Agile MC and Metrics in Agile environments? This presentation gives an overview of how it could work.

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3. Heitor Roriz Filho, MSc, CST
Agile Coach and Trainer

4.  17+ years experience in IT market
 Software developer and
Systems Analyst
◦ Natural, Cobol, Clipper, Delphi, Java
 2+ in the role of ScrumMaster, Product Owner
and team member
 Training and coaching since 2007
 Agile Coach and Trainer, Massimus
◦ English, Portuguese, Spanish and German
 Coach and Trainer Partner, Rally Software
www.massimus.com

5.  Trainings
◦ CSM, CSPO
◦ Scrum for PMPs (PMI-ACP prep course)
 Agile Coaching
◦ A Scrum Coach not only has stories to tell and
answers to give, above all he has the right
questions for each occasion. He is very good in
recognizing potential.
www.massimus.com

6.  Regularly measures and monitors progress in
order to identify variances from the plan
 Also allows corrective action to be taken
when necessary to meet project objectives
 Strongly related to measurement
 Not only track, but steer
Thanks to Dave Nicolette for the example of metrics
found in this presentation

7.  Some words from the traditional world do not
sound nice in Agile
 In big projects good practices found in a
compendium like the PMBOK are a helpful
extension
Development Organization

8.  Focus on people
 Agile Manifesto
 Train and be a companion to the team
◦ Make sure they understand the process
◦ Warranty continuos improvement
◦ Decrease measurement impacts
 Align expectations

9.  Observation
 Comparison
 Take a step back: define metrics
◦ What will be measured
◦ How will be measured
◦ Who will measure
◦ Effects of measurement
 Hawthorne Effect: we impact what we
measure

10.  Size: something that can be counted and
measured.
 Effort: the actual hours needed to develop a
software or piece of product.
 Duration: time to get something done.
 Cost: strongly correlated with effort.

11.  To plan - When we have to do something?
 To Program - In what order we do things?
 To contract - Do we need more people to do
the job?
 To quote - What will it cost?
 To guide investment - Are we doing
something worthwhile?
 We estimate to approximate the real,
right?

12.  It feels good
 Answer “boss” requests
 I am used to do that way
 Fool ourselves and others: when will the
project be finished?
Think about what you are going to measure
before starting measuring it
Is it really meaningful?

13.  Answer the following questions:
1. Are you using them for adjustment of any BPUF
(Big Plan Upfront) attempt?
2. Do you present only time as the most important
constraint despite quality?
3. Does your team feel uncomfortable with the
measurement?
4. Do you compare real vs. planned and tosses back
to your team taking no further action?
5. Does you client takes part in your definition of
quality?
6. Does you definition of success relates only to the
traditional Iron Triangle constraints?

14. Einstein’s Wisdom

15. Measuring outcome, not activity.
Collaboration with the client means:
 Deriving common and meaningful metrics together
with the client
 Internal metrics (those pertaining to the
organizational process) complement outcome
metrics
 Defining quality as having its role from
specification until delivery

16. By Dave Nicollette
“Our highest priority is to satisfy the customer
through early and continuous delivery of
valuable software.”
and
“Working software is the primary measure of
progress.”

17. Running Tested Features
12
10
8
Features
6 RTF
4
2
0
Iteration
Graphic from Dave Nicolette

18.  Principle
Working software is the primary measure of progress.
 Informational
Direct measure of delivered results.
 Diagnostic
If flat or declining over time, a problem is indicated.
 Motivational
Team members naturally want to see RTF increase.

19.  Principle
Our highest priority is to satisfy the customer through early
and continuous delivery of valuable software.
 Informational
Direct measure of customer-defined value delivered.
 Diagnostic
Trend should be a steep curve; otherwise, problems in
prioritization or valuation are indicated.
 Motivational
Team members like to deliver value because it makes them
feel they are contributing to the success of the organization.
Stakeholders are motivated to pay attention to the business
value of incremental releases.

