Background of measuring and metric usage is traditional waterfall projects, psychology of measuring, agile response to traditional metrics, and suggested agile metrics.
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.
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.
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?
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.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
An Introduction to Scaled Agile Framework (SAFe)CA Technologies
To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level.
For more information, please visit http://cainc.to/Nv2VOe
What is Agile Project Management? | Agile Project Management | Invensis Learn...Invensis Learning
( *** PRINCE2 Agile Certification Training: https://bit.ly/2KIz6Oh *** )
( *** AgilePM Certification Training: https://bit.ly/2V3QhMf *** )
This presentation on What is Agile Project Management? explains the need for blending Agile concepts with control and governance of Project Management, also explains how it can be done.
Areas Covered:
1. Need for Agile Project Management
2. Understanding Principles of Agile & Project Management
3. What is Agile Project Management?
4. Difference Between Agile & Waterfall
5. Challenges if Agile Project Management
6. Understanding Agile Frameworks
7. Agile Project Management Career Paths
#AgileProjectManagement #InvensisLearning
Subscribe to our channel: https://bit.ly/3dmqNQS
Click here to check upcoming webinars on Agile Project Manager: https://goo.gl/M9v8oP
About Invensis Learning:
Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. We have trained and certified 15,000+ professionals from 50+ courses through multiple training delivery modes.
Invensis Learning provides live online certification training on Agile Project Management, there are two career paths one can opt for.
1. AgilePM certification by APMG: https://bit.ly/2V3QhMf
2. PRINCE2 Agile certification by AXELOS: https://bit.ly/2KIz6Oh
Upon enrolment, you will get lifetime access to a Learning Management System which will contain all class resources like recordings and Ppts, along with access to Agile Project Management webinars.
BECOME A CERTIFIED AGILE PROJECT MANAGER!
For more information please visit our website: https://www.invensislearning.com
Follow Us on:
Facebook: https://www.facebook.com/invensislearn/
LinkedIn: https://www.linkedin.com/company/inve...
Twitter: https://twitter.com/invensiselearn/
<p>From <a href="https://en.wikipedia.org/wiki/Site_reliability_engineering" target="_blank">Wikipedia</a>: Site reliability engineering (SRE) is a discipline that incorporates aspects of software engineering and applies that to operations whose goals are to create ultra-scalable and highly reliable software systems.<p>
<p>Over the past year Acquia has built their own SRE team to help their products and services scale with the demand of our growing number of customers. We wish to share our experience so that others are enabled to do the same and reap the rewards.</p>
<p>This presentation will discuss how the SRE team came about at Acquia, what achievements we have made so far, and the lessons we have learned along the way. We will then show the steps on how to introduce SRE to your workplace so you can deliver more reliable and scalable services to your customers! We will specifically cover:</p>
<ul>
<li>SRE's basic concepts and history from Google</li>
<li>The management support you will need to get started</li>
<li>Introducing the idea of service level objectives and error budgets</li>
<li>Operational Responsibility Assessments as a tool to measure risk</li>
<li>Creating a Launch Readiness Checklist to standardize and improve product launches</li>
<li>Finding ideal candidates for your SRE team</li></ul>
<p>The intended audience are software engineers, system administrators, and managers that have a desire to improve how they do their work and how their products/services perform.</p>
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of Agile Transformation
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.
Lean Enterprise Transformation: The Journey Inside Large Organizations, Sonja...Lean Startup Co.
Large enterprises facing disruption struggle to transform quickly enough—from becoming more innovative to improving processes, culture, and ways of working. Transformation programs are often linear, multi-year engagements not focused on continuous learning and improvement. In this workshop, Sonja Kresojevic will share lessons learned from an award-winning Lean Enterprise transformation program at Pearson that will enable you to kick off and significantly accelerate your own organization's Lean Enterprise journey. She will uncover how proven approaches embodied in Lean Startup, Agile, and Adaptive Portfolio Management can be combined into a single cohesive framework that can serve as catalyst for powerful shifts in your organization.You will leave the workshop with an example of transformation roadmap ready to stimulate wide-ranging conversations and drive focused action, as soon as you return to your office.
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Building Your SAFe Implementation StrategyAlex Yakyma
In this presentation, Alex Yakyma will talk about practical aspects of SAFe rollouts in large Value Streams and Portfolios. Alex will provide numerous examples and practical advice to leaders and change agents that are about to start or are in the middle of their SAFe rollout.
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.
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.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
An Introduction to Scaled Agile Framework (SAFe)CA Technologies
To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level.
