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Smart Metrics

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Smart Metrics

  1. 1. Agile On The Beach September 2011 – Smart Metrics Smart Agile Metrics September 15th, 2011 Agile On The Beach Mike Griffiths, PMP Leading Answers Inc. www.LeadingAnswers.com Presenter Background • Project Manager and Trainer • >25 years IT experience on utilities, defense, & finance • 10 years PMO Agile-to-Traditional Integration • Agile Project Management • Helped create Agile method DSDM in 1994 • 17 years agile project experience (DSDM, XP, Scrum, FDD) • Board director of Agile Alliance and APLN • Author, trainer, and presenter Agile Conference 2001-9 • Traditional Project Management • PMP, PRINCE2 certifications • PMBOK v3 and v5 contributor and reviewer • Trainer for PMI SeminarsWorld 2005-2011 • Presenter PMI Global Congress 2004-2011 • Steering Committee PMI-ACP ExamCopyright © 2011 – Mike Griffiths - www.LeadingAnswers.com. All Rights Reserved 1
  2. 2. Agile On The Beach September 2011 – Smart Metrics Agenda 6) Smart Metric 1) Measurement examples Troubles • 1 <Star> • 2 • 3 2) The Hawthorne • 4 Effect • 5 5) Leading vs. Lagging Metrics 3) “Design Factory” Metrics 4) Measuring Up Metrics are like fire…Copyright © 2011 – Mike Griffiths - www.LeadingAnswers.com. All Rights Reserved 2
  3. 3. Agile On The Beach September 2011 – Smart Metrics Measurement Not all observations are useful: • The sun rises up in the sky in the morning and then falls down again at night • Planets revolve around the earth • Stars come out at night • Heavier objects fall faster than lighter objects ”There are so many possible measures in a software process that some random selection of metrics will not likely turn up something of value” – Watts Humphrey Not all useful things are easily observable: • Spouse’s mood • Sponsor Confidence • Team Commitment "Not everything that can be counted counts, and not everything that counts can be counted“ – Albert Einstein. The Hawthorne Effect You will influence what you measure...Copyright © 2011 – Mike Griffiths - www.LeadingAnswers.com. All Rights Reserved 3
  4. 4. Agile On The Beach September 2011 – Smart Metrics Design Factory Metrics Metrics Should be: 1. Simple, self-generating 2. Relevant to the end-goal 3. Ideally, leading, future-focused Traditional Metrics Examined Desirable Characteristics: ü The Hawthorne Effect is positive ü Simple, self generating ü Relevant to the end-goal ü Leading, future-focused Traditional Metrics: • Lines of Code Written – poor, does not reward simplification, leads to code bloat • Function Points Delivered – poor, effort to generate, not relevant to the end-goal of project • Hours Worked – poor, leads to long hours, burn-out, defects, consumed budgetsCopyright © 2011 – Mike Griffiths - www.LeadingAnswers.com. All Rights Reserved 4
  5. 5. Agile On The Beach September 2011 – Smart Metrics Smarter Project Metrics Since you will influence what you measure… Choose Smarter Metrics: • Features Accepted • Sponsor Confidence • User Satisfaction • Defect Cycle Times Smarter Metrics • Features Accepted Scope (points) IPS Project Progress Spend 3000 2500 Not Started 2000 In Progress Accepted Accepted Scope Built 1500 1000 500 0 6 7 8 6 7 8 9 9 07 07 07 08 08 09 09 07 08 08 09 09 /0 /0 /0 /0 /0 /0 /0 /0 2/ 6/ 8/ 4/ 8/ 2/ 6/ 4/ 2/ 6/ 4/ 8/ 12 10 12 10 12 10 10 12 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/Copyright © 2011 – Mike Griffiths - www.LeadingAnswers.com. All Rights Reserved 5
  6. 6. Agile On The Beach September 2011 – Smart Metrics Smarter Metrics • Features Accepted 450 400 350 300 250 Not Started Not Started In Progress In Progress Features 200 Accepted Completed 150 100 50 0 Jan Feb Mar Apr May Jun Jul Aug Time Feature Based Reporting Example 2: Parking lot Diagrams FB Chief Programmers Initials Feature Set Status: Enter Order Not Started Feature Set Name Details Work in Progress (15) Number of Features in Completed the Feature Set Attention (i.e. behind) 24% Percentage Complete: Percentage Complete Bar The Feature Set called Enter Order Target Completion Month: Sep 2011 Details has 15 features and is Not Complete Complete currently 24% complete. It is due to be completed by September 2011Copyright © 2011 – Mike Griffiths - www.LeadingAnswers.com. All Rights Reserved 6
  7. 7. Agile On The Beach September 2011 – Smart Metrics Feature Based Reporting Order Processing Inventory Management CM DH LF RS NC KB Create New Capture Stock Order Process Search Customer Enter Order Payment Item (5) Details Details (6) Details (11) (9) (15) (12) 100% 95% 75% Jul 2011 24% 75% Aug 2011 Sep 2011 Oct 2011 Sep 2011 Sep 2011 Customer Management SW AW SW Create New Amend Archive Customer Customer Customer Details (4) (8) (6) Nov 2011 20% 55% Oct 2011 Sep 2011 Smarter Metrics User SatisfactionCopyright © 2011 – Mike Griffiths - www.LeadingAnswers.com. All Rights Reserved 7
