Agile Mumbai 2023

1. A Presentation by Pranav Menon
SUSTAINABLE
AGILE
METRICS
www.agilemumbai.com

2. INTRODUCTION TO THE SPEAKER
Project Manager & professional Scrum Master coming with experience working with
many fortune 500 companies in multitude of domains including, healthcare, tourism
& hospitality, consumer goods, delivery route optometric.
7+ Years working with various organizations and stakeholders in multiple time zones
and regions for developing high performing Agile delivery teams

3. INTRODUCTION
01
BENEFACTOR
1.1
METRICS
02
TECHNICAL & SOFT METRICS
03
TABLE OF CONTENTS
CHALLENGES
04
SUCCESS STORY
05
MAJOR TAKEAWAYS
06
SUCCESS STORY

4. INTRODUCTION
What is Sustainable Agile
Metrics
01

5. Sustainable
Agile Metrics
Sustainable agile metrics are a set of key performance indicators &
measurements used within agile development frameworks to assess
and improve the sustainability of the development process.
SAM go beyond traditional agile metrics like velocity and burndown
charts, focusing on long-term success, quality, and team well-being.

6. BENEFACTOR
PRODUCT OWNER Support product owners to adapt to customer
needs
CUSTOMERS Ensures customers to receive quality products
on time
PROJECT MANAGER Helps project managers to manage risks and
resources effectively
ORGANIZATION
the organization as a whole is able to achieve
financial success and maintain a competitive
edge in the market.
TEAM They empower teams to make data-driven
improvements
1.1
sustainable agile metrics benefit a wide range of stakeholders by promoting efficient, high-quality, and sustainable development processes.

7. METRICS
What are the different
Sustainable Agile Metrics
02

8. WHAT ARE THE DIFFERENT SAM’S ?
TECHNICAL SAM’S
SOFT SAM’S
These are statistically proven metrics that
dictates agile sustainability
Soft people skill metrics that indicated agile
sustainability.

9. TECHNICAL & SOFT METRICS
03

10. ● Velocity Trends
● Cycle & Lead time
● WIP limits
● Sprint Success rate
● Code Quality
● Bug Density
● Technical Debt
● Artifacts
● Knowledge Sharing
TECHNICAL & SOFT SAM’s
● Team Health
● Sustainability Retro
● Customer Satisfaction

11. ● It refers to the long-term changes in the speed or rate
of growth of team efficiency in delivery over a period of
time.
● This is a sustainable metric to determine the median
velocity of a team and the effect on the velocity due to
changes in team,its performance or its capacity
TECHNICAL SAM’s
VELOCITY TRENDS
Sprint Velocity Change Reason Impact
Sprint 1 65 SP’s - NA NA
Sprint 2 60 SP’s <5 SP Planned holidays Reduced capacity for this sprint,
discounted capacity for next SP
Sprint 3 62 SP’s >2SP additional support from resources Increase in work output
Sprint 4 62 SP’s - NA NA
Sprint 5 65 SP’s >3 SP Full capacity + support Velocity restore
Median Velocity 63 SP

12. CYCLE VS. LEAD TIME
● The Lead Time measures the time from the moment the customer makes a request to the time they
receive something. The Cycle Time measures the time it takes the development team to work on the
request and deliver it.
● Both are good indicators of a team’s ability to deliver value to their customers. The ultimate
goal is to reduce the lead time as that is something valued by customers.

13. WIP LIMITS
● In agile development, work in progress (WIP) limits set the maximum amount of work that can exist
in each status of a workflow. Limiting the amount of work in progress makes it easier to identify
inefficiency in a team's workflow.
● Bottlenecks in a team's delivery
pipeline are clearly visible before a
situation becomes dire.
● WIP limits improve throughput and
reduce the amount of work "nearly
done", by forcing the team to focus on a
smaller set of tasks.

14. ● The Sprint Goal Success Rate is the percentage of sprints in
which the team successfully achieves all the goals they set at
the beginning of each sprint.
● It is a measure of the team's ability to stay focused and
complete the planned work during the sprint.
SPRINT SUCCESS RATE
A high success rate indicates that the team consistently
meets its goals, while a lower rate indicates they need
to analyze their performance and adapt their Sprint
Planning and Execution.

15. CODE QUALITY & BUG DENSITY
CODE QUALITY
Refers to how well a piece of
software adheres to best
practices
BUG DENSITY
the number of confirmed bugs in a software
application or module during the period of
development, divided by the size of the software.

16. TECHNICAL DEBT
● The implied cost incurred when businesses do not fix problems that will affect them in the future.
● Accruing technical debt causes existing problems
to get worse over time.
● The longer debt builds up, the more costly it
becomes to rectify.

17. ARTIFACTS & KNOWLEDGE SHARING
● While it is a straightforward task, but often overlooked in terms
of detailing.
● Every individual team has its own needs and uniqueness which
should be documented keeping in mind anyone who goes
through the artifact with the right skill set should be able to
understand and absorb.
● By sharing the knowledge through regular knowledge discovery
sessions teams can be made cross functional and build
situational awareness.

18. TEAM HEALTH
Team Health is a vital part of SDLC. this
determines how efficiently the team can
work based on their sense of fulfillment.
The better the Team health, higher the chances of success as the team is
able to move forward with a positive outlook and attitude.
SOFT SAM’s

19. SUSTAINABILITY RETRO
● Comprehensive insights with thorough analysis that is achieved
through examining retrospectives over broader periods of time.
● We try to align with organizational goals and future planning ensuring
the team’s efforts are not only focused on immediate gains but also
contribute to the larger vision of the org.

20. CUSTOMER SATISFACTION
● It’s the ultimate goal for Agile delivery, making
it extremely important to measure it through
constant customer feedback.
● By Prioritizing frequent interactions and
collaboration between customers and
development team, good customer satisfaction
can be built.

21. 04
CHALLENGES

22. CHALLENGES
ADAPTING TO A
LARGER VISION
It will be challenging to go
from focusing on a few tasks
to truly understanding the
larger vision
RESISTANCE TO CHANGE
Team and stakeholders could
pose resistance to change or
even frequent changes that
might be necessary to adapt.
COLLABORATION
ISSUES
Working with multiple moving
parts may result in
collaboration issues if not
done right.

23. AGILE
SUCCESS
STORY

24. MAJOR TAKEAWAYS
ROOTED IN AGILE
Sustainable agile metrics are deeply rooted
in the Agile Manifesto's core values and
principles.
DATA-DRIVEN
EVOLUTION
SAM relies on data and KPIs & drive
improvements.
QUALITY-DRIVEN
Code quality metrics, such as code coverage
and complexity, are central to sustainable
agile practices.
STRATEGIC DM
At the organizational level, sustainable agile
metrics help leaders make strategic
decisions related to resource allocation,
project investments, and overall company
strategy.
By measuring customer satisfaction and the
delivery of value, these metrics ensure that
the development process aligns with real
customer needs and expectations.
ENHANCED TEAM WELL
BEING
By measuring factors like work-life balance
and satisfaction, they contribute to creating
a more enjoyable and sustainable work
environment.
CUSTOMER-CENTRIC

25. ● SAM’s are performance indicators
used to evaluate long term success of
an agile project.
● They include technical and soft
techniques like lead time, cycle time,
bug density, code quality and customer
satisfaction.
● By implementing the metrics and
inspecting, course correcting over a
long period of time good sustainability
in terms of agile delivery can be
maintained.
● Customer satisfaction and efficient
delivery team with a positive mindset
is the ultimate goal to be achieved.
LESSONS LEARNED

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THANK
YOU!