For more information, please visit http://cainc.to/Nv2VOe
What is Agile Project Management? | Agile Project Management | Invensis Learn...Invensis Learning
( *** PRINCE2 Agile Certification Training: https://bit.ly/2KIz6Oh *** )
( *** AgilePM Certification Training: https://bit.ly/2V3QhMf *** )
This presentation on What is Agile Project Management? explains the need for blending Agile concepts with control and governance of Project Management, also explains how it can be done.
Areas Covered:
1. Need for Agile Project Management
2. Understanding Principles of Agile & Project Management
3. What is Agile Project Management?
4. Difference Between Agile & Waterfall
5. Challenges if Agile Project Management
6. Understanding Agile Frameworks
7. Agile Project Management Career Paths
#AgileProjectManagement #InvensisLearning
Subscribe to our channel: https://bit.ly/3dmqNQS
Click here to check upcoming webinars on Agile Project Manager: https://goo.gl/M9v8oP
About Invensis Learning:
Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. We have trained and certified 15,000+ professionals from 50+ courses through multiple training delivery modes.
Invensis Learning provides live online certification training on Agile Project Management, there are two career paths one can opt for.
1. AgilePM certification by APMG: https://bit.ly/2V3QhMf
2. PRINCE2 Agile certification by AXELOS: https://bit.ly/2KIz6Oh
Upon enrolment, you will get lifetime access to a Learning Management System which will contain all class resources like recordings and Ppts, along with access to Agile Project Management webinars.
BECOME A CERTIFIED AGILE PROJECT MANAGER!
For more information please visit our website: https://www.invensislearning.com
Follow Us on:
Facebook: https://www.facebook.com/invensislearn/
LinkedIn: https://www.linkedin.com/company/inve...
Twitter: https://twitter.com/invensiselearn/
<p>From <a href="https://en.wikipedia.org/wiki/Site_reliability_engineering" target="_blank">Wikipedia</a>: Site reliability engineering (SRE) is a discipline that incorporates aspects of software engineering and applies that to operations whose goals are to create ultra-scalable and highly reliable software systems.<p>
<p>Over the past year Acquia has built their own SRE team to help their products and services scale with the demand of our growing number of customers. We wish to share our experience so that others are enabled to do the same and reap the rewards.</p>
<p>This presentation will discuss how the SRE team came about at Acquia, what achievements we have made so far, and the lessons we have learned along the way. We will then show the steps on how to introduce SRE to your workplace so you can deliver more reliable and scalable services to your customers! We will specifically cover:</p>
<ul>
<li>SRE's basic concepts and history from Google</li>
<li>The management support you will need to get started</li>
<li>Introducing the idea of service level objectives and error budgets</li>
<li>Operational Responsibility Assessments as a tool to measure risk</li>
<li>Creating a Launch Readiness Checklist to standardize and improve product launches</li>
<li>Finding ideal candidates for your SRE team</li></ul>
<p>The intended audience are software engineers, system administrators, and managers that have a desire to improve how they do their work and how their products/services perform.</p>
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of Agile Transformation
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.
Lean Enterprise Transformation: The Journey Inside Large Organizations, Sonja...Lean Startup Co.
Large enterprises facing disruption struggle to transform quickly enough—from becoming more innovative to improving processes, culture, and ways of working. Transformation programs are often linear, multi-year engagements not focused on continuous learning and improvement. In this workshop, Sonja Kresojevic will share lessons learned from an award-winning Lean Enterprise transformation program at Pearson that will enable you to kick off and significantly accelerate your own organization's Lean Enterprise journey. She will uncover how proven approaches embodied in Lean Startup, Agile, and Adaptive Portfolio Management can be combined into a single cohesive framework that can serve as catalyst for powerful shifts in your organization.You will leave the workshop with an example of transformation roadmap ready to stimulate wide-ranging conversations and drive focused action, as soon as you return to your office.
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Building Your SAFe Implementation StrategyAlex Yakyma
In this presentation, Alex Yakyma will talk about practical aspects of SAFe rollouts in large Value Streams and Portfolios. Alex will provide numerous examples and practical advice to leaders and change agents that are about to start or are in the middle of their SAFe rollout.
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.
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
Description of different methodologies for software project management. Overview of the classic Waterfall and the most popular methodologies for Agile development as Scrum, Kanban, XP..
Agile Metrics: Velocity is NOT the Goal - Agile 2013 versionDoc Norton
A newly formatted version of "Velocity is NOT the Goal" for Agile 2013. I've removed some details about standard deviation, added a few more thoughts around the "psychology" of setting targets for metrics, and show a bit more about how we do this at Groupon.
