Agile Metrics, Value And Software - By Don McGreal
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This session examines some common and not-so-common metrics and introduces the Evidence Based Management as a guide for continuously measuring your business goals, aligning them with your software development efforts, and then deciding what to do next.
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Agile Metrics, Value And Software - By Don McGreal
- 1. www.synerzip.comwww.synerzip.com Agile Metrics, Value, and Software Don McGreal don.mcgreal@improvingenterprises.com @donmcgreal linkedin.com/in/donmcgreal
- 2. www.synerzip.comwww.synerzip.com Agenda 1. Types of Metrics 2. Problems with Metrics 3. Metrics in Software Development 4. Evidence-Based Management 5. Questions
- 3. www.synerzip.comwww.synerzip.com How do you measure progress on your software projects? How about value?
- 4. www.synerzip.comwww.synerzip.com What is Value? val·ue noun the regard that something is held to deserve; the importance, worth, or usefulness of something. For companies, it is always presented in money terms. Profit derived from the use of a product or service
- 5. www.synerzip.comwww.synerzip.com Delivery Metrics Pizzas Delivered per Trip Time taking an order Time for Delivery Miles per Delivery Fuel Used Order Accuracy (Quality) Route Efficiency Orders per Driver Owner Metrics Revenue Investments/Costs Customer Satisfaction Repeat Customers Employee Satisfaction Growth Market Drivers & Trends Market Share Circumstantial Direct
- 6. www.synerzip.comwww.synerzip.com Delivery Metrics Velocity Number of Tests Code Coverage Defects Coupling Cohesion Code Complexity Build Failures Process Adherence Owner Metrics Revenue Per Release Per Employee Investments/Costs Customer Satisfaction Employee Satisfaction Lead & Cycle Time Innovation Rate Customer Usage Circumstantial Direct
- 9. www.synerzip.comwww.synerzip.com 1. Efficiency Using circumstantial metrics as your main guide can lead to more overhead and waste.
- 10. www.synerzip.comwww.synerzip.com 2. Vision Are we aligned?
- 11. www.synerzip.comwww.synerzip.com 2. Vision Using circumstantial metrics as your main guide can misalign the business and the delivery organizations.
- 12. www.synerzip.comwww.synerzip.com 3. Incentive Suboptimal Metrics Source: Robert D. Austin, Measuring and Managing Performance in Organizations Performance Time measurement indicators true performance
- 13. www.synerzip.comwww.synerzip.com 3. Incentive Once a measure of performance is made a target or incentive for the purpose of driving behavior, it loses the information content that qualifies it to play such a role. This is even more true of circumstantial metrics.
- 14. www.synerzip.comwww.synerzip.com Who? Delivery Metrics Pizzas Delivered per Trip Time taking an order Time for Delivery Miles per Delivery Fuel Used Order Accuracy (Quality) Route Efficiency Orders per Driver Owner Metrics Revenue Investments/Costs Customer Satisfaction Repeat Customers Employee Satisfaction Growth Market Drivers & Trends Market Share Circumstantial Direct ??
- 15. www.synerzip.comwww.synerzip.com Who? Delivery Metrics Velocity Number of Tests Code Coverage Defects Coupling Cohesion Code Complexity Build Failures Process Adherence Owner Metrics Revenue Per Release Per Employee Investments/Costs Customer Satisfaction Employee Satisfaction Lead & Cycle Time Innovation Rate Customer Usage Circumstantial Direct ??
- 17. www.synerzip.comwww.synerzip.com Teams Have Organizational Impediments impediments management
- 18. www.synerzip.comwww.synerzip.com Management Makes Investments impediments management training, coaching, infrastructure, tools, facilities But how do we know these investments are making a difference?
- 19. www.synerzip.comwww.synerzip.com Evidence Based Medicine 1. Frame a proper, pertinent, focused, and answerable question 1. Systematically assemble best available evidence 2. Clinically appraise evidence for validity and usefulness 3. Apply results in practice of the art 4. Evaluate performance
- 21. www.synerzip.comwww.synerzip.com Evidence Based Management Current Value Ability to InnovateTime to Market Release Frequency Release Stabilization Cycle Time Installed Version Index Usage Index Innovation Rate Defects Revenue per Employee Employee Satisfaction Customer Satisfaction Product Cost Ratio
- 22. www.synerzip.comwww.synerzip.com Evidence Based Management Direct Evidence Circumstantial Evidence Improve Diagnose
- 26. www.synerzip.comwww.synerzip.com So… Agility isn’t just for IT. Agility can provide the business with a true competitive advantage. The right measurements are essential for this. They can improve communication, productivity, and business alignment.
- 29. www.synerzip.comwww.synerzip.com Synerzip in a Nutshell 1. Software product development partner for small/mid-sized technology companies • Exclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phase • By definition, all Synerzip work is the IP of its respective clients • Deep experience in full SDLC – design, dev, QA/testing, deployment 2. Dedicated team of high caliber software professionals for each client • Seamlessly extends client’s local team, offering full transparency • Stable teams with very low turn-over • NOT just “staff augmentation”, but provide full mgmt support 3. Actually reduces risk of development/delivery • Experienced team - uses appropriate level of engineering discipline • Practices Agile development – responsive, yet disciplined 4. Reduces cost – dual-shore team, 50% cost advantage 5. Offers long term flexibility – allows (facilitates) taking offshore team captive – aka “BOT” option
- 31. www.synerzip.comwww.synerzip.com Call Us for a Free Consultation! Hemant Elhence hemant@synerzip.com 469.322.0349 Thanks!