This document discusses optimizing software transformation in enterprises using key performance indicators (KPIs). It notes that actual team goals often differ from stated goals, with unstated goals including avoiding job loss or maintaining power. It recommends establishing a portfolio of transformation goals balanced between short-term survival and long-term returns. Examples include virtualizing environments to reduce costs quickly while also enforcing code quality standards for longer-term benefits. The portfolio should ensure a steady flow of wins to gain recognition while also pursuing potentially huge returns from riskier changes.
Background of measuring and metric usage is traditional waterfall projects, psychology of measuring, agile response to traditional metrics, and suggested agile metrics.
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.
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?
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.
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
Background of measuring and metric usage is traditional waterfall projects, psychology of measuring, agile response to traditional metrics, and suggested agile metrics.
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.
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?
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.
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
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
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.
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.
Big Apple Scrum Day 2015 - Advanced Scrum Metrics PresentationJason Tice
Presentation given at Big Apple Scrum Day 2015 on advanced metrics for agile and scrum teams. It is recommended that teams track a few metrics for each of the 5 categories outlined in the presentation to be able to assess the impact of activities supportive of continuous improvement. The presentation includes over 30 metrics to give teams ideas on what they can measure. There isn’t a requirement to track 30 metrics on a scrum or agile team but rather teams should track just enough metrics to be able to understand their performance.
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
The primary metric in an Agile project is whether working software actually exists, and is demonstrably suitable for its intended purpose. This is determined empirically, by demonstration, at the end of every single iteration and product increment
All teams and projects are encouraged to pivot most of their measuring-attention to this fact. All other metrics are subordinate to that objective and the overriding goal of keeping the focus on rapid delivery of quality, working software.
Gain a deeper understanding of what Exploratory Testing (ET) is, the essential elements of the practice with practical tips and techniques, and finally, ideas for integrating ET into the cadence of an agile process
The 3 Revolutions (Agile, Lean, Lean Startup)Claudio Perrone
This is the (long overdue) translation of my opening keynote at the Italian Agile Day. I just presented it for IASA Ireland (International Association Software Architects).
The a3thinker.com iphone/ipad app I mentioned (on Lean problem solving, 5 Whys, etc) went on sale on the Apple store on Mar 18. The A3 Thinker's Action Deck (physical cards) is going to be on sale shortly...and it is just awesome ;-)
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.
Changing the way we change – leveraging a combination of Lean, Design, and S...Scrum Australia Pty Ltd
Lean & Agile have a shared orientation towards customer centricity, respect for people, and continuous improvement. When applied with the right intention to the appropriate context, both domains complement each other exceptionally well in solving complex business problems effectively and sustainably. Aginic and Nik Ilich from Fire & Flint collaborated in driving a principles-first approach to iteratively designing and implementing a transformative future state service onboarding journey for clients of Cerebral Palsy Alliance (CPA). Through a hybrid of lean & agile thinking, the team worked closely with key representatives of CPA, sharing the driver’s seat, to pragmatically deconstruct and deliver a vision for the future with strong agile-delivery foundations underpinning its execution.
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
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.
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.
Big Apple Scrum Day 2015 - Advanced Scrum Metrics PresentationJason Tice
Presentation given at Big Apple Scrum Day 2015 on advanced metrics for agile and scrum teams. It is recommended that teams track a few metrics for each of the 5 categories outlined in the presentation to be able to assess the impact of activities supportive of continuous improvement. The presentation includes over 30 metrics to give teams ideas on what they can measure. There isn’t a requirement to track 30 metrics on a scrum or agile team but rather teams should track just enough metrics to be able to understand their performance.
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
The primary metric in an Agile project is whether working software actually exists, and is demonstrably suitable for its intended purpose. This is determined empirically, by demonstration, at the end of every single iteration and product increment
All teams and projects are encouraged to pivot most of their measuring-attention to this fact. All other metrics are subordinate to that objective and the overriding goal of keeping the focus on rapid delivery of quality, working software.
Gain a deeper understanding of what Exploratory Testing (ET) is, the essential elements of the practice with practical tips and techniques, and finally, ideas for integrating ET into the cadence of an agile process
The 3 Revolutions (Agile, Lean, Lean Startup)Claudio Perrone
This is the (long overdue) translation of my opening keynote at the Italian Agile Day. I just presented it for IASA Ireland (International Association Software Architects).
The a3thinker.com iphone/ipad app I mentioned (on Lean problem solving, 5 Whys, etc) went on sale on the Apple store on Mar 18. The A3 Thinker's Action Deck (physical cards) is going to be on sale shortly...and it is just awesome ;-)
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.
