Agile Metrics


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Agile Metrics by Nikolay Alimenkou done on Agile Gathering 6, Ukraine.

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  • Slides 36-38: It is imperative to relate metrics against the organization's vision and goals. If you cannot do that, its possible that its a worthless metric.
    Second, its possible to look at all the data being produced, select what looks like a good candidate, and be wrong. This is the 'bottom-up' approach that a lot of engineers seem to like. Its better to start with the vision and goals, prioritize, analyze against existing processes, then reduce the candidates for metrics to a small number. With this 'top down' approach, you have a better chance of selecting a more correct metric. Its possible, too, that the selected metric isn't being recorded right now. So, you have to do it.
    Bottom line? you want the metrics that really show the health of the organization or of the process. Basically, the 'heartbeat' of the process. Find it, and you're way ahead.
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Agile Metrics

  1. 1. Agile Metrics Alimenkou Mikalai 11.10.2008
  2. 2. Agenda Introduction Process metrics Metrics basics Automation metrics Business metrics Testing metrics Code metrics Other metrics Design metrics Best practices
  3. 3. Introduction quot;Tell me how you will measure me and I will tell you how I will behavequot; - Eliyahu Goldratt ”If you can’t measure it, you can’t improve it” - Lord Kelvin
  4. 4. Metrics VS Diagnostics
  5. 5. Metrics Uses Understand real ROI Plan market strategies, product releases Fail fast and save money Identify and mitigate business risks Estimate new projects Award bonuses to developers
  6. 6. Why Do We Measure? To inform To compare To motivate To understand To improve To protect
  7. 7. Why Metrics Are So Important? Great help for retrospectives Continuously gives feedback Help to have healthy code base To refactor code To be able to do frequent releases Show issues early
  8. 8. Metrics Approaches Using wrong metrics No metrics at all Using right metrics
  9. 9. Useless Metrics Total lines of code Line of code per developer Total number of completed tasks Total time worked Bugs fixed
  10. 10. Business Metrics RTF (Running Tested Features) Earned Business Value (EBV) Net Present Value (NPV) Internal Rate of Return (IRR) Return on Investment (ROI)
  11. 11. RTF Basics Running – shipped in a product Tested – continuously pass acceptance tests Features – real customer given features
  12. 12. RTF Agility RTF requires feature count to grow from first day so team is focused on features RTF requires feature count to grow continuously so team integrates often RTF requires features to be tested so team has contract with the customer RTF requires tests continue to pass so tests are automated RTF requires to grow smoothly so design will need to be clean
  13. 13. RTF Smells RTF is zero from start during some sprints RTF starts fast and then slow down RTF behaves like yoyo RTF grows too quickly
  14. 14. EBV Basics Each story has its own relative weight assigned by product owner Each story has binary status: done/not done EBV calculated as sum of weights for done stories
  15. 15. EBV Agility Focus on business value so no big upfront design Don’t work on layers, but on features Customer sees value immediately Features prioritizing instrument Help planning releases and demos
  16. 16. Business Metrics Tools Agile task management tool/plug-in Issues management system MS Excel
  17. 17. Code Metrics Cyclomatic complexity Best practices violation Coding standards violation Possible bugs Code duplication Code coverage Dead code Tests quality
  18. 18. Code Metrics Tools Checkstyle PMD/CPD Jester Findbugs Simian Maven site plug-in Intellij IDEA inspections
  19. 19. Checkstyle Sample
  20. 20. PMD Sample
  21. 21. Findbugs Sample
  22. 22. Maven Site Plug-in Sample
  23. 23. Intellij IDEA Inspections Sample
  24. 24. Design Metrics Code dependencies Incoming (Affering Coupling) Outgoing (Efferent Coupling) Abstractness Number of abstract classes and interfaces Number of concrete classes
  25. 25. Design Metrics Tools JDepend Eclipse CAP plug-in
  26. 26. JDepend Sample
  27. 27. Process Metrics Agile practice maturity Impediments cleared per iteration Impediments carried over the next iteration User stories carried over the next iteration User stories done per iteration Defects carried over the next iteration Team member loading Velocity Backlog size
  28. 28. Velocity Classic velocity Speed velocity Interruptions per day
  29. 29. Impediments Backlog
  30. 30. Backlog Size
  31. 31. Process Metrics Tools Issues management system Special agile tools/plug-ins Physical task management tools MS Excel
  32. 32. Automation Metrics Code coverage Number of builds per day Time taken per build Number of failed/success builds Trends in code metrics
  33. 33. Automation Metrics Tools Continuous integration tools CruiseControl TeamCity Bamboo Hudson Continuum Cobertura Clover Maven dashboard plug-in
  34. 34. TeamCity Sample
  35. 35. Cobertura Sample
  36. 36. Testing Metrics Acceptance tests per story Defects count per story Tests time to run Tests run frequency Manual tests per story Automation percent Time to fix tests
  37. 37. Testing Metrics Tools FitNesse Concordion Selenium Issues management system Testing automation tools
  38. 38. Other Metrics WTFs per minute VCS Activity
  39. 39. Metrics Evaluation Checklist
  40. 40. Example: Business Value Delivered
  41. 41. Example: Velocity
  42. 42. Best Practices Don’t produce metrics that no one wants Be honest about metrics usage Don’t use metrics to compare teams Use metrics as a basis of discussion Don’t demoralize team with metrics Take team state into account when selecting metrics Don’t select hard produced metrics
  43. 43. Best Practices Measure outcomes, not outputs Measure results, not activity Measure work items done, not time spent per task Follow trends, not numbers
  44. 44. Best Practices Don’t measure something just because you can Use just enough set of metrics Use metrics that are easy to collect Share metrics to get feedback Different metrics for product and process
  45. 45. Any Questions?