Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Agile numbers


Published on

In this session, I talk about how empirical data (which I’m calling agile numbers) can serve as signposts on our journey to reach the goal of delivering customer value faster with maximum reliability and minimum issues. I’ll show how agile numbers can help us determine if a practice is worth the investment and whether it will improve our team’s performance. I will also share examples of agile numbers that can assist you in your agile journey. Those numbers are pulled from different sources like scientific studies, research from Google, and the 2017 State of DevOps Report.

The talk explores what empirical data tells us about what works and what doesn’t in software delivery:
* What is the best team structure that leads to high IT performance?
* What is the best architecture that leads to high IT performance?
* Do skills, experience and personalities on a team what distinguishes great teams?
* What leadership attributes are tied to high IT performance?
Is estimation scientifically valid?
* Do code review works? How much time should we spend on them?
* How long is too long for a branch?
* And much more

Published in: Technology
  • Login to see the comments

Agile numbers

  1. 1. AGILE NUMBERS_ The Signposts on Your Agile Journey By Akrem Saed
  2. 2. The name that I really wanted_
  3. 3. Current State of Agile Practices_
  4. 4. Agile didn’t start as a “landscape”
  5. 5. Why Data?_
  6. 6. Good Questions_ Which one is more popular? Which one is endorsed by my agile coach? Which one did Netflix use? Which one can scale to the size of my organization? Which one is easy to pick up? ?
  7. 7. Which ones have data behind them? ? Better Question_
  8. 8. Current State_ of Discourse
  9. 9. “Google has been using it for years” “I’ve used it in a past project and worked wonders” “Our competitors are using it “ “I’ve read this blog post” “It’s trending on Twitter/publications/conferences” “It made sense to me!” Subjective Measures_
  10. 10. Controlled Scientific Studies Statistical Analysis of IT Behavior Comparative Case Studies Large-Scale Experiments Small-Scale Experiments Objective Measures_ (a.k.a Agile Numbers)
  11. 11. Scientific Studies & Research_
  12. 12. What We Know About Software Engineering_ “Bits of Evidence: What We Actually Know About Software Development, and Why We Believe It’s True” - Greg Wilson, January 2010
  13. 13. Standard Of Proof_ “.. the debate is hampered because not enough people know how to develop DSLs effectively” - Martin Fowler, 2009 “One of the smartest guys in our industry made two substantive claims in an academic journal without a single citation ….. I think the debate is hampered by low standards of proof” - Greg Wilson, 2010
  14. 14. Raise the Standard: Studies_ Anchoring and Adjustment in Software Estimation (Aranda and Easterbook 2005) Finding: the anchor mattered more than experience, how formal the estimation method was, or anything else.
  15. 15. (van Genuchten 1991 and many others) The two biggest causes of project failure are poor estimation and unstable requirements. (Woodfield, 1979) For every 25% increase in problem complexity, there is a 100% increase in solution complexity. (Thomas et al, 1997) If more than 20-25% of a component has to be revised, it’s better to rewrite it from scratch. Raise the Standard: Studies_
  16. 16. (Fagan 1975) Rigorous inspections can remove 60-90% of errors before the first test is run. (Nagappan et al (2007) & Bird et al (2009) Physical distance does not affect post-release fault rates. Distance in the organization chart does. Raise the Standard: Studies_ (Kemerer and Paulk 2009) 200 LOC/hour or less is an effective rate for code reviews, identifying more than half of the defects
  17. 17. Want more studies?_ Making Software: What Really Works, and Why We Believe it By Andy Oram & Greg Wilson
  18. 18. Erdogmus and Williams 2003 Pairs passed 15% more of the automated post-development test cases. Salleh et al 2009 Pair programming creates an environment conducive to more advanced learning and social interaction, leading to students being less frustrated, more confident and more interested in IT More Studies: Pair Programming_ Erdogmus and Williams 2003 Average difference in programmer-hours between pairs and solo devs was not statistically significant.
  19. 19. Chong and Hurlbutt 2007 Engineers seemed more engaged when in possession of keyboard or perceived control was imminent Vanhanen and Kapori 2007, Vanhanen and Lassenius 2007 Pair programming contributed to team morale, increased discipline in use of other prescribed practices (e.g. TDD, coding standards, and frequent integration) More Studies: Pair Programming_ Arisholm et al 2007 Large experiment demonstrated a quality improvement with pairs on complex tasks but not on simpler tasks
  20. 20. Folk Medicine in IT_ Study What Already Works in the Wild
  21. 21. Project Aristotle_ Quest to Build The Perfect Team
  22. 22. Aristotle:Test the commonly-held myths_ ‘‘... there was nothing showing that a mix of specific personality types or skills or backgrounds made any difference. The ‘who’ part of the equation didn’t seem to matter.’’ - Abeer Dubey, leader of Project Aristotle New York Times >