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
26 Disruptive & Technology Trends 2016 - 2018Brian Solis
Introducing the “26 Disruptive Technology Trends for 2016 – 2018.” In this report, we’ll explore some of the disruptive trends that are affecting pretty much everything over the next few years at least those that I’m following. It’s not just tech, though. The report is organized by socioeconomic and technological impact.
Obviously, this is not an exhaustive list of every technology and societal trend bringing about disruption on planet Earth. What follows thought definitely affects the evolution of digital Darwinism, the evolution of society and technology and its impact on behavior, expectations and customs.
Pin the tail on the metric v01 2016 octSteven Martin
This presentation takes a different approach to metrics. Instead of listing the Top 10 field-tested metrics, we first talk about goals as prerequisites for metrics. Next, we discuss characteristics of good and bad metrics. We end with walking through an activity called “Pin the Tail on the Metric,” a technique to facilitate the critical thinking needed to determine what types of metrics can help your organization discuss trade-offs, options, and ultimately make better forward-looking decisions.
Pin the tail on the metric v00 75 min versionSteven Martin
This presentation shows a different approach to metrics. Instead of listing the Top 10 field-tested metrics, we first talk about goals as prerequisites for metrics. Next, we discuss characteristics of good and bad metrics. We end with walking through an activity called “Pin the Tail on the Metric,” a technique to facilitate the critical thinking needed to determine what types of metrics can help your organization discuss trade-offs, options, and ultimately make better forward-looking decisions.
Safeabilty: Analyzing the Relationship between Safety and Reliability PlantEngineering
-What if we treated maintenance and reliability improvement like safety?
-How Would that change our focus? our tactics?
-What techniques could we apply directly from the other areas?
-How are the two the same and how are they different?
Intro to Data Analytics with Oscar's Director of ProductProduct School
The Director of Product at Oscar, Vasudev Vadlamudi, went over key types of quantitative analysis that B2C product managers use on the job including: funnels, cohorts, and a/b testing. For each one he looked into when and why they are used, and used examples.
Bringing Continuous Delivery to Dell.com: A RetrospectiveTechWell
Multibillion dollar sales portal Dell.com has more than 1,000 developers working in tandem to contribute content and code. This presents unique strategic challenges when it comes to selecting, planning, and deploying DevOps tools. James Watt presents a retrospective on transitioning one of the world’s largest grossing websites from a quarterly waterfall delivery cadence to weekly agile releases. Learn how “continuous” principles changed the way Dell.com improves its user experience and the tools that made it possible. Starting with a legacy waterfall delivery chain, the Buyer DevOps team had to design, develop, and roll out a staged plan to transition from monolithic integration environments linked by bespoke engineering to dynamically provisioned and continuously-tested cloud infrastructure based on industry-leading toolsets. James describes TeamCity and Octopus integration with Team Foundation Server and other Microsoft products, large scale C# Selenium test automation, and dynamic virtual environment provisioning along with continuous integration, continuous testing, and other rapid release concepts.
Advance ALM and DevOps Practices with Continuous ImprovementTechWell
Do you want to improve your application lifecycle and incorporate DevOps practices quickly with limited resources? If so, you’re experiencing a common scenario – not enough budget and unrealistic time constraints. Your big multi-year application lifecycle management (ALM) project seems less achievable than ever, and you are left wondering how to move forward. Jason St-Cyr shares how to establish a continuous improvement approach using “build, measure, learn” techniques and a DevOps maturity model to kickstart your DevOps/ALM project. Jason reviews some of the tools—Visual Studio Online, Atlassian OnDemand, and TeamCity—available to support iterative DevOps changes. Find out how to tackle smaller achievable chunks of process improvement, even when time does not seem to be on your side. Learn how to plan for incremental organizational change and examine metrics for monitoring improvements, reporting on success, and supporting your business case for further investment. Join Jason to see why you don’t have to put your organization’s DevOps initiatives on hold.
[QE 2018] Paul Gerrard – Automating Assurance: Tools, Collaboration and DevOpsFuture Processing
The Digital Transformation is real. It is having a profound effect on how business is done and the nature of the systems required to deliver productive customer experiences and consequent business benefits. The demand for flexible and rapid delivery of software and systems is there. Software development teams can deliver if they adopt the disciplines of Continuous Delivery, DevOps and in-production experimentation. The barrier to achieving success in the software delivery process is likely to be the inability of testers to align testing and automated testing in particular to the development processes. Our track record in test automation is not good enough. In order to succeed a new way of thinking about testing is required, and the New Model of Testing offers a way of identifying the elements of the test process that must be ‘shifted left’. This does not necessarily mean testers move, but rather that the thinking processes must move.
