E F F E C T I V E U S A G E S O F M E T R I C S F O R A G I L E
P R O J E C T
C H A N D A N L A L P A T A R Y
EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
A G E N D A :
• W H Y T O M E A S U R E M E T R I C S ?
• H O W T O M E A S ...
EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
• “ Y O U G E T W H A T Y O U M E A S U R E ” S T A T E S A N O L D
M A N A ...
EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
W H A T I S M E A S U R E M E N T ?
“ A M E A S U R E I S A W A Y T O A P P ...
EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
W H E N D O W E G O T O D E T A I L S ?
M R I D I S P L A Y V S X - R A Y !
EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
P A T I E N T M O N I T O R I N G S Y S T E M V S A I R C R A F T C O C K P ...
EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
 F E E D B A C K A N D D E C I S I O N M A K I N G I N C O N T R O L
S Y S ...
EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
HOW AND WHO SHOULD MEASURE!
• Metrics should be designed by the people who u...
EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
HOW SHOULD WE MEASURE?
• M E A S U R E S H O U L D B E T O P D O W N , B O T...
EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
WHAT SHOULD WE MEASURE?
• W O R K I N G S O F T W A R E I S B E S T T O M E ...
EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
• W H A T I S T H E G O A L ?
• Quality , productivity,predicitbility,Custom...
IMPROVE PREDICTABILITY?
• R E L E A S E B U R N D O W N C H A R T :
• By reviewing a release burn down report, PO can unde...
IMPROVE PREDICTABILITY?
• B U R N U P C H A R T :
• A burn up chart clearly shows work completed and project scope when
to...
IMPROVE PREDICTABILITY?
• V E L O C I T Y
• Velocity is the sum of the estimates of delivered (i.e., accepted) features
pe...
IMPROVE PREDICTABILITY?
• D A I L Y B U R N D O W N C H A R T : U S E F O R M E A S U R I N G
W O R K R E M A I N I N G .
...
IMPROVE PREDICTABILITY?
• W H A T V E L O C I T Y W I L L N O T T E L L ?
• It can be easy to misuse
• Fudge the definitio...
IMPROVE PREDICTABILITY AND
PRODUCTIVITY?
 D O N E N E S S : H O W M U C H I S “ D O N E ” W H I C H A D D V A L U E
IMPROVE QUALITY?
 B U G S T A T U S
IMPROVE QUALITY?
 T E S T C A S E S T A T U S : % A U T O M A T E D ?
IMPROVE QUALITY?
 C O D E C H U R N
 W H A T T H I S C H A R T I S N O T T E L L I N G ?
WHAT ELSE TO MEASURE …..
 T E A M C A N G O O N … . .
A C C E L E R A T I O N , R A N G E D R E L E A S E B U R N D O W N...
GOAL - QUESTIONS - METRICS
 “ H O W ” C A N W E A C H I E V E C O N T I N U O U S “ V A L U E
G E N E R A T I O N ”
GOAL - QUESTIONS - METRICS
 “ H O W ” C A N R E D U C E “ D E F E C T T R E N D ” R E P O R T E D
F R O M F I E L D ?
SATISFACTION SURVEYS
 H A P P Y C U S T O M E R ! O N E O F T H E M E T R I C S N E E D T O
C O L L E C T M A N U A L L Y...
VISUAL EFFECT
GOLDEN QUESTIONS
Be careful – only measure meaningful easy-to-collect items.
SIDE EFFECT OF MEASUREMENT?
 M E T R I C S I N F L U E N C E B E H A V I O R A N D P E O P L E S T A R T
M A N I P U L A ...
SIDE EFFECT OF MEASUREMENT?
• C O M P A R I N G T E A M A V E L O C I T Y W I T H T E A M B
• I N D I V I D U A L V E L O ...
PERFORMANCE APPRAISAL
• T E A M P E R F O R M A N C E
• I N D I V I D U A L F E E D B A C K I F N E E D E D W I T H D A T ...
TAKE AWAY!
• M E T R I C S W I L L
• Tell about team
• Tell about the product
• Tell about progress
• It will unleash hidd...
TAKE AWAY!
• M E A S U R E M E N T I S N O T D E M O N S T R A T I N G
S T A T I S T I C A L C A P A B I L I T Y
• B U I L...
TAKE AWAY!
 T A L K T O P E O P L E . W I T H O U T T A L K I N G W I T H T H E T E A M
I T I S D I F F I C U L T T O I D...
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What should I we measure in Agile project?