Changing the way we change – leveraging a combination of Lean, Design, and S...Scrum Australia Pty Ltd
Lean & Agile have a shared orientation towards customer centricity, respect for people, and continuous improvement. When applied with the right intention to the appropriate context, both domains complement each other exceptionally well in solving complex business problems effectively and sustainably. Aginic and Nik Ilich from Fire & Flint collaborated in driving a principles-first approach to iteratively designing and implementing a transformative future state service onboarding journey for clients of Cerebral Palsy Alliance (CPA). Through a hybrid of lean & agile thinking, the team worked closely with key representatives of CPA, sharing the driver’s seat, to pragmatically deconstruct and deliver a vision for the future with strong agile-delivery foundations underpinning its execution.
Agile Metrics - ASTQB Workshop by Philip Lew - XBOSoftXBOSoft
When implementing software quality metrics, you need to first understand the purpose of the metric and who will be using it. Will the metric be used for measuring people, the process, illustrate the level of quality in software products, or drive towards a specific objective? QA managers typically want to deliver productivity metrics, while management may want to see metrics that support customer or user satisfaction or cost related (ROI) initiatives.
With agile development methods, we often lose sight that our primary objective is the same: quality. We’ve also added the primary objective of velocity. However, we don’t now how to measure it other than ‘velocity’ itself.
With a agile mindset, define quality for your organization with an agile looking glass. Deliver software quality metrics with actionable objectives toward increasing or improving agile’s two primary objectives, quality and velocity for working software.
You Will Learn:
-- Mistakes people make in agile metrics and how to avoid them.
-- How to consistently and systematically improve root causes of low velocity.
-- How to reduce rework.
-- How to analyze your agile process and determine meaningful metrics to present to management.
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
Management 3.0 Overview, was used to promote my Management 3.0 training arround the world. It is a slighty changed version from Jurgen Management 3.0 50 min presentation.
Was it Worth It? Measuring the Success of an Agility Project in Business Term...AgileSparks
Transforming a company that is working in "traditional" methodologies to "Agile" is expensive: management attention, overcoming change resistance, cost of consultants and time spent on re-education and training. Is it worth it? Measuring success in business terms is hard but may be crucial in management buy-in into executing an Agility project.
How will it improve the bottom lines? Can we expect more lines of code to be written by less developers? Can the success of an Agility project be somehow quantified?
This session looks at statistics gathered in my company - R&D, QA, Support, HR and Sales have all contributed their KPI graphs - to try and answer this question. I'll be presenting some enlightening graphs of before and after a major Agility project that covered many aspects of the company operations. Trying to explain the change both in qualitative AND in quantitative measures. Hopefully, making a clear business case for going Agile.
Development and implementation of MBO and KPI systems in a bankВиктор Степанов
This presentation represents a variant of system approach to the implementation of management by objectives and KPI in the bank. Offer for your bank must be based on your business need, the features of the corporate culture and IT infrastructure. Looking forward to meet you for presentation of our comprehensive services, to know out about your needs and then to prepare a proposal.
AgileLIVE Webinar: Measuring the Success of Your Agile Transformation - Part 2VersionOne
The key to a successful agile journey is to identify concrete, measurable goals. Whether your challenge is to improve software quality, time to market, productivity, customer satisfaction, innovation, employee engagement, or some combination of these, agile metrics are crucial to your success. How do you use agile metrics early and often to know that you’re going in the right direction? And how do you know when your goals have been met? This set of slides shows you how to do it using VersionOne. Watch the recording here: http://bit.ly/1m1nXEl
An outline of the differing role of KPIs at startups vs mature businesses, drawing out the implications for the approach and methodology to their development.
How does one decide if a Metric qualifies as a Key Performance Indicator? and if so, what are the characteristics of an excellent online marketing KPI?
This is a 5-step model for creating a metrics framework for your business & customers, and how to apply it to your product & marketing efforts. The "pirate" part comes from the 5 steps: Acquisition, Activation, Retention, Referral, & Revenue (AARRR!)
The Learn Phase: Recasting the Agile ManifestoTraction
In this episode of The Learn Phase, Goyo asks how can a creative agency that focuses on creating marketing and advertising in a digital world take advantage of the 12 principles of the Agile Manifesto.
