VFQ Metrics that Matter
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VFQ Metrics that matter Created for Agile:MK meetup on 4/11/2019
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VFQ Metrics that Matter
- 1. VFQ: Metrics That Matter Donald Ewart email: donald.ewart@manmaru.co.uk in: linkedin.com/in/donaldewart manmaru
- 4. In the 21st century, we thought we’d work like this…
- 5. But its more like this……But we still think like this……
- 6. Challenges Experienced Adopting & Scaling Agile Management blamed! Challenges Experienced Adopting Agile:
- 7. “Empower your people! Support us! Collaborate with everyone Don’t ask us when will it be done You have to change! We have nothing for you” But what is Agile saying to Management?
- 8. The fact is: management change is needed! 1910’s Management style 2020’s Management need Certainty Hierarchy Predict, Control People as machine components Follow the process Cost, time, scope, quality Responsibility Blame Discovery Networks Empowerment Teams Find your own process Value, flow, quality Ownership Understanding
- 9. We are in the turning point of ‘the Age of Software’
- 10. FOLLOW PUBLISHED STANDARDS RESIST CHANGE TO STANDARDS FOLLOW A PRESCRIBED WORKFLOW ORGANIZE AROUND EXPERTISE DO AS YOU ARE TOLD Certainty Mindset SUCCESSFUL DELIVERY COMES WITH PLANNING TO FIXED ENDPOINTS DELIVER TO DATES ACT FAST, LEARN FAST, IMPROVE FAST EMBRACE CHANGE CONTINUOUSLY IMPROVE WORKFLOW WORK IN COLLABORATIVE TEAMS CHALLENGE THE STATUS QUO Discovery Mindset ACCEPT UNCERTAINTY WHEN PLANNING WORK EXPERIMENT, INVENT AND CREATE The organization is directed to achieve The organization is led to discover vs So we do need a different management mindset
- 11. Are the Certainty metrics actually helpful? time scope • Ask for more cost & time • Just say yes! (team risk) • Just say no! • Drop other scope, quality or both! • Get Delayed • Drop scope, quality or both! • Cancel project? cost • Ask for more • Drop scope, quality or both! • Cancel Project?
- 12. What do Discovery Metrics look like? rather than cost rather than time rather than scope the Value are we delivering the Flow of work, end to end the Quality to our customers To make better decisions for our customers and see the effects of changes, we prefer to focus on:
- 14. We can view the value ‘Demand Mix’ based on committed backlogs 14 Demand Value Demand Features Operations Demand Maintenance Improvement Failure Demand Escaped Defects Rework Demand Technical Debt Functional Features, 30% Operational Demand, 30% Escaped Defects, 15% Rework Demand, 25% Demand Mix (by count)
- 15. Demand Value Demand Features Operations Demand Maintenance Improvement Failure Demand Escaped Defects Rework Demand Technical Debt Functional Also, ‘Supply Mix’ based on completed work 15 Features, 24% Operational Demand, 35% Escaped Defects, 18% Rework Demand, 24% Supply Mix (by count)
- 16. Features, 30% Operational Demand, 30% Escaped Defects, 15% Rework Demand, 25% Demand Mix (by count) Features, 24% Operational Demand, 35% Escaped Defects, 18% Rework Demand, 24% Supply Mix (by count) We can track Demand vs Supply Mix
- 17. Flow: Lead Time • Clock starts when a commitment is made • Clock stops when work is finished • Lead Time is the amount of time between those two points 17 Lead Time is the key indicator of the system of work Release Frequency is a leading indicator of business agility
- 18. Lead time using CFDs
- 19. Quality: Failure Load 19 35 % FAILURE LOAD The Ratio of Failure Demand to All Demand Demand Value Demand Features Operations Demand Maintenance Improvement Failure Demand Escaped Defects Rework Demand Technical Debt Functional
- 20. Are these Better Metrics? Value Flow Quality Now we can ask questions like this: • Are we delivering value? How much and what kind? For who? How might we increase this? • Is work flowing fast enough? optimally? How might we improve? • What’s our quality like? How might we enhance it? • If we make an improvement, how will we know if it worked?
- 21. Lets see it in action!
- 22. Thank You, Now Pizza! Donald Ewart email: donald.ewart@manmaru.co.uk web: manmaru.co.uk in: linkedin.com/in/donaldewart manmaru
Editor's Notes
- Introduce me. With thanks to Emergn
- After 20 years of Agile - we have come far So many aspects, so much thought leadership, new skills, new techniques, fairer, proactive & positive outlook Agile Network of techniques NEXT: but in the 21st century
- NEXT: but we work like this
- We still think in silos, controls, etc. individuals, performance, rules, career progression Even with all our techniques, frameworks, coachesmetc, we still organizae ourselves like this – where is Agile now? NEXT: Why is this?
- Management is routinely blamed for resistance Next: But Agile not speaking to them…..
- For example: Velocity is not your metric Pigs & Chickens Don’t estimate in time No PM in scrum
- Because PM from the age of steel Taylorism: Scientific management – Still taught in management schools 1890’s manufacturing industries. Functional siloes, One standard way to work, economic motivations, piece rate incentives, Scientific management methods – Managers Analyze & Plan – workers do. Managers give instruction, supervise performance. Compare mindsets – Certainty vs Discovery age of software Elon Musk: “Failure is an option here. If things aren’t failing, you are not innovating enough.” Jeff Bezos: “Be Customer orientated” Next: Where does this come from?
- In Mik Kersten’s book – history of industrial revolutions Turning point Next revolution being explored now NEXT: So we do need a different management style
- As Coaches, We need to help management, but start from where they are Management loves metrics (control), Fundamental idea & objective facts, easy to understand, build models around Metrics better inform decisions, change Systems of work, Change mindset & culture NEXT: But What Metrics? First look at what we have now
- 1st reason to change – your metrics don’t work, you are not enabled to make the right decisions Time: when going over time what decisions can you make? But what about: Are we delivering value? How can we increase this? Are we delivering the right things at the right times? Is work being done fast enough, and optimally? How might we improve? What’s our quality like? How might we enhance it? If we make an improvement, how will we know if it worked? NEXT: What do we need for a discovery mindset?
- NEXT: So first lets look more in depth at Value…
- Assuming DevOps team Value demand results in failure demand Tech Debt : More development, coding improvement Escaped Defects: Bugs NEXT: if we have this, we can see the Value breakdown
- WE can see the amount and types of value being supplied by the team NEXT: Now we can compare both views of demand
- Track over time to make more sense. Will help to manage capacity! Helps PO to decide on priority based on strategy, commitments
- Some of these characteristics can be problematic when it comes to measures. Flow is the Measure, Lead time is Metric Does an average value for Lead Time tell us anything? indicator of how quickly the system works for one particular type of work. – there may be many! It’s good if it meets the expectations of the people who initiate the work. This is VERY, VERY contextual. Distributions tell us more, so use stats, etc. Several things impact Lead time: (Capacity, demand mix, way of working etc.)
- Quality: Failure Load is an indicator of the quality of the work Failure load is a normal consequence of delivering value – sometimes it goes wrong! What is the right figure here? You should expect some You should judge it over time
- VALUE: track Trends in Demand Mix and Supply Mix FLOW: track Trends in Lead Times, Release Frequency QUALITY: track Trends in Failure Load NEXT: