Governance of agile Software projectsby an automated KPI Cockpit in the Cloud
Presentation of Dr. Udo Wilski, CTO and Member of Board
at the Swiss IT Sourcing Forum in Zuerich, 2012
Support of project by pliXos
Managers encounter continued pressure to deliver more software in less time and they tend to introduce many different KPIs to measure success. But why do they introduce KPIs in the first place? Which are the good KPIs? Which ones are not useful? And which ones are the harmful ones? This white paper presents some of the most common KPIs and the expected outcomes that you could find using them. Agile Vs. Waterfall
We are doing Agile well..We have been Agile now.. Is it just an assumption or do we have data to support it? Do metrics add any value or they are just a fad? Good metrics affirm & reinforce Agile principles. They open up the conversation and help the teams to improve. They are not only for management, it is for everyone who wants to inspect and adapt.
So this presentation is about how metrics can be used effectively in Agile to enable transparency and improve the overall efficiency at the team/ program and portfolio level.
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It’s been said: If you can’t measure it, you can’t improve it. For most agile teams burndown charts and some type of velocity measurement are all they are doing. However, with just a few more metrics, you can gain substantial insight into how teams are performing and identify improvement opportunities. Andrew Graves explores seven key metrics―Effort by Class of Service, Accuracy of Estimation, Cost per Point, and four others―to measure how your team is doing and make adjustments in real time. Andrew illustrates how to use these metrics to communicate progress to stakeholders. Discover how to use these metrics to identify and analyze trends that lead to performance improvement ideas and strategies. Learn how to use these seven metrics to monitor the impact of changes made to verify they are bringing the hoped-for difference.
Managers encounter continued pressure to deliver more software in less time and they tend to introduce many different KPIs to measure success. But why do they introduce KPIs in the first place? Which are the good KPIs? Which ones are not useful? And which ones are the harmful ones? This white paper presents some of the most common KPIs and the expected outcomes that you could find using them. Agile Vs. Waterfall
We are doing Agile well..We have been Agile now.. Is it just an assumption or do we have data to support it? Do metrics add any value or they are just a fad? Good metrics affirm & reinforce Agile principles. They open up the conversation and help the teams to improve. They are not only for management, it is for everyone who wants to inspect and adapt.
So this presentation is about how metrics can be used effectively in Agile to enable transparency and improve the overall efficiency at the team/ program and portfolio level.
Seven Key Metrics to Improve Agile PerformanceTechWell
It’s been said: If you can’t measure it, you can’t improve it. For most agile teams burndown charts and some type of velocity measurement are all they are doing. However, with just a few more metrics, you can gain substantial insight into how teams are performing and identify improvement opportunities. Andrew Graves explores seven key metrics―Effort by Class of Service, Accuracy of Estimation, Cost per Point, and four others―to measure how your team is doing and make adjustments in real time. Andrew illustrates how to use these metrics to communicate progress to stakeholders. Discover how to use these metrics to identify and analyze trends that lead to performance improvement ideas and strategies. Learn how to use these seven metrics to monitor the impact of changes made to verify they are bringing the hoped-for difference.
Big Apple Scrum Day 2015 - Advanced Scrum Metrics PresentationJason Tice
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Agile Metrics for Senior Managers and ExecutivesVersionOne
In this webinar, find out about agile appropriate metrics at the customer, portfolio and project levels. Presented by LitheSpeed, LLC.
Want to check out the full webinar? Visit http://pm.versionone.com/Webinar_MetricsExecs.html
Agile Metrics : A seminal approach for calculating Metrics in Agile ProjectsPrashant Ram
A seminal approach for calculating Metrics in Agile Projects. Overview, Analysis and Detailed Description of a proposed set of comprehensive metrics for Agile Projects.
XBOSoft runs through the Top 10 Agile Metrics revealing the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
XBOSoft and Go2Group run through the top data points you should be measuring in your Agile Workflow. We’ll show you what to track, when and how often, and most importantly – why. Many believe that metrics are useless, but unless you measure, how can you systematically improve or know how you are doing? And with velocity as an overarching objective in agile, you should be tracking other things so that you know what else you could be impacting by going faster. But, with all the metrics so readily available to us today, how do we filter through to the most meaningful?
Our top 10 Metrics reveal the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
Patricia Carlin, General Manager ThoughtWorks talks about Metrics versus Diagnostics, Reporting Progress and Providing Visibility. And also the necessity of producing metrics that add value and eliminating metrics that are now deemed irrelevant. The discussion also comprises guidelines on effectively using metrics on an Agile Project as well as different types of metrics used on ThoughtWorks projects.
Key Performance Indicators: Valuable Tools for Measuring PerformanceVesta Corporation
Key performance indicators, or KPIs, can be a valuable tool to help companies evaluate how they are performing. This presentation examines how KPI rates and indicators are calculated, why they can vary from business to business, and when not to compare KPIs to others in the industry. A handy checklist is included to help companies ensure their KPIs support their business needs, as well as how existing KPIs can be refined and thoughts on developing a forward-looking KPI strategy to evolve as the business does.
Visit www.trustvesta.com to view the integrated fraud and guaranteed payments solutions available to your organization.
How to measure a product development organization? Lean/Agile provides a fresh view on this. Kanban goes further and makes it VERY easy to measure. Learn what to look at and how.
Agile metrics: Measure and Improve:
Mattia Battiston (SKY) and David Leach (Reed Online) share their expert views on velocity, agile ROI, reporting and measuring impact.
Sponsored by Wemanity - www.wemanity.com - the agile driving force
Agile Metrics - how to use metrics to manage agile teamsXBOSoft
In managing agile teams, how to use tools and agile metrics to improve velocity, lower costs or increase end user experience.
- How to use metric to manage agile teams
- What tools to use to analyze those metrics
- How to create and improve development through a dashboard
Governance of agile SW projects · White PaperpliXos GmbH
Effective governance of an offshore SW development project by an automated KPI cockpit. Customer case study.
Experts see the central and highly optimised governance of multiple service providers
– fully in line with customers’ requirements – as the future in outsourcing services
delivery. Innovative Software solutions out of the private Cloud are essential for
the successful delivery of “Multi-Vendor Management” or “Service Integration”. The
pliXos Outsourcing Director provides total visibility and control over any application
development project for the whole team – whatever their location.
In Information and Communication Technology (ICT) a ‘deliverable’ may be either software (perceived as an ‘output’) or a service (perceived as an ‘outcome’). On the one hand, the differences between software and service have led to the design of parallel models and lifecycles with more commonalities than differences, thereby not supporting the adoption of different frameworks. For instance, a software project could be managed applying best practices for services (e.g. ITIL), while some processes (e.g. Verification & Validation) are better defined in models of the Software Management domain. Thus, this paper aims at reconciling these differences and provides suggestions for a better joint usage of models/frameworks. To unify existing models we use the LEGO approach, which aims at keeping the element of interest from any potential model/framework for being inserted in the process architecture of the target Business Process Model (BPM) of an organization, strengthening the organizational way of working. An example of a LEGO application is presented to show the benefit from the joint view of the ‘software + service’ sides as a whole across the project lifecycle, increasing the opportunity to have many more sources for this type of improvement task.
Big Apple Scrum Day 2015 - Advanced Scrum Metrics PresentationJason Tice
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Agile Metrics for Senior Managers and ExecutivesVersionOne
In this webinar, find out about agile appropriate metrics at the customer, portfolio and project levels. Presented by LitheSpeed, LLC.
Want to check out the full webinar? Visit http://pm.versionone.com/Webinar_MetricsExecs.html
Agile Metrics : A seminal approach for calculating Metrics in Agile ProjectsPrashant Ram
A seminal approach for calculating Metrics in Agile Projects. Overview, Analysis and Detailed Description of a proposed set of comprehensive metrics for Agile Projects.
XBOSoft runs through the Top 10 Agile Metrics revealing the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
XBOSoft and Go2Group run through the top data points you should be measuring in your Agile Workflow. We’ll show you what to track, when and how often, and most importantly – why. Many believe that metrics are useless, but unless you measure, how can you systematically improve or know how you are doing? And with velocity as an overarching objective in agile, you should be tracking other things so that you know what else you could be impacting by going faster. But, with all the metrics so readily available to us today, how do we filter through to the most meaningful?
Our top 10 Metrics reveal the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
Patricia Carlin, General Manager ThoughtWorks talks about Metrics versus Diagnostics, Reporting Progress and Providing Visibility. And also the necessity of producing metrics that add value and eliminating metrics that are now deemed irrelevant. The discussion also comprises guidelines on effectively using metrics on an Agile Project as well as different types of metrics used on ThoughtWorks projects.
Key Performance Indicators: Valuable Tools for Measuring PerformanceVesta Corporation
Key performance indicators, or KPIs, can be a valuable tool to help companies evaluate how they are performing. This presentation examines how KPI rates and indicators are calculated, why they can vary from business to business, and when not to compare KPIs to others in the industry. A handy checklist is included to help companies ensure their KPIs support their business needs, as well as how existing KPIs can be refined and thoughts on developing a forward-looking KPI strategy to evolve as the business does.
Visit www.trustvesta.com to view the integrated fraud and guaranteed payments solutions available to your organization.
How to measure a product development organization? Lean/Agile provides a fresh view on this. Kanban goes further and makes it VERY easy to measure. Learn what to look at and how.
Agile metrics: Measure and Improve:
Mattia Battiston (SKY) and David Leach (Reed Online) share their expert views on velocity, agile ROI, reporting and measuring impact.
Sponsored by Wemanity - www.wemanity.com - the agile driving force
Agile Metrics - how to use metrics to manage agile teamsXBOSoft
In managing agile teams, how to use tools and agile metrics to improve velocity, lower costs or increase end user experience.
- How to use metric to manage agile teams
- What tools to use to analyze those metrics
- How to create and improve development through a dashboard
Governance of agile SW projects · White PaperpliXos GmbH
Effective governance of an offshore SW development project by an automated KPI cockpit. Customer case study.
Experts see the central and highly optimised governance of multiple service providers
– fully in line with customers’ requirements – as the future in outsourcing services
delivery. Innovative Software solutions out of the private Cloud are essential for
the successful delivery of “Multi-Vendor Management” or “Service Integration”. The
pliXos Outsourcing Director provides total visibility and control over any application
development project for the whole team – whatever their location.
In Information and Communication Technology (ICT) a ‘deliverable’ may be either software (perceived as an ‘output’) or a service (perceived as an ‘outcome’). On the one hand, the differences between software and service have led to the design of parallel models and lifecycles with more commonalities than differences, thereby not supporting the adoption of different frameworks. For instance, a software project could be managed applying best practices for services (e.g. ITIL), while some processes (e.g. Verification & Validation) are better defined in models of the Software Management domain. Thus, this paper aims at reconciling these differences and provides suggestions for a better joint usage of models/frameworks. To unify existing models we use the LEGO approach, which aims at keeping the element of interest from any potential model/framework for being inserted in the process architecture of the target Business Process Model (BPM) of an organization, strengthening the organizational way of working. An example of a LEGO application is presented to show the benefit from the joint view of the ‘software + service’ sides as a whole across the project lifecycle, increasing the opportunity to have many more sources for this type of improvement task.
The seminar focused on the benefits of having a single tool for both Project Portfolio Management and Requirement Management or even Defect Management and Risk Management as well.
S.I.T. is a remote IT consultancy that solves the business of companies specifically in the area of technology. Another solution sold to technology companies is the quality of system developments that are delivered to the end user.
As companies around the world look to get a jump on AI efforts, there’s one major question: with dozens of potential AI use cases but limited resources, how can organizations prioritize the right projects?
Carefully selected and well-designed Enterprise AI projects facilitate faster and more efficient collaboration among AI scientists and engineers and ultimately help organizations set up for AI success. In this presentation we share a comprehensive framework for:
1) Choosing relevant projects: defining needs from business lines and cost/benefit analysis.