Using Cost of Delay to de-scale your organisation through decentralised decis...Michael Fagan
It isn’t enough to break down our portfolio into small pieces and execute them in isolation from one another. We must acknowledge that variance in knowledge work is a fact of life, specialists are scarce, people find new jobs, life happens. Rather than think of an organisation as individual parts to be managed, think of it as a living organism which adapts and responds as a whole.
By empowering people to take decisions based on objective data linked to a shared vision people are not simply playing a game according to a set of rules, they are responsible for the game.
Don Reinertsen in his seminal book "The Principles of Product Development Flow" states:
"If you only quantify one thing, quantify the Cost of Delay. "
In this talk I will present how the Cost of Delay can be derived from data your organisation has lying around how you can super charge decision making speed and consequently the flow of value.
Benefits of Agile Software Development for Senior ManagementDavid Updike
This is a presentation to Senior and Executive Managers which is used to explain how Agile Software Development processes and practices benefit them, their organization and their customers.
Making IT Work for Your Business - 4 Key Concepts to Get the Most Out of Your...Audrey Reynolds
Learn key tools, processes and best practices from the Business Analyst toolbox that you can use to make better technology decisions and manage your IT projects effectively.
How to Build a Business Case for ERP ReplatformingBlytheco
As part of Blytheco's "Are You Ready for Replatforming?" online class series, this presentation walks through the whys, hows, and specifics of how to create a winning business case for ERP transition.
PROFES 2018, Wolfsburg: Talk by Tilman Seifert (Principal IT Consultant at QAware)
=== Please download slides if blurred! ===
Abstract: Processes cannot just be judged as ``good'' or ``efficient''---they must be appropriate for the type of project. As the type of a project changes over time,
the processes must adjust in order to stay efficient and appropriate.
We accompanied the transformation of a large and fast-growing project, using agile development methods and cloud-native technologies, from the very first steps of a prototype to the development of a customer-ready product.
This experience report shows patterns we found on the way.
It argues that systematic process evolution can be done without documentation overhead or relying on questionable process KPIs.
We only used information which is available anyway; this includes our archive of sprint retro boards which allows to create a clear picture of the project's evolution, regarding both the process and the product quality.
9 Indicators That Prove That Your Innovation Programme Will FailBoard of Innovation
On the basis of our experience with corporate clients, we collected 9 indicators that signal that something is going wrong + 13 clear actions to take!
https://www.boardofinnovation.com/blog/2017/05/29/9-indicators-that-prove-your-innovation-program-is-failing/
Aligning your compensation philosophy with business prioritiesPayScale, Inc.
As an HR leader, you play a key role in your organization's success. It's crucial that you work with your company's executive leaders to develop a compensation strategy that supports company business objectives.
In this free, one hour webinar session, Stacey Carroll, SPHR, MBA will present the basics of leading an organization through the steps to align its compensation philosophy with its mission, and values. This webinar will give you a core understanding of the connection between business and compensation strategy.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Le nuove frontiere dell'AI nell'RPA con UiPath Autopilot™UiPathCommunity
In questo evento online gratuito, organizzato dalla Community Italiana di UiPath, potrai esplorare le nuove funzionalità di Autopilot, il tool che integra l'Intelligenza Artificiale nei processi di sviluppo e utilizzo delle Automazioni.
📕 Vedremo insieme alcuni esempi dell'utilizzo di Autopilot in diversi tool della Suite UiPath:
Autopilot per Studio Web
Autopilot per Studio
Autopilot per Apps
Clipboard AI
GenAI applicata alla Document Understanding
👨🏫👨💻 Speakers:
Stefano Negro, UiPath MVPx3, RPA Tech Lead @ BSP Consultant
Flavio Martinelli, UiPath MVP 2023, Technical Account Manager @UiPath
Andrei Tasca, RPA Solutions Team Lead @NTT Data
Welocme to ViralQR, your best QR code generator.ViralQR
Welcome to ViralQR, your best QR code generator available on the market!
At ViralQR, we design static and dynamic QR codes. Our mission is to make business operations easier and customer engagement more powerful through the use of QR technology. Be it a small-scale business or a huge enterprise, our easy-to-use platform provides multiple choices that can be tailored according to your company's branding and marketing strategies.
Our Vision
We are here to make the process of creating QR codes easy and smooth, thus enhancing customer interaction and making business more fluid. We very strongly believe in the ability of QR codes to change the world for businesses in their interaction with customers and are set on making that technology accessible and usable far and wide.
Our Achievements
Ever since its inception, we have successfully served many clients by offering QR codes in their marketing, service delivery, and collection of feedback across various industries. Our platform has been recognized for its ease of use and amazing features, which helped a business to make QR codes.