  23. 23. Aristotle: The Safety Hint_ What distinguished the “good” teams from the dysfunctional groups was how teammates treated one another. Evidence for a Collective Intelligence Factor in the Performance of Human Groups Woolley et al. (2010)
  24. 24. “As long as everyone got a chance to talk, the team did well, But if only one person or a small group spoke all the time, the collective intelligence declined.’’ - Anita Williams Woolley Equal Talk Time1 Aristotle: The Safety Hint_
  25. 25. Teammates were skilled at figuring out how others felt based on their tone of voice, expressions and other nonverbal cues. 2 Aristotle: The Safety Hint_ High average social sensitivity
  26. 26. Aristotle: 1+1 Psychological Safety_ “[Psychological safety is] a sense of confidence that the team will not embarrass, reject or punish someone for speaking up,’’ - Amy Edmondson (1999) TEDx Talk >
  27. 27. Aristotle: The Finding_ “There were other behaviors that seemed important as well — like making sure teams had clear goals and creating a culture of dependability. But Google’s data indicated that psychological safety, more than anything else, was critical to making a team work. ”
  28. 28. More About Project Aristotle_ New York Times > Google re:Work >
  29. 29. Surveys & Statistical Models_
  30. 30. 27,000 Survey responses 3,200 People 6 Years DevOps Report: The Data_
  31. 31. DevOps Report: Diverse Data Set_ Demographics DevOps teams increased ● from 16% in 2014 ● to 19 % in 2015 ● to 22% in 2016 ● to 27% in 2017. DevOps Report 2017 >
  32. 32. DevOps Report: Diverse Data Set_ Respondent by Regions
  33. 33. DevOps Report: IT Performance_
  34. 34. Stability gap Throughput gap High Performing Teams Vs Low Performing Teams DevOps Report: IT Performance Gap
  35. 35. DevOps Report: IT Performance Gap
  36. 36. The High Performing Teams’ Advantages High responsiveness to market changes Better customer experience Faster time to market DevOps Report: IT Performance Gap
  37. 37. DevOps Report: Technical Practices_
  38. 38. 33% more of configuration management 27% more of testing 30% more of deployments 27% more of change approval processes High Performing Teams Vs Low Performing Teams DevOps Report: Automation
  39. 39. Medium- were doing more manual work than low-performing teams in DevOps Report: Automation
  40. 40. “Continuous Delivery significantly contributes to both lower deployment pain and higher IT performance” DevOps Report: Continuous Delivery
  41. 41. In 2015, high-performing teams were more likely to have loosely coupled architecture. ● Loosely Coupled Teams contribute to better IT performance. ● Loosely Coupled Architecture derives IT performance. ■ Bounded Contexts (Domain Driven Design) ■ APIs ■ Test doubles for testing In 2017, DevOps Report: Architecture
  42. 42. Biggest contributor to Continuous Delivery (bigger than test and deployment automation) is if a team can do: ● Make design changes without permission or dependency ● Complete its work without involving other teams ● Deploy and release on demand ● Do most of testing on demand without integrated test environment ● Deploy during business hours with negligible downtime DevOps Report: Continuous Delivery & Teams
  43. 43. 2017 High-performing teams spent 21% less time on unplanned work and rework 44% more time on new features or code 2016 High-performing teams spent 22% less time on unplanned work and rework 29% more time on new features or code DevOps Report: Quality
  44. 44. In 2017, report analyzed how long branches live and time to integrate branches into trunk High-performing teams spend only hours on both measures Low-performing teams spend days In 2016, higher software delivery performance contributed by: Merging code into trunk on daily basis Having short-lived branches and forks (less than 1 day) Having fewer than three active branches DevOps Report: Trunk-Based Dvlpmnt._
  45. 45. DevOps Report: Lean Product Management_
  46. 46. In 2017 the report found IT performance predicts lean product management practices In 2016 lean product management practices predicted: ● Higher IT performance ● Lower deployment pain DevOps Report: Lean Product Management_ 2016 + 2017 A virtuous cycle between LPM and software delivery pipeline
  47. 47. Impact of Leadership DevOps Report: Impact of Leadership_
  48. 48. Statistically significant differences between high-performing and low-performing teams when it comes to 5 leadership characteristics DevOps Report: Transformational Leader
  49. 49. Teams with least transformative leaders are 50% less likely to exhibit high performance DevOps Report: Transformational Leader
  50. 50. DevOps Report: Transformational Leader
  51. 51. Objective Team Transformation How should your team evolve?
  52. 52. Dig Deeper1 Objective Team Transformation
  53. 53. Pick a Practice or Insight from Here2 Objective Team Transformation
  54. 54. Favor Objective Measures3 Objective Team Transformation
  55. 55. Measure Impact on Your Team4 Objective Team Transformation
  56. 56. Act on Measured Impact5 Objective Team Transformation
  57. 57. @AkremSaed Who was this Akrem dude ?