2) Advanced project scoping: aligning stakeholders, anticipating key steps, defining success metrics.
3) Operationalization of AI projects: challenges and best practices.
Presentation on Agile Testing Days 2018
Title: Agile Thinking drives digital Innovation
An integrated agile process model for digital innovation
Combination of effective agile methods and efficiency of process structure.
Guideline to implement an agile innovation process in organizations
Improve Estimation maturity using Functional Size Measurement and Historical ...Harold van Heeringen
Many software projects still fail in recent years, also agile projects. Improving estimation maturity in order to start with a realistic estimate instead of an optimistic one can really save billions of dollars in most local software industries. The Chinese government may now be moving towards an active software estimation maturity improvement strategy in its new 5-year plan. Functional size measurement and relevant historical data as well as parametric estimation tools are key to such a strategy. This presentation was the key-note speech at the China System and Software Process Improvement Association conference on software estimation, Beijing China, May 27 2016.
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Governance of agile Software projectsby an automated KPI Cockpit in the Cloud
1. Governance of agile Software projects
by an automated KPI Cockpit in the Cloud
Dr. Udo Wilski, CTO and Member of Board
Zürich, 8. March 2012
2. LOYALTY PARTNER SOLUTIONS Udo Wilski – „Automated KPI Cockpit for agile offshore Projects“
Key Messages
• Important steps of “continuous journey”
– Upfront cleanup of processes (“CMMI”), agility (SCRUM), i.e. for team transparency
– e-2-e tool support (requirements mgmt., effort tracking, team communication, quality mgmt. etc.)
– Well thought selection of offshore provider (size, mgmt., engagement model & contract)
– Stringent project management and vendor governance (operational & strategic, ongoing)
• Successful large agile offshore Software project
– 10 – 20% increase of efficiency (“agile instead of waterfall”)
– > 30% cost reduction after less than 1 year (“offshoring”)
– Increased scalability and flexibility (“offshore”)
– Faster time to market (“agile”)
• Major challenges
– Transparency of project status and “early warning indicators”?
– How to measure and achieve insights into team performance (internal and external)?
• Solution
– Definition of fitting Key Performance Indicators (KPIs) by expert team prior to provider engagement
– Alignment of KPIs with development process, engagement model and incorporation in contract
– Implementation of automated KPI Cockpit for their measurement and continuous governance
– Building on KPIs to directly benchmark with experienced peers (internal & external)
2
3. LOYALTY PARTNER SOLUTIONS Udo Wilski – „Automated KPI Cockpit for agile offshore Projects“ 3
Europe's largest and most successful customer loyalty
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and many more …
4. LOYALTY PARTNER SOLUTIONS Udo Wilski – „Automated KPI Cockpit for agile offshore Projects“ 4
LPS Heritage in Software Development
• Initial Situation
Multiple projects
Internal development + customer projects
Internal staff + freelancers, since 2007 nearshore
Internal investigations: effort estimations XX% to low
Implementation of agile processes (SCRUM) in Spring 2008
• Requirements
Faster time to market
Reduced costs
Increased flexibility
• Dedicated offshore initiative mid 2009
Bangalore, India set due to a parallel investment in the Indian Loyalty market (i-mint acquisition)
Agility (SCRUM) set, effort estimations in form of Story points based on User Stories
Research and selection of news set of supporting tool environments according new set up
Planning & implementation of offshore initiative by external expert advice (pliXos)
…
5. LOYALTY PARTNER SOLUTIONS Udo Wilski – „Automated KPI Cockpit for agile offshore Projects“
Strategic offshore initiative: Major steps
5
1. Fitting longlist (~15) of offshore service providers
– Bangalore, India as delivery location
– Tier 2 – 3 for “management attention”
– Suitable for a long term partnership (skills, mgmt. etc.)
2. Detailed Request for Information (RFI)
– 150 questions on all aspects, enforcing high quality responses
– Systematic evaluation
– 2 customer reference calls per provider
3. Preparation of LPS predefined frame agreement
(incl. KPIs, SLAs, job roles, skills, agile process descriptions etc.)