Our Services
At ViralQR, here is a comprehensive suite of services that caters to your very needs:
Static QR Codes: Create free static QR codes. These QR codes are able to store significant information such as URLs, vCards, plain text, emails and SMS, Wi-Fi credentials, and Bitcoin addresses.
Dynamic QR codes: These also have all the advanced features but are subscription-based. They can directly link to PDF files, images, micro-landing pages, social accounts, review forms, business pages, and applications. In addition, they can be branded with CTAs, frames, patterns, colors, and logos to enhance your branding.
Pricing and Packages
Additionally, there is a 14-day free offer to ViralQR, which is an exceptional opportunity for new users to take a feel of this platform. One can easily subscribe from there and experience the full dynamic of using QR codes. The subscription plans are not only meant for business; they are priced very flexibly so that literally every business could afford to benefit from our service.
Why choose us?
ViralQR will provide services for marketing, advertising, catering, retail, and the like. The QR codes can be posted on fliers, packaging, merchandise, and banners, as well as to substitute for cash and cards in a restaurant or coffee shop. With QR codes integrated into your business, improve customer engagement and streamline operations.
Comprehensive Analytics
Subscribers of ViralQR receive detailed analytics and tracking tools in light of having a view of the core values of QR code performance. Our analytics dashboard shows aggregate views and unique views, as well as detailed information about each impression, including time, device, browser, and estimated location by city and country.
So, thank you for choosing ViralQR; we have an offer of nothing but the best in terms of QR code services to meet business diversity!
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
• What is SAP Fiori and why it matters to you
• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
• How SAP Fiori elements accelerates application development
• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
• How SAP Fiori paves the way for using AI in SAP apps
3. What Does A High Performance Team
Do?
Image source: http://hunterburgan.buzznet.com/photos/happybirthday/?id=53349941
What We Need
4. What You Say Your Team Goals Are
• Short Term (Cash Flow)
– Higher Income
– Lower Costs (Protect Revenue)
• Long Term (Year on Year Growth)
– Faster Time to Market
– Higher Quality Product
– Better Predictability/Transparency in Process
– Improved Team Morale
– Improved Customer Relationship
5. What You Think Your Team Goals
Are
• Short Term (Cash Flow)
– Higher Income
– Lower Costs (Protect Revenue)
• Long Term (Sustainability)
– Faster Time to Market
– Higher Quality Product
– Better Predictability/Transparency in Process
– Improved Team Morale
– Improved Customer Relationship
6. Your Actual Team Goals
• Short Term
– All Public Goals Met (On Paper)
– Nobody (Important) Gets Fired
– Nobody (Important) Quits
– Everyone (Important) Gets a Good Raise and Bonus
• Long Term
– Everyone Keeps or Increases Their Personal Power,
Starting with You, The Leader
11. Enterprise Change is
Usually Incremental
Incremental innovation:
Solution-driven creativity
Concrete practice
Extrinsic motivation
Needs an opportunity to contribute a solution
Radical innovation:
Problem-driven creativity
Abstract theory-related ideas
Intrinsic motivation
Needs time to work the problem
Radical and Incremental Creativity: Antecedents and Processes, by Gilson and Madjar, in Psychology of
Aesthetics, Creativity, and the Arts, 2011, Vol 5, No 1., cited in “Innovation Management Best Practices,” Jackie
Fenn , VP & Gartner Fellow, July 25, 2013
12. How do you direct the
driver AND motivate
the elephant?
19. Simplest Scaling: Opportunistically
Identified Reference Instances
Disperse the coached projects to get maximum
impact. (1 per major vertical, per location, for
example)
What you want for a reference instance:
Friendly, relaxed, and trustworthy sponsor
Small, non-critical, likely to be successful.
What you may get:
Desperate executive
Huge, mission-critical program already going up in
flames.
20. Further Out: Combination of New,
Repeat, and Self-Evangelizing
Business
Plan for staffing bump in coaches
(FTE is cheaper and stickier than FTC)
Teams generally like it once they
start. Keep counting them as they do
new projects
Teams can help each other without
you later.
23. Further Out: Measure
Actual Business ROI
Start driving from the business!