During this lecture, Paul has shown that it is possible that users, BAs, and developers take some responsibility in this area. The New Model applies to all testing, whether performed in development, integration, system or user testing, by people or tools.
Has your organization ever considered replacing a tester that did not write, for example, 15 test cases per day? Is the testing team blamed if defect leakage is greater than 5% into production? What drives decisions like these? The common thread in these examples is “Test Metrics”
Test Metrics... Everyone has an opinion about them. Some believe they are the most valuable way to communicate the results of testing. Some think that they are useless, misleading, and damaging to the communication of test results. Some believe that without measurement you are not managing the effort. And some believe that bad metrics are worse than no metrics at all.
Where does your organization fit in the metrics and measurement debates? Is your team aligned? Do you agree with the team? Do you use a reporting process for test results? Are you forced to report on metrics you don't believe are valuable? Do you have dozens of metrics that you are reporting periodically that no one looks at, and when they do look at them, there is room for misinterpretation?
In this session, Mike Lyles and Jay Philips will challenge the audience to discuss the topic of metrics and measurement, review multiple viewpoints on the topic, and address many of the questions that organizations have today around metrics and measurement.
Takeaways:
- Top metrics that are misused or misunderstood in most every organization.
- Metrics that you should you get rid of ASAP!
- Best and Worst metrics - based on opinions of the speakers & audience.
- Metrics that everyone should use – and how they compare to your organization’s metrics.
- Tools and processes that can help your organization better measure your testing.
** Presentation given at STPCon Spring 2014
Agile metrics can be used to the advantage or the detriment of teams and an organisation’s Agile success. This session looks at several of the core Agile metrics used to measure success to help you understand what success looks like, why the metric is desirable and what the metrics can tell us.
Understanding why we want these metrics is critical to capturing something of value, rather than just doing 'because'. What will leaders and decision makers do with these metrics? What value do they add?
Steve will also dive into the negative impacts of some of the Agile metrics we are sometimes forced to capture, how chasing velocity leads to gaming the system etc. He’ll look at bad metrics such as the seven deadly sins of Agile measurement and how to avoid them in your enterprise.
Can Agile Work With a Waterfall Process?John Carter
This presentation was give to a Agile Community of Practice in a very large health care organization to help the Agile Team Leaders define and implement their Agile Transformation in their Waterfall environment. We show that combining Agile and Waterfall yields the best of both worlds for flexibility, time to deployment, and innovation.
Lean software engineering emphasizes continuous delivery of high quality applications. Ken Pugh explains the principles and practices that form the basis of lean software development―concentrating on developing a continuous flow by eliminating delays and loopbacks; delivering quickly by developing in small batches; emphasizing high quality which decreases delays due to defect repair; making policies, process and progress transparent; optimizing the whole rather than individual steps; and becoming more efficient by decreasing waste. Ken describes lean’s emphasis on cycle time, rather than resource utilization, and demonstrates the value stream map which helps you visualize the development cycle flow to identify bottlenecks. He explores the differences between push and pull flow, describes how lean thinking shows up in agile processes including Scrum and Extreme Programming, and discusses how lean can be applied to the entire workflow—not just the development portion. Ken concludes with a discussion of how you can begin your lean transformation.
Digital Transformation, Testing and AutomationTEST Huddle
The Digital Transformation is real. It is having a profound effect on how business is done and the nature of the systems required to deliver productive customer experiences and consequent business benefits.
Key Takeaways:
- What is the Digital Transformation and how does it affect testing?
- Some key findings from a recent and an ancient survey
- How to achieve testing and automation success.
To view the webinar, visit - http://testhuddle.com/resource/digital-transformation-testing-and-automation/
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
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.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
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1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
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Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
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Leading Change strategies and insights for effective change management pdf 1.pdf
Agile Metrics
1. Erik Weber
@erikjweber
Slidesha.re/AgileM
Agile Metrics
Or: How I Learned to
Stop Worrying and
Love Agile
2. ABOUT CENTARE
Agile/ALM Mobile Cloud
Microsoft
2011 Partner of the Year Finalist
ALM Gold Competency
Azure Circle / Cloud Accelerate
Apple / Java / Scrum
iOS iPhone/iPad/Android
Scrum.org Partner
Certified Professional Scrum Trainers
3. Background
AGENDA Why metrics?