4. Offshore visits by LPS management, audits
5. Parallel sessions with 2 finalists
– Negotiation of LPS frame agreement
– Management sessions and technical workshops
6. Final selection by LPS management AND LPS team (“facts and perceptions”)
1 2
6. LOYALTY PARTNER SOLUTIONS Udo Wilski – „Automated KPI Cockpit for agile offshore Projects“ 6
Accout DirectorLPS Vendor Mgmt.
Focus KPI Cockpit:
Overview and insights for project and executive management
LPS Executive Mgmt.
LPS Project Mgmt.
Sub Project Mgmt.
Teams
SP Executive Mgmt.
SP Project Mgmt.
PMO/PDM/Scrum
Champions
Teams
= no unstructured communication
= structured and well documented
LPS Offshore SP
Use of development
tools „as is“
Extended reporting
with KPI Cockpit, e.g.
by new KPIs, trends etc.
Full access for LPS
Limited subset for SP
Value KPI Cockpit
Automated data collection, KPI calculation and presentation across tools
Manpower used for interpretation of reports and action NOT data preparation
7. LOYALTY PARTNER SOLUTIONS Udo Wilski – „Automated KPI Cockpit for agile offshore Projects“ 7
26 KPIs for agile offshore Software project
9 Business Case (BC)
4 Productivity (PR)
5 Service Provider Relationship (SPR)
8 Quality Assurance (QA)
Example: PR-2: Story Point per PD; PR-5: Velocity
8. LOYALTY PARTNER SOLUTIONS Udo Wilski – „Automated KPI Cockpit for agile offshore Projects“
Examples of further “in build” analysis
PR-2: Progression of productivity
BC-1: Spent vs. billed effort per month
Story Points / Efforts
per individual Sprint
offers transparency on
evolution of SP’s
productivity over time
(“learning curve”).
SP monthly costs calculated by
LPS on Efforts logged in system
vs. actual bills by SP.
9. LOYALTY PARTNER SOLUTIONS Udo Wilski – „Automated KPI Cockpit for agile offshore Projects“
Evaluation of Cost per Story Point after first steady state
• Only efforts for technical
tasks are considered
• Only closed and resolved
Story Points and the related
tasks are considered
• Blended rate as per internal
calculation and estimation in
which month the Sprint
occurred, including
freelancers deployed
• 80% of efforts by dedicated
onsite team allocated for
offshore support
In average offshore Cost per Story Point seems to reach 70%, including a share
of nearly 30% directly attributable to the onsite team supporting offshore
10. LOYALTY PARTNER SOLUTIONS Udo Wilski – „Automated KPI Cockpit for agile offshore Projects“
BM-1, Cost per Story Point
667 € 565 €
439 € 665 €
0 €
200 €
400 €
600 €
800 €
1.000 €
1.200 €
1.400 €
Project1 Project2
Offshore Costs Onsite Support for Offshore
Benchmarking of 2 “comparable” offshore projects
• Different offshore Service Providers
• Different customer Teams
• Same technology
• Only "technical tasks" are considered
(Development, QA, onsite team for
support/governance of offshore team)
• Offshore productivity is ~XX% of
respective Onsite baseline in
both cases
• The Onsite/Offshore cost ratio varies
(Project1 0,66 vs. Project2 1,18)
and suggests further investigation
1.106 €
1.230 €
The Cost per Story Point for the offshore delivery including onsite support &
governance lies within a ~10% variance
11. LOYALTY PARTNER SOLUTIONS Udo Wilski – „Automated KPI Cockpit for agile offshore Projects“
Work in progress & next steps
1. Benchmarking (“use only working group”)
2. Further e-2-e Tool Integration (“funded research project”)
3. Vendor Consolidation
13. Thank You
Dr. Udo Wilski
Loyalty Partner Solutions GmbH
Theresienhöhe 12
80339 München
Germany
Tel +49 (0)89 96 16 09 – 2530
udo.wilski@lpsolutions.com
www.lpsolutions.com
Feedback?
Interested in joining our „user only“ working group Benchmarking?