Project Planned/Actual Market Impact (Protect or
Expand)
Project Planned/Actual Operational Savings
Monetize “saved keystrokes”
Monetize labor cost savings with increased
internationalization
Planned/Actual Progress Towards Other Goals
Community support
Social Justice
26. Low Hanging Quality
Measures
Functional Quality measured by defect
trending
Performance and Security
Technical Debt Quantified: Total Cost of
Ownership
Unit Test Coverage
Code Complexity
31. Actual Low-Hanging
Practices
Collaborative, collocated requirements
workshops
Software environment virtualization
Refactored code base/attend to technical debt
Automated combinatorial-data-based testing,
supported by a robust test data strategy
Continuous integration, automated
deployment
32. Further Out: Seriously
Gritty Change
Collocation; team rooms
Staffing patterns the norm, not the exception, where all team
members are employed at the same time for the whole project
Planned, thoughtful and large-scale reduction of accumulated
technical debt
Empowerment of teams
Budget, vendor, contract, and hiring reform
Different methodologies to handle different problems within a
single company
34. What Are My Choices?
• Option 1: Keep Doing What You’re Doing (Lowest
Risk, Lowest Return)
• Option 2: Change Everything (Highest Risk, Highest
Potential Return)
-OR-
35. Acknowledge and Balance Your Team
Goals as a Portfolio
-0.2
0
0.2
0.4
0.6
0.8
1
-500000 0 500000 1000000 1500000 2000000 2500000 3000000
Net Present Value (NPV)
Size of bubble is proportional to total value generated over lifetime use of new
team techniques.
ProbabilityofSuccess
36. 1 Minute Theory of Portfolio
Tuning
Ensure long term return
Ensure short term team survival
Ensure steady flow of corporate recognition from “sure
bets,” balanced by potentially huge returns on high-
risk items.
37. Do you see a problem here?
-0.2
0
0.2
0.4
0.6
0.8
1
-500000 0 500000 1000000 1500000 2000000 2500000 3000000
Low Risk,
High Return
High Risk,
High Return
High Risk,
Low Return
Low Risk,
Low Return
Net Present Value (NPV)
ProbabilityofSuccess
38. Example Software Development
Transformation Goal Portfolio
Goal Cost Payback Time to Payback
Virtualize cross-
impact
environments in all
projects
Buy solution, learn
to use it (requires
cash outlay and
team time)
No need to buy
actual servers; no
down time for
testers
Same year: self
funding
Enforce code quality
standards (unit test
coverage, code
branching, size of
modules)
Slows development;
some short term
opportunity cost
Improves customer
morale; Reduces
total cost of
ownership 17% over
life of project
2-5 years
Launch all projects
with collocated
workshop
Travel costs 85% reduction in
scope creep; 15%
reduction in defects
6 months
Implement SAFe
framework
Completely disrupt
SDLC for all
All performance
measures improve:
business more
competitive
Minimum 3 years
39. Is there a difference
between stated and
unstated goals on teams at
sub-enterprise sized teams?
40. Agile By Numbers: KPI-Optimized
Software Transformation for the
Enterprise
August 6, 2013
Elena Yatzeck
http://pagilista.blogspot.com
Editor's Notes
Simple, repeatable steps: governments, universities, fund-raising bodiesStructure, time, and messageEngage consultants, but still stay in chargeChange metrics versus BAU metrics
“Be Careful What You Wish For” is real. A team can only perform well with regard to a specific goal. So your first step is to determine what specific goals you want your team to solve together.
This is just the kind of slide you typically gloss over. But don’t. Your first step to putting together a high performing team is
This is just the kind of slide you typically gloss over. But don’t. Your first step to putting together a high performing team is
Agile for the regulated multinational is sometimes seen as something that is “just not right.” Discoveries: although corporations are not people, there are good people working for corporations. You are not being hired by a company. You are being hired by a person. Do you trust them? If not, don’t work for them.These big companies have big impacts, and it’s immoral to refuse to engage.Think of yourself as an anthropologist.
What has your experience been?Esther Derby’s agile excellence framework: values, mission & vision, structures & policyValues: Day to day actions are consistently aligned with core values?Mission and vision: priorities are aligned with values?Structures and policies: driven by value creation for customers, not task lists: This may be the area requiring greatest coaching.
SHOULD BE 4pm NOW. If not, slow down. If so, speed up.quick survey of materials supporting agile-at-scale to date.
Some of the “horror” people feel about agile at corporate scale is that it rolls out institutionally at first, not through intrinsic motivation and experimentation.