The Psychology of Metrics
Agile Response
Examples of Agile Metrics
Sources
4. ABOUT ME
Work Stuff Me Stuff
Healthcare, Finance, Green Huge foodie and amateur cook
Buildings Wearer of bowties
Huge Conglomerates, Small Homebrewer and beverage
Employee Owned, Fortune imbiber
500 Passionate about Agile (have
Tester -> Developer -> multiple kanban boards up in
Automation Dude -> QA my living room)
Manager -> Project Manager
-> Scrum Master -> Scrum
Product Owner -> Scrum
Coach
Consulting and FTE
Passionate about Agile
6. WE NEED TANGIBLES
As gauges or indicators
- For status, quality, doneness, cost, etc.
As predictors
- What can we expect in the future?
As decision making tools
- Can we release yet?
A visual way to peer into a mostly non-visual world
- Because we don’t completely understand what’s going on in the
software/project and we need to
7. HISTORY TELLS US TO USE METRICS
Tons of research. Mostly from the 80’s and 90’s and based upon
industrial metrics.
Tons of implementation at companies
Research + Implementation has grown exponentially
Hasn’t really affected project success (what a metric!)
Metrics Usage:
Papers, Books, Co
mpanies, etc.
Software Project
Success Rate
1980 1985 1990 1995 2000 2005 2010
*Chaos Report from 1995 to 2010
8. WATERFALL IS SCARY WITHOUT THEM
“Metrics are used in waterfall because we had no idea what was
happening, so we tried to measure anything.”
– Ken Schwaber, ALM Chicago Keynote, 2012
Because the system is complex and intangible.
So we worry.
So we want a way to peer into the system and make predictions.
So we take measurements to try to create a window.
But we still worry.
EVERYTHING STILL FEELS RISKY
10. THE MEASUREMENT PARADOX
“Not everything that can be counted counts, and
not everything that counts can be counted”
– Albert Einstein
Software development is a complex system
Metrics used in isolation probably don’t measure
what you think they do
Beware ‘low hanging fruit’
Value of Measurement = 1/Ease of Measuring
11. Number of Test Cases
600
500
400
300
200
100
0
December January February March
Real Life Example
In reality, we just started focusing on cleaning up
old test cases.
12. THE HAWTHORNE EFFECT
Measuring something will change people’s behavior
When you measure something, you influence it
You can exploit this effect in a positive way
Most traditional metrics have a negative hawthorne
effect
Gaming = Hawthorne Effect * Deliberate Personal Gain
“Tell me how you will measure me and I will tell you how I will behave”
-Goldratt
13. “Test case TC8364 has failed, the
customer settings page doesn’t work
in Chrome.”
“Tests: Passed - But I wrote a bug for
not being able to use the customer
setting page in Chrome.
Real Life Example
Same Tester. Same Test. One sprint before test
pass/fail percentage metric put in place, and one
sprint after.
14. MEASURING AT THE WRONG LEVEL
Austin Corollary: You get what you
measure, and only what you measure
Austin Corollary: You tend to lose others you
cannot measure:
collaboration, creativity, happiness, dedication
to customer service …
Suggests “measuring up”
Measure the team, not the individual
Measure the business, not the team
Helps keep focus on outcomes, not output
15. Real Life Example
Defects per Person-Hour went
down! We met our quality goal!
Customer Complaints went up.
Oops.
Pankaj Jalote. Software Project Management in Practice. Tsinghua University Press, 2004. Pages 90-922.
18. INCREMENTS ARE GAME CHANGERS
- Agile projects produce potentially shippable
Increments every few weeks
- The system is no longer intangible
- No need to have tons of predictive metrics
- Reviewing the Increment (sprint review)
- Enables quick adaptation to customer
needs, market concerns, quality issues, etc.
20. SCRUM APPROACH
The only
metric
that really
matters is
what I say
about
your
product.
21. DOES THAT MEAN …
No Metrics?!
Well, OK; no metrics are better than bad metrics.
22. OUR AGILE METRICS MANIFESTO
We no longer view or use metrics as isolated
gauges, predictors, or decision making tools;
rather they indicate a need to investigate
something and have a conversation, nothing
more.
We realize now that the system is more complex
than could ever be modeled by a discrete set of
measurements; we respect this.
We understand there are some behavioral
psychology concepts associated with measuring
[the product of] people’s work; we respect this.
24. CONSIDERATIONS
What really matters?
Listen to the customer
Understand and respect the complex system
Trends over static numbers
Are we measuring at the right level?
How can we make this measurement a bit less isolated?