20.  Revenue
 Cost savings
 Market share
 Customer relations
 Reputation
 Any formula you want
 You can have it very simple, too...

21. As a Team
As a CSM, I want As a CSM, I want As a Product As a CSM, I want As a CSM, I want
Member, I want
to have a senior to have a senior Owner, I want to to have a senior to have a senior
to work in a
Team. Team. the best ROI. Team. Team.
great team
As a Product
Backlog, I want
As a Team As a Team
As a CSM, I want to change all the As a CSM, I want As a Product
Member, I want Member, I want
to have a senior time that is need, to have a senior Owner, I want to
to work in a to work in a
Team. to be able to Team. the best ROI.
great team great team
become a great
product.
As a Team As a Team
As a Product As a Product As a Product As a CSM, I want
Member, I want Member, I want
Owner, I want to Owner, I want to Owner, I want to to have a senior
to work in a to work in a
the best ROI. the best ROI. the best ROI. Team.
great team great team
As a Product As a Product
Backlog, I want Backlog, I want
As a Team As a Team
As a Product to change all the As a CSM, I want to change all the
Member, I want Member, I want
Owner, I want to time that is need, to have a senior time that is need,
to work in a to work in a
the best ROI. to be able to Team. to be able to
great team great team
become a great become a great
product. product.
As a Product
Backlog, I want
As a Team
to change all the As a Product As a Product As a Product
Member, I want
time that is need, Owner, I want to Owner, I want to Owner, I want to
to work in a
to be able to the best ROI. the best ROI. the best ROI.
great team
become a great
product.
As a Product
Backlog, I want
As a Team
to change all the As a CSM, I want As a CSM, I want As a CSM, I want
Member, I want
time that is need, to have a senior to have a senior to have a senior
to work in a
to be able to Team. Team. Team.
great team
become a great
product.
This picture is a courtesy
of Michel Goldenberg

22. Quick registration The objective represents 40%
process of a client’s requirement.
0.4
User account Account Registration
registration processing represents 70% of the
0.7 0.3 objective.
As a financial analyst I
As a user I can enter As a user I can enter
need to check on user
my data to get payment data to have a
data to release
registered valid account
payment
0.4 0.6 0.1
The story implements % Delivered Value:
60% of registration
0.4x0.7x0.6 = 16.8%
value

23. Mesuring velocity

25.  Principle
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
 Informational
Empirical observation of the team’s capacity for work; useful for
projecting the likely completion date of a given amount of scope;
useful for estimating the amount of scope that can be delivered by a
given date.
 Diagnostic
Patterns in trends in velocity indicate various problems; provides a
baseline for continuous improvement efforts
 Motivational
Team members take pride in achieving a high velocity and keeping it
stable.

26.  The burndown chart tells us in a visual way
how much work has been completed.
 It can be relative to an iteration or to the
whole project.
◦ In the latter case we have in the X-axis the
iterations of the project. In either case, we can use
in the Y-axis either the number of Story Points of
User Stories or the Ideal Hours of tasks.

27. Burndown Chart
2000
1800
1600
1400
1200
Scrum Team Alpha
1000
Scrum Team Beta
800 Scrum Team Gamma
TOTAL
600
400
200
0
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tia
i
In

28.  Project Portfolio Management is a challenge for all
interested in managing several projects
 Agile Project Portfolio Managers should be able to
answer questions like:
◦ How to deal with different project areas?
◦ How to mirror actual project quality to the portfolio level?
◦ How effectively manage using indicators? What metrics are
meaningful?
◦ What is the Agile definition of a successful project?
 But this is another story...

30. An Introduction to
Agile Monitoring & Control
and Agile Metrics
Heitor Roriz Filho, MSc, CST
@hroriz Agile Coach and Trainer
hroriz@massimus.com
@massimusct http://www.massimus.com
http://br.linkedin.com/in/hroriz