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Top Metrics for Agile @Agile NCR2011

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• Qualitative and Quantitative Motivation &amp; Informative External and Internal Fully Supervise and Partial Supervise. Team over Individual
• Predictability Baseline, Estimation Productivity Value delivered to Customer Progress rate Trend
• In the given example - Budget = 100 \$ Total SP = 120 Total Sprint = 12 After 4 th Sprint where in First Sprint SP Accepted 9 out of10, in Second Sprint 10 out of 10, in Third 10 : 10 &amp; in Fourth 10:10 APC = 39/120 which is 0.325 , in % 32.5 EPC = 4/12 = 0.33 , in % 33.33 PV = 0.33 x 100 = 33 EV = 0.325 x 100 = 32.5 Lets assume is AC = 40 \$ (or 400 Hrs, where 10 Hrs = 1 \$) SPI = 32.5/33 = 0.98 CPI = 32.5/40 = 0.81
• Book : Laws of Simplicity
• Top Metrics for Agile @Agile NCR2011

1. 1. AGILENCR 2011 © Cybercom Datamatics Information Solutions. <ul><li>Priyank </li></ul><ul><li>email: [email_address] </li></ul>TOP METRICS FOR AGILE
3. 5. Measure Metrics
4. 6. DEFINITIONS <ul><li>Effort – the actual hours required to write the software. </li></ul><ul><li>Defect – the unaccepted functionality, hopefully identified by test case… through web search - A flaw in a component or system that can cause the component or system to fail to perform its required function. </li></ul><ul><li>Schedule/Duration –the calendar time to get something done </li></ul><ul><li>Cost – strongly correlated with effort, but duration also plays a role </li></ul><ul><li>Size – something that can be counted/measured. Hopefully it is representative of effort. </li></ul><ul><li>Plan/Estimated – our educated guess, is a probability. </li></ul><ul><li>Actual – measured result. </li></ul><ul><li>Quality – A delight </li></ul>
5. 7. METRICS FOR AGILE <ul><li>Efforts ,Top-Line, Velocity, Burn-Down, </li></ul><ul><li>Cost </li></ul><ul><li>Schedule, Time to market , Cycle time </li></ul><ul><li>Defects </li></ul><ul><li>Technical debt </li></ul><ul><li>Can help you </li></ul><ul><ul><li>Understand about scrum performance </li></ul></ul><ul><ul><li>Drawing scrum progress, productivity, predictability </li></ul></ul><ul><ul><li>Analyze quality and value </li></ul></ul><ul><ul><li>Pain points, Improvement areas </li></ul></ul><ul><ul><li>Motivation & Performance </li></ul></ul><ul><ul><li>Simple </li></ul></ul><ul><ul><li>Scrum (Time Boxed Continuous Iterations & Release) </li></ul></ul>NEED OF THESE METRICS
6. 8. MANIFESTO FOR AGILE © Agile Alliance http://agilemanifesto.org
7. 9. AGILE IS VALUE DRIVEN & ADAPTIVE Constraints Estimates Features Schedule Cost Cost Schedule Requirement Agile - Adaptive Predictive Value Driven Plan Driven
8. 10. TOP-LINE, RELEASE BURN-UP <ul><li>Base Measure – </li></ul><ul><li>Total Number of Story Points </li></ul><ul><li>Total Number of Sprints Planned </li></ul><ul><li>Story Points planned at each sprint </li></ul><ul><li>Story Points completed in each sprint </li></ul>
9. 11. VELOCITY <ul><li>Velocity is relative measure of progress. It can be measured by Feature delivered in an iteration </li></ul><ul><li>& It is a measure of how much Product Backlog the team can complete in a given amount of time. </li></ul><ul><li>Feature are usually initial stories and some times are set of feature with some non features. </li></ul>
10. 12. BURN DOWN <ul><li>Burn-down chart shows the estimated number of hours required to complete the tasks of the Sprint. </li></ul><ul><li>And similar to earned-value chart if you count the delivered functionality over time – Accepted work. </li></ul><ul><li>It shows both the status and rate of progress (“velocity”) in a way that is both clear and easy to discuss. </li></ul>