How can we ensure only the correct audience sees it?
Measure up!
What behaviors are we trying to nurture (or avoid)?
Will this help us be more agile?
No Single Prescription
25. WORKING SOFTWARE
Can everybody confidently give the “thumbs up” to
the increment?
29. SUMMARY
Waterfall makes me anxious
Agile inherently limits risk, renders many
traditional metrics moot
The increment is a game changer
Measuring people influences their behavior
There are useful metrics in agile
Beware traditional metrics and low hanging fruit
Leverage the Hawthorne effect
Measure up
Promote Agile/Lean/XP/good development practices
30. Scrum.Org Professional Scrum Product Owner Course. http://bit.ly/xOccnM
Mike Grifiths- Leading Answers: “Smart Metrics” http://bit.ly/yfV643
Elisabeth Hendrickson – Test Obsessed : “Question from the Mailbox:
What Metrics Do You Use in Agile?” http://bit.ly/xtSDdg
SOURCES Jason Montague – Observations of a Reflective Commuter:
“Systems Thinking and Brain Surgery” http://bit.ly/ylBxIn
Ian Spence – Measurements for Agile Software Development Organizations:
“Better Faster Cheaper Happier” http://bit.ly/y4UKIt
N.E. Fenton – “Software Metrics: Successes, Failures & New Directions”
http://bit.ly/ybwUzA
Failure Rate - “Statistics over IT projects failure rate.” http://bit.ly/xjBRv0
Chad Albrecht – Ballot Debris: “Simple Scrum Diagram” http://bit.ly/yc7yFW
Robert Austin–“Measuring and Managing Performance in Organization”
http://amzn.to/wTfgx3
These people are Mary Poppendieck– Lean Software Development “Measure Up”
much smarter than I, http://bit.ly/zppVTC
please read what they Jeff Sutherland – Scrum Log: “Happiness Metric – The Wave of the Future”
have to say! http://bit.ly/xO8ETS
32. UNIT TEST COVERAGE
Encourages teams to write unit tests, good
xp/agile/development practice
Doesn’t guarantee GOOD tests – careful!
120%
100%
80%
Team 1
60%
Team 2
Team 3
40%
20%
0%
Sprint 1 Sprint 2 Sprint 3 Sprint 4
34. TEST CASE LIVELIHOOD
Trend of new or Team 2
changing test cases 18%
16%
14%
Shows if tests are 12%
10%
keeping up with a 8%
6%
4%
growing/changing 2%
0%
software Sprint 1 Sprint 2 Sprint 3 Sprint 4
Team 3
Encourages teams to
upkeep tests 10%
9%
8%
7%
6%
5%
4%
3%
2%
1%
0%
Sprint 1 Sprint 2 Sprint 3 Sprint 4
38. STRATEGIC ALIGNMENT INDEX
Are the features we’re
implementing really the
highest value?
Are the projects we’re
running really the best
ROI?
39. USAGE INDEX
Are the features we’ve implemented being used?
Where should we focus our attention?
Feature Usage Index
1
0.9
Percent of Users Using
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
A B C D E F G H I J K
When you’re on a long project – 6 months, a year or longer, we need someway to gauge these things.Developing software is a complex system that is mostly intangible. So we use these measurements as a window into that world. What’s going on here? When will we be done? What’s our quality like? Etc.It’s human nature to explain things we can’t see.
What do you think about this metric? Actually it’s a really bad one – there’s correlation/causation errors going on, and overall “project success” is way too complicated a system to judge based on one metric.Chaos Report from 1995 to 2010: project success rate goes from 16% to 30%
In waterfall we need gauges and indicators and ways to predict the future, because it’s scary to be on a project with a really long time horizon.“We all have a need to understand, we all get anxious when we don’t, we all look for ways to explain things that aren’t easy to explain. That’s what these metrics do. And, if you’re the owner of the project, your butt is on the line, so all the more to be anxious about, all the more to try to make the intangible tangible (which is what I think of software development – until you see a product, it is an intangible and intangibles are scary).” –LL
So before we talk about how Agile responds to that, let’s look a bit at how we operate as humans, and how metrics can effect our behavior.This section has one slide of theory and one real life example.
“There are so many possible measures in a software process that a random selection of metrics will not likely turn up something of value” – Watts Humphrey Metrics used in isolation probably don’t measure what you think they do.-System is more complex than this. We’re probably not ever going to be able to measure enough to give us a simple indicator of the system. - Isolated metrics entice people to draw system wide conclusions.-> Primary/Secondary MetricBeware long hanging fruit. Also, old literature praises low hanging fruit!-> Just because we can measure something easily doesn’t actually mean it’s meaningful.
