The Agile Metrics Panel Date: Tuesday, June 10, 2014 Time: 11:30am to 12:00pm Speaker(s): Hope Lynch, Mehul Kapadia, Rob Uhlrich Track: Quantify Agile Room: Farragut Role(s): Change AgentCoachDev ManagerDevelopment DirectorDevOpsDirector EngineeringDirector OperationIT ManagerPMO / ePMOProduct Line Dir.Product ManagerProgram ManagerQARally Workspace AdminRelease Train EngineerUX * Bring your toughest questions on identifying, measuring and analyzing Agile performance metrics. Our panel of experts will share their insights around what metrics work best in their organization, and which lead to decisive behaviors and cultures of innovation and speed. * What metrics do you use to help your teams and programs improve? * How do you use this information to target your improvement ares? Select training and consulting to help? What advice do you have in terms of applying these techniques at other’s organizations?

1. The Agile Metrics Panel
Date: Tuesday, June 10, 2014
Event: RallyON 2014
Panelists: Mehul Kapadia, Hope Lynch, Rob Uhlrich

2. Introduction
• Mehul Kapadia leads Agile PMO organization as Director of Project
Management at Identifix.
• Over the span of his career, he has been instrumental in the execution of
large scale, global enterprise software implementation and integration
projects in industries ranging from Automotive to Consumer products.
• He has lead Organizational and Team Level transformations to Agile. He has
coached Executives, Teams and Individuals on Agile principles (Scrum, Lean,
XP, Kanban) and rolled out SAFe (Scaled Agile Framework).
• Mehul believes in continuous learning and continuous improvement. He has
relentlessly pursued this passion to influence improvements in organizational
effectiveness in the roles of internal change agent/coach as well as external
consultant.
• Mehul holds MBA from Brigham Young University and Bachelor of
Engineering from University of Mumbai. He is also Certified Scrum Master,
Certified Scrum Product Owner and SAFe Program Consultant.
© Mehul Kapadia

3. Role of Agile Metrics in your Organization
• Metrics take the emotion out and set the stage for tough discussions
with end result of the continuous process of behavior change from
developers to executives.
• We have used them to have training decisions to organization change
decisions after undergoing appropriate root cause analysis.
• We use appropriate metrics at team level, program level and portfolio
level.
© Mehul Kapadia

4. Our Most Valuable Metric
• Velocity is the not the point, it’s the throughput.
• Throughput Points/Dev/PSI – (For Features Accepted)
• It’s one metric that sums up the PSI state. We want throughput for
business. With normalized story points, the aggregation of points only
for features accepted gives us the correct picture of PSI throughput.
• It provides the great starting discussion for problem solving
workshop. Most common root causes are WIP and Dependency
management issues.
© Mehul Kapadia
NormalizedPointsCapacity/Dev/PSI
ReleaseTrain
DeveloperStrength
PointsAccepted
(ForFeaturesAccepted)
Throughput
Points/Dev/PSI
(ForFeaturesAccepted)
ThroughputDelivered%
(Points)
(ForFeaturesAccepted)
45 60 478 8 20%

5. Why it provides the real state of PSI?
• Supports Organizational goals, measures alignment of strategy
execution to development output and sums up the issues affecting
throughput.
• What percentage matters – 80%, 40% or 20% ?
© Mehul Kapadia
PSI2014-02Status
PointsScheduled
(Firm)
PointsScheduled
(Stretch)
PointsAccepted PointsAccpted% PSIPlannedCapacity
(Points)
PointsScheuled 2441 141 1958 80% 2705
PSI2014-02Status
FeaturesScheduled
(Firm)
FeaturesScheduled
(Stretch)
FeaturesAccepted
ThoruhputDelivered%
(FeaturesAccepted)
FeatureScheuled 100 15 40 40%
NormalizedPointsCapacity/Dev/PSI
ReleaseTrain
DeveloperStrength
PointsAccepted
(ForFeaturesAccepted)
Throughput
Points/Dev/PSI
(ForFeaturesAccepted)
ThroughputDelivered%
(Points)
(ForFeaturesAccepted)
45 60 478 8 20%

6. Pitfalls of Metrics
• Metrics should be the starting point of discussion to understand the
context and root causes.
• They identify the focus areas and teams where we need to channel
our efforts.
• When a measure becomes a target it ceases to be good measure.
– Goodhart’s law
© Mehul Kapadia

7. Questions and Contact
Questions: ???
Contact:
Mehul Kapadia
• LinkedIn - www.linkedin.com/in/mehulkapadia/
• Twitter - @mehulpkapadia