  8. 8. Agile On The Beach September 2011 – Smart Metrics Smarter Metrics • Sponsor Confidence Smarter Metrics • Defect Cycle TimeCopyright © 2011 – Mike Griffiths - www.LeadingAnswers.com. All Rights Reserved 8
  9. 9. Agile On The Beach September 2011 – Smart Metrics Measuring Up • “You get what you measure” • “You get only what you measure, nothing else” • “You tend to loose the things that you can’t measure: insight, collaboration, creativity” • Nucor Steel - From startup in 1970 to North America’s largest and most profitable steel company • Incentive pay based on productivity • Measure one level above where expected / directly controllable Measuring Up in Software • Defects could be traced back to individual developers, but may be environmental • Rolling up to an entire team and get testers involved earlier to provide more timely and valuable feedback to developers “Instead of making sure that people are measured within their span of control. It is more effective to measure people one level above their span of control. This is the best way to encourage teamwork, collaboration, and global, rather than local optimization” – Mary PoppendieckCopyright © 2011 – Mike Griffiths - www.LeadingAnswers.com. All Rights Reserved 9
  10. 10. Agile On The Beach September 2011 – Smart Metrics Leading vs. Lagging Metrics • For an accountant, a perfect view of the past might be useful • For a project manager, a perfect or even an imperfect view of the future is far more useful Pay less attention to Lagging Metrics • Actual values Pay more attention to Leading Metrics • Trends • Impacts of projections Trends Observations Mar 3 Mar 10 Mar 17 Mar 24 Mar 31 Defects Opened 5 25 30 20 10 Defects Closed 1 16 35 22 15 Defects Remaining 4 13 8 6 1 CR Opened 0 18 20 23 12 CR = Change CR Closed 0 11 21 16 9 Requests CR Remaining 0 7 6 13 16 Clarif. Opened 9 12 14 8 2 Clarif. = Clarif. Closed 6 14 11 9 5 Clarif. Remaining 3 1 4 3 0 Clarifications Total Observations 7 21 18 22 17 Observation Trends 18 16 14 12 Defects Remaining 10 CR Remaining 8 Clarif. Remaining 6 4 2 0 Mar 3 Mar 10 Mar 17 Mar 24 Mar 31Copyright © 2011 – Mike Griffiths - www.LeadingAnswers.com. All Rights Reserved 10
  11. 11. Agile On The Beach September 2011 – Smart Metrics Trends - Risks Reduced Jan Feb Mar Apr ID Risk Short Name Imp Prob Sev Imp Prob Sev Imp Prob Sev Imp Prob Sev 1 JDBC driver performance 3 2 6 3 0 0 3 0 0 3 0 0 2 Calling Oracle Stored Procs via web service 2 2 4 2 0 0 2 0 0 2 0 0 3 Remote app distribution to PDAs 3 2 6 3 1 3 3 0 0 3 0 0 4 Oracle Warehouse Builder stability 2 2 4 2 3 6 2 2 4 2 0 0 5 Source system availability 2 1 2 2 1 2 2 0 0 2 0 0 6 Access to user community 2 1 2 2 2 4 2 2 4 2 1 2 7 Availability of Architect 2 2 4 2 3 6 2 2 4 2 0 0 8 Server Upgrade necessary 1 2 2 1 1 1 1 0 0 1 0 0 9 Oracle Handheld Warehouse Browser Launch 3 1 3 3 1 3 3 3 9 3 1 3 10 PST changes for BC 0 0 0 0 0 0 2 2 4 2 1 2 33 25 25 7 Project Risk Profile 35 PST changes for BC 30 Oracle Handheld Warehouse Browser Launch 25 Server Upgrade necessary Availability of Architect 20 Access to user community Source system availability 15 Oracle Warehouse Builder stability 10 Remote app distribution to PDAs Calling Oracle Stored Procs via web service 5 JDBC driver performance 0 Jan Feb Mar Apr Cycle Times Analyst UI Designer Code & UT Sys. Test 45 30 40 35 • Identifying constraints • Buffering • Managing flowCopyright © 2011 – Mike Griffiths - www.LeadingAnswers.com. All Rights Reserved 11
  12. 12. Agile On The Beach September 2011 – Smart Metrics Cycle Times Construction Cumulative Flow 140 120 Total Features Widening 100 80 } Area Analysis UI Design 60 40 Code & UT 20 Sys Test 0 /0 04 /0 04 /0 04 /0 04 /0 04 /0 04 /0 04 /0 04 /0 04 /0 04 /0 04 /0 04 /0 04 /0 04 04 05 /2 0 09 /20 21 /2 0 27 /2 0 12 /2 0 19 /2 0 26 /2 0 02 /2 0 23 /2 0 30 /2 0 07 /2 0 14 /2 0 28 /2 0 20 16 /20 Bottleneck Activity = 5/ 4 2 5 4 4 2 3 3 3 3 4 4 5 5 “UI Design” (activity /0 20 below widening area) Little’s Law Little’s Law: Cycle times are proportional to queue lengths. (We can predict completion times based on queue size)Copyright © 2011 – Mike Griffiths - www.LeadingAnswers.com. All Rights Reserved 12
  13. 13. Agile On The Beach September 2011 – Smart Metrics Task Boards & Kanban Summary 1. Use metrics wisely 2. Leverage the Hawthorne Effect 3. Measure Up 4. Favour Leading Metrics More info and slides: www.LeadingAnswers.com Email: Mike@LeadingAnswers.comCopyright © 2011 – Mike Griffiths - www.LeadingAnswers.com. All Rights Reserved 13

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