Ask: Does everyone agree this is a easy to gather metric? What is this metric really telling us? Stakeholders: “How come we have less tests than a few sprints ago? That can’t be right. We must not be testing enough.” Stakeholders: “On my last project we had thousands of tests, why are there only a couple hundred? That can’t be right, we must not be testing enough, I bet this thing is littered with bugs.”This is an example of things that are easy to measure, and things measured in isolation. The system – the software development machine – is far too complex to be making broad quality statements based on such isolated measurements. But we’re so used to doing that. So you can start to see that some traditional metrics might not really fit the bill. Let’s go on
Explain Hawthorne Experiment. Select group of workers old they were being studied, and their productivity changed. All the researchers did was minutely change the lighting levels.For example, measuring test pass/fail status always causes pass percentage to rise. But it is an artificial rise, due to people not wanting to fail tests or splitting up tests into smaller and smaller units to drive the percentage calculation up (which is just creating waste). Also called demand characteristics: refers to an experimental artifact where participants form an interpretation of the experiment's purpose and unconsciously change their behavior to fit that interpretation
I’ve changed the exact wording here to protect the innocent. But here’s a good real life example. Read these two statements and think about what may have changed in the time between these two statement.
Robert Austin. Measuring and Managing Performance in Organization. Nucor Steel. Based plant managers salaries on productivity – of ALL plants, not just theirs.The obvious example here is defect counts.Edward Demming, the noted quality expert, insisted that most quality defects are not caused by individuals, but by management systems that make error-free performance all but impossible.Eh… Attributing defects to individuals does little to address the systemic causes of defects, and placing blame on individuals when the problem is systematic perpetuates the problem. By aggregating defect counts into an informational measurement, and hiding individual performance measurements, it becomes easier to address the root causes of defects. If an entire development team, testers and developers alike, feel responsible for the defects, then testers will tend to become involved earlier and provide more timely and useful feedback to developers. Defects caused by code integration will become everyone’s problem, not just the unlucky person who wrote the last bit of code.
So what do you think happened here? What was the result?Perhaps their intense focus on defects per person, lead to no focus on the customer… perhaps not, it’s too complex to really tell, but the point is that they are probably measuring too low. Are defects-per-person-hour really important to your goal? Probably not. Measure one level up, maybe defects reported by customers…
So we’re at the point where we know that waterfall feels risky, and we know there are some behavioral aspects to metrics that we need to consider.
Agile takes all the worry and all that risk and packages it up into cute little time boxes. Agile inherently limits risk. Even if one of these boxes explode, the project isn’t a failure. And every few weeks we produce a valuable increment of product, we have the chance to inspect it and adapt our approach, reprioritize, replan etc. Managers no longer need to be worried about and have this anxiety over predicting project performance over months and months. We have real tangible results every few weeks. We can inspect it and determine the ACTUAL characteristics of the product that we used to use metrics to try to get at. Agile Projects inherently limit riskTime Boxes, WIP, DoD, AC, fast feedback(lead in) So that’s nice, but how do you define quality on this increment and on the product as a whole?
Two ways. In on any single increment we use the above mindset. These are not strict equations, I’m not doing any math here, it’s just a way to think about quality in the agile world. DoD: Shared definition among the team of what “done” means. Typically you see things like coding standards, unit test coverage, tests pass, deployable, reviewed, etc. Every piece of work must adhere to the DoD.AC: Product Owners business-language criteria for how a specific piece of work must function. Sometime written in the GIVEN-WHEN-THEN format, a practice associated with ATDD. So as we string increments of working software together, how do we get at the quality of the product? We use the mindset at the bottom for this.On the product level, it’s no longer so much about defining quality in a quantitative sense as it is about having a development process that can easily react to change. React to negative customer feedback as well as suggestions for new features and what’s most important to the customer at the moment.Stakeholders that don't show up at the Sprint Review will still be nervous, and rightly so. The corollary is: every time a manager/stakeholder/etc. asks for a report, instead of giving it to them stress the importance of showing up at the Sprint Review.
You have clear development principles that help limit risk (DoD) (verification) and clear business objectives that help limit risk (Acceptance Criteria ) (validation). This ensures some base level of quality in your product, and then through frequent stakeholder and customer feedback, we ensure ongoing quality and value of product. Our chief metric in scrum is working software. That said, what other metrics do we need? Right?