11. 13. BURN UP <ul><li>Burn-up chart shows the amount of Accepted work (that work which has been completed, tested and met acceptance criteria) </li></ul><ul><li>And is shows the Scope - how much work is in the project as whole. </li></ul>
12. 14. SCHEDULE & COST METRICS <ul><li>Metrics can be derived from this – </li></ul><ul><li>Actual percent complete (APC) </li></ul><ul><li> = Complete Story Point/Total Story Points </li></ul><ul><li>Expected Percent Complete(EPC) </li></ul><ul><ul><li>= Number of completed iterations /number of planned iteration </li></ul></ul><ul><li>Planned Value (PV)= EPC x Budget </li></ul><ul><li>AC =Actual Cost in \$ or soft-cost in Hrs spent </li></ul><ul><li>EV(Earned Value)=APC x Budget </li></ul><ul><li>Schedule Performance Index (SPI) </li></ul><ul><ul><li>= EV/PV, greater than 1 is good (ahead of schedule) </li></ul></ul><ul><li>Cost Performance Index (CPI) </li></ul><ul><ul><li>= EV/ AC, greater than 1 is good (under budget) </li></ul></ul><ul><li>Cost variance (CV) = EV – AC, greater than 0 is good (under budget) </li></ul><ul><li>Schedule variance (SV)= EV –PV, greater than 0 is good (ahead of schedule ) </li></ul><ul><li>Value realization or Velocity. </li></ul><ul><li>Base Measure – </li></ul><ul><li>Budget Allocated for the project </li></ul><ul><li>Total Number of Story Points </li></ul><ul><li>Total Number of Sprints Planned </li></ul><ul><li>Story Points planned at each sprint </li></ul><ul><li>Story Points completed in each sprint </li></ul><ul><li>Release variance – plan vs. actual </li></ul>© Source : Agile EVM: Earned Value Analysis in Scrum Projects by Tamara Sulaiman Runyon
13. 15. <ul><li>In the given example - </li></ul><ul><li>Budget = 100 \$ </li></ul><ul><li>Total SP = 120 </li></ul><ul><li>Total Sprint = 12 </li></ul><ul><li>After 4 th Sprint where in First Sprint SP Accepted 9 out of 10, in Second Sprint 10 out of 10, in Third 10 : 10 & in Fourth 10:10 </li></ul><ul><li>APC = 39/120 which is 0.325 , in % 32.5 </li></ul><ul><li>EPC = 4/12 = 0.33 , in % 33.33 </li></ul><ul><li>PV = 0.33 x 100 = 33 </li></ul><ul><li>EV = 0.325 x 100 = 32.5 </li></ul><ul><li>Lets assume is AC = 40 \$ (or 400 Hrs, where 10 Hrs = 1 \$) </li></ul><ul><li>SPI = 32.5/33 = 0.98 </li></ul><ul><li>CPI = 32.5/40 = 0.81 </li></ul>VALUE REALIZATION (VELOCITY)
14. 16. DEFECTS <ul><li>Defect Removal Efficiency (DRE) is a base measure which we can tailor for Scrum </li></ul><ul><li>DRE = E / ( E + D ) </li></ul><ul><ul><li>Where E = No. of Errors found before delivery of the software and </li></ul></ul><ul><ul><li>D = No. of Errors found after delivery of the software </li></ul></ul><ul><li>@Scrum </li></ul><ul><ul><li>E = No. of Errors found before delivery of the software in any iteration (@ during sprint execution )and </li></ul></ul><ul><ul><li>D = No. of Errors found after delivery of the software (@ Production ) </li></ul></ul><ul><li>Ideal DRE = 1. </li></ul><ul><li>DRE less than 1 needs RCA </li></ul>
15. 17. TECHNICAL DEBT Quality can be best view through code …. Reference : http://nemo.sonarsource.org Copyright : http://sonarsource.org
16. 18. FEW MORE BASICS QUALITY METRICS <ul><li>Technical debt </li></ul><ul><li>Test case, Bugs </li></ul><ul><li>Complexity </li></ul><ul><li>Cyclomatic Complexity </li></ul><ul><li>Violations </li></ul><ul><li>Class, Methods, Duplication, Comments etc.. </li></ul>
17. 19. QUALITY METRICS - Reference : http://nemo.sonarsource.org Copyright : http://sonarsource.org
18. 20. REFERENCES - <ul><li>http://www.mountaingoatsoftware.com </li></ul><ul><li>http://www.agilemodeling.com </li></ul><ul><li>http://jamesshore.com/ </li></ul><ul><li>http://java.net/projects/hudson/ </li></ul><ul><li>http://www.sonarsource.org/ </li></ul><ul><li>http://docs.codehaus.org/display/SONAR/Metric+definitions </li></ul><ul><li>https://wiki.rallydev.com </li></ul><ul><li>http://www.infoq.com/ </li></ul><ul><li>http://www.appliedscrum.com </li></ul>
19. 21. cdis.in