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Agile metrics

  1. 1. E F F E C T I V E U S A G E S O F M E T R I C S F O R A G I L E P R O J E C T C H A N D A N L A L P A T A R Y
  2. 2. EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT A G E N D A : • W H Y T O M E A S U R E M E T R I C S ? • H O W T O M E A S U R E M E T R I C S ? • W H A T T O M E A S U R E I N M E T R I C S ? • H O W M U C H M E T R I C S S H O U L D W E M E A S U R E ? • S I D E A F F E C T O F M E T R I C S ! • Q & A
  3. 3. EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT • “ Y O U G E T W H A T Y O U M E A S U R E ” S T A T E S A N O L D M A N A G E M E N T M A X I M • N O T H I N G C A N B E I M P R O V E D W I T H O U T M E A S U R I N G . • M E A S U R E M E N T I N D U C E D Y S F U N C T I O N A L B E H A V I O R . Running an organization without some basic measurements is like driving a plane without a dashboard.
  4. 4. EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT W H A T I S M E A S U R E M E N T ? “ A M E A S U R E I S A W A Y T O A P P R A I S E O R D E T E R M I N E B Y C O M P A R I N G T O A S T A N D A R D O R U N I T O F M E A S U R E M E N T , S U C H A N E X T E N T , D I M E N S I O N S A N D C A P A C I T Y A S A D A T A P O I N T . T H E A C T O R P R O C E S S O F M E A S U R I N G I S R E F E R R E D T O A S M E A S U R E M E N T “ “ ( … . . ) M E T R I C S I S A Q U A N T I T A T I V E M E A S U R E O F T H E D E G R E E T O W H I C H A C O M P O N E N T , S Y S T E M O R P R O C E S S P O S S E S A G I V E N C H A R A C T E R I S T I C O R A N A T T R I B U T E ( … . ) ”
  5. 5. EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT W H E N D O W E G O T O D E T A I L S ? M R I D I S P L A Y V S X - R A Y !
  6. 6. EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT P A T I E N T M O N I T O R I N G S Y S T E M V S A I R C R A F T C O C K P I T ! C A N W E F L Y B L I N D ! T R E A T P A T I E N T B L I N D A T I C U !
  7. 7. EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT  F E E D B A C K A N D D E C I S I O N M A K I N G I N C O N T R O L S Y S T E M .
  8. 8. EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT HOW AND WHO SHOULD MEASURE! • Metrics should be designed by the people who understand the agile paradigm, so that they reinforce agile principle
  9. 9. EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT HOW SHOULD WE MEASURE? • M E A S U R E S H O U L D B E T O P D O W N , B O T T O M U P D O E S N O T W O R K , S H O U L D B E G O A L D R I V E N . • I T S H O U L D B E “ A U T O M A T I C ” T H R O U G H T O O L S T O M I N I M I Z E M A N U A L I N T E R V E N T I O N A N D “ J U S T E N O U G H " M O S T L Y “ T R E N D S ” .
  10. 10. EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT WHAT SHOULD WE MEASURE? • W O R K I N G S O F T W A R E I S B E S T T O M E A S U R E I N A G I L E A N D U S E D B Y T H E C U S T O M E R F O R A S S E S S I N G “ V A L U E ”
  11. 11. EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT • W H A T I S T H E G O A L ? • Quality , productivity,predicitbility,Customer satisfaction/Value generation(QPPC) • Self-discipline, Self-organization, Self-awareness • A S K Q U E S T I O N S , W H Y , W H A T A N D H O W T O M E A S U R E ? • C O N T I N U O U S I M P R O V E M E N T T H R O U G H M E A S U R E M E N T .
  12. 12. IMPROVE PREDICTABILITY? • R E L E A S E B U R N D O W N C H A R T : • By reviewing a release burn down report, PO can understand how quickly team has delivered backlog items and track how much work the team must still perform to complete a product release.
  13. 13. IMPROVE PREDICTABILITY? • B U R N U P C H A R T : • A burn up chart clearly shows work completed and project scope when total is fixed
  14. 14. IMPROVE PREDICTABILITY? • V E L O C I T Y • Velocity is the sum of the estimates of delivered (i.e., accepted) features per iteration.
  15. 15. IMPROVE PREDICTABILITY? • D A I L Y B U R N D O W N C H A R T : U S E F O R M E A S U R I N G W O R K R E M A I N I N G . • N O T M E A S U R E A C T U A L P R O G R E S S . M A Y B E 5 H R S . R E M A I N I N G B U T N O A C T U A L P R O G R E S S !
  16. 16. IMPROVE PREDICTABILITY? • W H A T V E L O C I T Y W I L L N O T T E L L ? • It can be easy to misuse • Fudge the definition of done and you finish more stories! • Change the scale and complete more points (what once was a 2 point story is now a 5 point story)! • Too much speed increase technical debt.
  17. 17. IMPROVE PREDICTABILITY AND PRODUCTIVITY?  D O N E N E S S : H O W M U C H I S “ D O N E ” W H I C H A D D V A L U E
  18. 18. IMPROVE QUALITY?  B U G S T A T U S
  19. 19. IMPROVE QUALITY?  T E S T C A S E S T A T U S : % A U T O M A T E D ?
