1. Agile 101:Basic Measurements
Dhaval Panchal, CST and Agile Coach
Halim Dunsky, Director of Delivery
Excellence
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2. Dhaval Panchal
• Certified Scrum Trainer (CST) and Agile
Coach
• Consults with range in size from mid-sized
product companies to the Fortune 100.
• Experience in software
development, business and functional
analysis, lean office
implementations, organizational
change, system architecture, business
intelligence and project management.
• Writes about software development and
coaching on his blog.
(http://dhavalpanchal.gettingagile.com/)
• Received his B.S. in Engineering University of
Mumbai, India.
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3. Halim Dunsky
• Director of Delivery Excellence responsible for
cultivating and retaining top-tier employees
and ensuring successful delivery on software
development and consulting engagements
• Worked for a wide range of companies in
leadership and technical positions
• Formerly Director of Operations and a founding
core faculty member at Bainbridge Graduate
Institute
• Received his B.A. in Communications from
Northwestern University and his M.A. in
Organizational Systems from Saybrook
Graduate School; CSM, CSPO
5/1/200 3
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4. Measurements: Point of View
• Coaching Agile Teams
• Actionable Indicators
• Incomplete Information
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5. The Agile Manifesto
―We are uncovering better ways of developing software
by doing it and helping others do it. Through this work
we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we
value the items on the left more.‖
www.agilemanifesto.org
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6. Measurements
Informational
Motivational
“Nothing about a piece
of information makes it
inherently motivational
Process Refinement Coordination
or informational.
Rather, it is the way in
which the information is
used that determines
the measurement
Agile Use
category.”
- Robert D. Austin [1996]
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8. Agile Principles
―Build projects around
motivated
individuals
Give them the
environment and
support they need
Trust them to get the
job done‖
www.agilemanifesto.org/principles.html
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9. Agile Principles
• ―Working software is
the primary
measure of
progress.‖
www.agilemanifesto.org/principles.html
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10. The Scrum Framework
24 hours
Daily Scrum
Coordination Process
Meeting
Refinement
Sprint
Retrospective
Sprint
Typically 2
weeks to 1 Sprint Review
Sprint Planning Meeting
month in
duration
Vision Potentially
Sprint Backlog Shippable
Product
Increment
Product Backlog
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25. Sprint Burn-Up
• Will the team deliver
committed stories? 30
Story Points
• Incremental delivery
20
means ―Done
Done‖ 10
2
1 3 4 5 6 7 8 9
Days
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26. Glossary Terms
Product Backlog Item
User Story
As a <user>
I want <action>
User Story
So that <goal>
8
As a <user>
I want <action>
So that <goal>
Sprint Planning
Source: “Agile Estimating and Planning,” by Mike Cohn
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27. Glossary Terms: Done Done
• Definition of Done: Helps us • Acceptance Criteria: Helps
build the thing right us build the right thing
(deliverables) (functionality)
Acceptance Criteria
Architecture •View status as “waiting for
pickup”, “en route” or “delivered”
Analysis
Infrastructure •Date of each step in route
•Estimated time of delivery
Design
Coding
Testing
Performance
Testing
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28. Sprint Burn-Up: How to Measure
• Initial
– Cumulative total of 30
all story points
Story Points
committed at sprint 20
planning
• On going 10
– Cumulative total of
story points “done
done” during sprint. 2
1 3 4 5 6 7 8 9
Days
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29. Sprint Burn-Up: Coordination
• Business Value focus
Start END
Scrum-a-fall Stories
Completed = 0
Incremental Stories
Completed = 3
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32. Sprint Burn-Up: Process Tuning
• Reveal
effectiveness of
divide and conquer
strategies
• Encourages role
sharing
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33. Sprint Burn-Up: Pitfalls to avoid
• Do not abandon Sprint burn down chart
180
170
Hours Remaining
160
150 30
Story Points
140
130
120
110
100 20
90
80
70
80
50 10
40
30
20
10
2 2
1 1
3 4 5 6 7 8 9 3 4 5 6 7 8 9
Days Days
http://www.agilejournal.com/articles/columns/articles/274-the-agile-v-scorecard
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34. Sprint Burn-Up: Pitfalls to avoid
• Do not wait until the last day of sprint to
seek acceptance on stories.
30
Story Points
NOT “Done
Done!”
20
10
2
1 3 4 5 6 7 8 9
Days
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35. Burn-up Chart
• Early and
continuous
feedback
• Focus on delivering
business value
• Drives cross-
functional behavior
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37. Velocity
• Amount of product
backlog a team can
complete within a given
sprint
– Measured sprint by sprint
– Based on actual track record of a
team delivering working software
– Provides basis for planning
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38. Velocity: How to Measure
• Team estimates Product Backlog Items
• Team pulls estimated Product Backlog
Items in Sprint Planning
• Team executes on Sprint
• Story points completed and accepted
count towards Sprint Velocity
Sprints Story Points Story Points Velocity
Committed Accepted
1 20 16 16
2 24 24 24
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40. Velocity : Coordination
• Release planning
with key stakeholders
• Dependency management with
external teams
Slide 41
41. Velocity: Coordination Use
Prioritized Product Backlog
Sprint n+1
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
Sprint n+2
As a frequent flyer, I want to…
The location of the arrow is
As a frequent flyer, I want to…
determined by team velocity
As a frequent flyer, I want to…
and the number of remaining
As a frequent flyer, I want to…
Sprint n+3
iterations
As a frequent flyer, I want to…
As a frequent flyer, I want to…
We’ll be here by the
As a frequent flyer, I want to…
planned deadline
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
Source: “Agile Estimating and Planning,” by Mike Cohn
As a frequent flyer, I want to…
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42. Velocity: Coordination
Prioritized Product Backlog
• Risk management
Iteration 1
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
Iteration 2
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
At our slowest velocity we’ll finish here
As a frequent flyer, I want to…
At our current velocity we’ll finish here
As a frequent flyer, I want to…
As a frequent flyer, I want to…
At our long-term average we’ll finish here
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
As a frequent flyer, I want to…
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43. Velocity : Process Tuning
• Solid Agile teams have consistent velocity
(+/- 20% rule)
• Velocity trending down or up? Look to
technical debt handling, team processes
• Fluctuations? Look to stabilize
team, environment
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45. Velocity: Pitfalls to avoid
• Velocity between teams is not
comparative or additive
• Velocity does not show relative
performance or productivity of teams
• Velocity does not imply commitment
• Do not use Not-Done work in velocity
calculations
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46. Summary
• Burn Down tracks effort remaining
• Burn Up tracks business value delivered
• Velocity tracks team history
of delivered software
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47. • Founded: 1979
• Employees: 250+
• Headquarters: Redmond, WA
• Full range of technology
consulting services—from
Agile training and consulting
to software development and
talent acquisition
• Leading provider of Scrum
Certification Training
Slide 48
50. Upcoming SolutionsIQ Webinars
from VersionOne
Soon Agile Portfolio Metrics: A Dashboard for
Executives
Soon Strategies for Maximizing Agile Portfolio
Value
Slide 51
51. Thank You
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