Aristotle: logos, pathos, and/or ethos: logic, emotion, or social pressure Stages for deploying ("quiet phase," delayed base-lining, executive-only meetings, team-only meetings, town halls and general announcements, scaling change)Dan and Chip Heath: Direct the Rider:- Find the bright spots- Script the critical moves- Point to the destinationII. Motivate the Elephant:- Find the feeling- Shrink the Change;- Grow your peopleIII. Shape the Path:- Tweak the environment- Build habits- Rally the herd
Exploring Transformational KPIs (50 min). Note that no matter what is on your dashboard, it is a proxy for the power structure of your organization.Exec level:Build the right relationshipsUnderstand the unwritten structures and motivationsControl word of mouth as well as published materialsDo not publish for a while (maybe 6 months)Take advantage of a “quiet phase” where you build up some success, and discover local successes.Then publish regularly, continuing to monitor the word of mouth
Team level: dashboard creates transparency of management practices, and perception of even playing field. Electronic data is more under your own individual control.
Another Dashboard!Executives still operate within an environment where speed, quality, transparency, and ROI get you promoted. So we can empower even middle managers this way.
Direct the Rider:- Find the bright spots: Baseline should call out all available successes in your definition of what is agile- Script the critical moves: Here is how we are going to measure. Keep your eye on the actual KPI- Point to the destination: DittoII. Motivate the Elephant:- Find the feeling: transparency for executives, authority for the team- Shrink the Change (goal is incremental change, not “total transformation”)- Grow your peopleIII. Shape the Path:- Tweak the environment—speaks to your definition of agile- Build habits--ditto- Rally the herd—celebrate successes
Start measuring lead and lag measures from the beginning using "facts," with a rule like “three statuses in any direction changes the to level sheet.”
Opportunistic is a key word here: in the enterprise, your efforts will initially be dwarfed by the challenge. This is not generally going to start as Initial projects should be considered “reference instances.” They should be chosen carefully to be influential and successful. You will want to choose small, non-critical projects. You may lose this battle, and instead find yourself doing a huge multi-continent project rescue. Just do what you can.
You need to decide the likelihood of success. The relaxed executive is likely to be less influential. You will need more “relaxed executive” successes than you will need big, dramatic program rescues.
SHOULD BE 4:15 NOW. If not, slow down. If so, speed up.This depends on the strategy of your organization. Needs to consider long term and short term ROI. Long and short term around employee retention and static quality of code. Know your strategy, and you’ll know what to graph here.
You will likely want to make initial promises around “throughput” not “reduced staff.”
This depends on the strategy of your organization. Needs to consider long term and short term ROI. Long and short term around employee retention and static quality of code. Know your strategy, and you’ll know what to graph here.
then graduate to measures which are more subject to mathematical transformations like "time to value" or "number of defects introduced into production." Note, this may work backwards from what you think: Use of surveys to gather lead information about customer and team satisfaction, then move to observations about actual team staff turnover and actual operational savings or revenue increases measured by business partners, etc.
Should be 4:30 now Here is the deal. If you’re doing a transformation, you are firmly at the “Shu” of “Shu Ha Ri.” You will most likely bring in an external coach to help you define the characteristics of the methodology for the group whose results you are going to measure. If you know where you want to go, in terms of what you want to see on your dashboard, then you can evaluate whether your consultant is supporting your business or not.
This is probably what you think. It’s definitely what your employees think.
These are all high cost in the culture of a large company:Off-shoring policies and “facilities” are tricky to tackle, plus physical changes unsupported by meaningful process changes with results can embarrass you.Switching the staffing pattern of 100 people or 1000 or 10000 is a serious proposition. Will require one-time hit to delivery. Easier for greenfield than for BAUTechnical debt changes require significantly more trust, because payoff is gradual and in the futureShow that one methodology works before you get people to tackle multiple onesCommand and control isn’t going to release its vise-like grip until the people in control see the benefits of letting the teams decideAdmin functions are their own deeply entrenched silos in big companies. They require a LOT of effort to change. You must have compelling local proof to do so.Middle management lives primarily to perpetuate itself, and it is the bulk of the power structure of a company.
Y axis indicates probability of success (0-1). X axis indicates net present value of each project. Size of dot indicates overall likely income from project over its lifetime.
Note this portfolio has no “low risk, high return items,” and one high risk, high return item. They’re avoiding high risk/low return except for one large-ish project.Other dimensions you might want to bubble chart: costs, time, return on investments towards different balanced score card values, so long as they are quantitative, regulatory compliance, operational cost, etc.
Corporations are not people. But people work at corporations. Find the ones you can work with, and help them. It’s all about leverage.
Simple, repeatable steps: governments, universities, fund-raising bodiesStructure, time, and messageEngage consultants, but still stay in chargeChange metrics versus BAU metrics