  20. 20. IMPROVE QUALITY?  C O D E C H U R N  W H A T T H I S C H A R T I S N O T T E L L I N G ?
  21. 21. WHAT ELSE TO MEASURE …..  T E A M C A N G O O N … . . A C C E L E R A T I O N , R A N G E D R E L E A S E B U R N D O W N , V E L O C I T Y, I T E R A T I O N B U R N D O W N , A C T I V I T Y T I M E ( D E P L O Y M E N T ) , D E P L O Y M E N T T E S T I N G , T E A M M O R A L E , B L O C K I N G W O R K I T E M S , B U I L D H E A L T H , C O D E Q U A L I T Y , D E F E C T T R E N D , A G E O F W O R K I T E M S , R A N G E D R E L E A S E B U R N D O W N , B U S I N E S S V A L U E D E L I V E R E D , N P V , R O I , E F F O R T / C O S T P R O J E C T I O N , S T A K E H O L D E R S A T I S F A C T I O N , T E S T C O V E R A G E , A T T R I T I O N R A T E , L I F E C Y C L E T R A C E A B I L I T Y, R I S K M I T I G A T I O N … …
  22. 22. GOAL - QUESTIONS - METRICS  “ H O W ” C A N W E A C H I E V E C O N T I N U O U S “ V A L U E G E N E R A T I O N ”
  23. 23. GOAL - QUESTIONS - METRICS  “ H O W ” C A N R E D U C E “ D E F E C T T R E N D ” R E P O R T E D F R O M F I E L D ?
  24. 24. SATISFACTION SURVEYS  H A P P Y C U S T O M E R ! O N E O F T H E M E T R I C S N E E D T O C O L L E C T M A N U A L L Y !
  25. 25. VISUAL EFFECT
  26. 26. GOLDEN QUESTIONS Be careful – only measure meaningful easy-to-collect items.
  27. 27. SIDE EFFECT OF MEASUREMENT?  M E T R I C S I N F L U E N C E B E H A V I O R A N D P E O P L E S T A R T M A N I P U L A T E T H E D A T A .  C O M P A R I N G T E A M S I S N O T H E A L T H Y  “ T E L L M E H O W Y O U M E A S U R E M E , A N D I W I L L T E L L Y O U H O W I W I L L B E H A V E . ” D R . E L I G O L D R A T T
  28. 28. SIDE EFFECT OF MEASUREMENT? • C O M P A R I N G T E A M A V E L O C I T Y W I T H T E A M B • I N D I V I D U A L V E L O C I T Y • T E A M V E L O C I T Y A N D C O N T I N U O U S I M P R O V E M E N T • M A N A G E M E N T M I S U S E T H E M E T R I C S K I L L S T E A M T R U S T .
  29. 29. PERFORMANCE APPRAISAL • T E A M P E R F O R M A N C E • I N D I V I D U A L F E E D B A C K I F N E E D E D W I T H D A T A D R I V E N A good metric is comparative, understandable, ratio or a rate
  30. 30. TAKE AWAY! • M E T R I C S W I L L • Tell about team • Tell about the product • Tell about progress • It will unleash hidden something…… • B Y M E A S U R I N G I M P R O P E R M E T R I C S , W E U N W I T T I N G L Y I N V I T E U N W A N T E D B E H A V I O U R S W H I C H H A S N E G A T I V E A F F E C T O N P E R F O R M A N C E O F T H E T E A M . • D O N ’ T D O T O O M A N Y T H I N G , F O C U S 1 - 2 T H I N G S , D O N ' T T R Y T O “ B O I L T H E O C E A N ” • E N D U S E R S W I L L N O T C A R E A B O U T P R O J E C T M E T R I C S . T H E Y C A R E A B O U T H O W O U R S Y S T E M I N C R E M E N T S M A K E T H E I R L I F E B E T T E R / S I M P L E R / M O R E J O Y F U L .
  31. 31. TAKE AWAY! • M E A S U R E M E N T I S N O T D E M O N S T R A T I N G S T A T I S T I C A L C A P A B I L I T Y • B U I L D P A S S I O N F O R T H E P R O D U C T . T H I N K S Y S T E M I C . • “ W H A T W I L L I D O D I F F E R E N T L Y B A S E D O N T H I S I N F O R M A T I O N ? ” • T E A M W I L L L O O K I N T O T R E N D T H A N S T A T I C N U M B E R A N D I M P R O V E T O B E C O M E M O R E A G I L E
  32. 32. TAKE AWAY!  T A L K T O P E O P L E . W I T H O U T T A L K I N G W I T H T H E T E A M I T I S D I F F I C U L T T O I D E N T I F Y W H A T I S A C T U A L L Y G O I N G O N .  V A L U E F R O M M E T R I C S > T O T A L C O S T T O C O L L E C T T H E M E T R I C S
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