  • 37. Testing Metrics Tools FitNesse Concordion Selenium Issues management system Testing automation tools
  • 38. Other Metrics WTFs per minute VCS Activity
  • 39. Metrics Evaluation Checklist
  • 40. Example: Business Value Delivered
  • 41. Example: Velocity
  • 42. Best Practices Don’t produce metrics that no one wants Be honest about metrics usage Don’t use metrics to compare teams Use metrics as a basis of discussion Don’t demoralize team with metrics Take team state into account when selecting metrics Don’t select hard produced metrics
  • 43. Best Practices Measure outcomes, not outputs Measure results, not activity Measure work items done, not time spent per task Follow trends, not numbers
  • 44. Best Practices Don’t measure something just because you can Use just enough set of metrics Use metrics that are easy to collect Share metrics to get feedback Different metrics for product and process
  • 45. Any Questions?