9. which metrics? agile metrics for a linear, deterministic world traditional no metrics code & fix rigidprocess top-down no processchaos ordered chaotic complex
10. product development is complex “self-organizing, non-linear, feedback systems are inherently unpredictable they are not controllable“ D.Meadows
13. single loop learning results actions lead to how which shape future efficiency doing things right incremental change
14. double loop learning results actions values, assumptions Chris Argyris guide how why lead to new/improved effectiveness doing the right things efficiency doing things right question assumptions radical change incremental change
15. learn, change,move on results actions values, assumptions definemetric* setexpirationdate resultok orexpiration date passed? metric *shared, simple, controllable, transparent, time-bound
16. question assumptions Agile/Lean command & control efficiency full capacity conform to plan reduce variability large batches large queues aligned self-organization focus on value optimize flow embrace change reduce waste small batches reduce queues
19. metrics quadrants* Business Lead Time Cycle Time Quality of Service (SLA) Throughput Business Value Revenues ROI Customer Satisfaction Bugs Product Process WIP Cadence CI Failures Rework Impediments Retrospectives Reviews Morale Code QualityTechnical Debt Test Coverage *thanks to MatteoVaccari Paolo Perrotta Fabio Armani Team Maturity
20. metrics quadrants* Business what!? no velocity? Lead Time Cycle Time Quality of Service (SLA) Throughput Business Value Revenues ROI Customer Satisfaction Bugs Product Process WIP Cadence CI Failures Rework Impediments Retrospectives Reviews Morale Code QualityTechnical Debt Test Coverage *thanks to MatteoVaccari Paolo Perrotta Fabio Armani Team Maturity
21. metrics quadrants Business Lead Time Cycle Time Quality of Service (SLA) Throughput Business Value Revenues ROI Customer Satisfaction Bugs Product Process WIP Cadence CI Failures Rework Impediments Retrospectives Reviews Morale Code QualityTechnical Debt Test Coverage fragile Team Maturity
22. metrics quadrants Business Lead Time Cycle Time Quality of Service (SLA) Throughput Business Value Revenues ROI Customer Satisfaction agile Bugs Product Process WIP Cadence CI Failures Rework Impediments Retrospectives Reviews Morale Code QualityTechnical Debt Test Coverage fragile Team Maturity
26. agility being agile is not the goal, it’s a mean if you are really interested there are plenty of agility tests on the Internet: Nokia Test Scrum Open Assessment - ScrumAlliance Agile Maturity Model Agile Evaluation Framework Comparative Agility Assessment etc.
27. impediments, retrospectives, reviews # of questions answered # of questions asked # action items addressed # action items assignedat previous meetings # of WTFs ? WTF!? WTF!?
28. backlogs & taskboardseverywhere tasks/user stories defects/SLA tickets impediments action items (reviews) new age based pruning kill old items! old
42. additional flowrelated metrics active WIP tasks that are really in progress and not waiting around (#,%,% of time spent) buffered WIP tasks waiting to be handed-off process efficiency active time / cycle time technical debtWIP / standard WIP # of projects a person works in parallel
44. how long since? you talked to a customer last useful retrospective you learned something at work your boss last freaked out last critical bug 3 1 6 52 2 days days days weeks week
45. and don’t forget bus factor # of key developers that need to be hit by a bus to kill a project
46. “per una vera mille sono finte” F. De André “for every true one thousands are fake”