Agile does indeed negate the need for many traditional metrics. It certainly helps make the complex rather intangible process of developing software a bit more tangible – one increment at a time.I do suggest starting here. It’s less dangerous than starting with metrics carried over form waterfall. Rip it all down and build it back up.But there are some useful metrics that we could use, so to set that context…
In his 14 Points, Deming said “Eliminate management by numbers and numerical goals. Instead substitute with leadership.” The more we rely on metrics to tell us what happened, the more we distance ourselves from the actual work being done. We realize that measuring a system as complex as the software development machine, doesn’t really provide understanding, just data. Sometimes bad data, sometimes good data. And we realize that the obvious answer isn’t always right – like blaming bad developers for buggy products – “it must be the developers” – we respect that there is likely more going on in the system than any one root cause of anything. Further, if we use metrics the wrong way, we build games and systems that reward paying attention to the metric and not the success of the company.Overall we believe that being agile is important to the goal – our goal being making really good software products that have high value and delight customers. So we will use metrics that help us be agile. That encourage us to embrace lean and XP and good development practices.
Trends over static numbers: tear the labels off the y axisIs this setting up stakeholders to draw a system conclusion based on an isolated metric?No single prescription – figure out what makes sense for you. Take these considerations into account. We’ll go over a bunch of possible metrics next, but I’m not advocating a simple recipe for anyone. I’m certainly not saying you have to use all of these.
Our chief metric is working software. Did we get to the end of the sprint and have potentially shippable product? How do you measure this? A simple thumbs up or thumbs down. Get everyone in a room and do it. Not good enough? Then document it. We keep a running go/nogo document.Why not just do this in waterfall? Get everyone in a room at after a year long project and give it the thumbs up? Well in some sense you do – we often ignore all those other metrics we’ve spent so long gathering. We rationalize sev 1’s down to 2’s, etc. In agile you can do this more safely because YOU HAVE CONTEXT. You have really good context and memory within a timebox. The risk is limited.
Indicates team progress. A way to visualize what’s done and what’s WIP and what’s left to do. Tool to use to see when we’ll be DONE with a particular chunk of value.Don’t like hours? Don’t want a graph? Fine: use a task board, count tasks, stories-to-done, whatever. It’s just a tool so that you as a team know how work is progressing, and can visualize that and discuss it as a team.If it’s not given to management, there is little risk of negative hawthorne effect or gaming.
Not individualsNo comparing across teamsNot really for management, certainly not for incentives (risk of gaming)
Helps the business know when a larger chuck of functionality might be DONE. Not really part of scrum but also something you usually can’t get away without doing. At least this method of planning is based on empirical evidence of past sprints velocity and what’s actually on the backlog now, and also look at the cone of uncertainty there – we’re not promising a date, we’re just giving a forecast as accurately as we can while still being able to sleep at night.Increments are great, and this tells us when enough increments put together will satisfy some large business objective.
Unit Testing is a great development practice. If we measure it, we just might encourage that behavior. Pick a Target, Should never go down
Don’t discourage check-ins by making this visible at too high a level. Individuals need fast feedback, and sometimes teams can use this in-good-spirits, but it can start to deter checkins
Beware the “math” on this one – as software matures and ceases to change, this percentage approaches 0. But 0 in any one sprint indicates a problem. Rapid fluxuation might indicate some churn our lack of vision around testing (or churn in the software)
Etsy – optimize everything for employee happinesshttp://happiily.comEncourages self-awarenessLeading indicatorConfidence? When you check in or move something to doneScale is 1-5. We measure this continuously through a live Google Spreadsheet. People update it approximately once per month.Here are the columns:NameHow happy are you with Crisp? (scale 1-5)Last update of this row (timestamp)What feels best right now?What feels worst right now?What would increase your happiness index?Other comments
Running Tested Features – XP practicePositive Hawthorne Effect: We want to deliver more value (but beware gaming – you still have to be DONE)Measures up: delivered value for the product (not single team or individual)Little’s Law: queue size ~ queue time
Here’s one for your metric walls – what are the top three most common customer complaints. Or the three hottest issues right now? Post these on a wall where everyone can see them.
Size of bubbles are TCO (total cost of ownershipHopefully in a single project you are up in the magic quadrantAcross a program/product there might be some things in other places – “have to do’s” compliance and legal stuff…
For a single feature, you can also drill down one level and look at the number of times per day/week/month a user uses it, and the amount of time spent using the feature.Why measure this? Are we building the right features? Is a bug in feature “C” more critical than a bug in feature “I”? Feature “K” may have more maintenance costs than value – consider dropping it.
Where is there waste in the system?What’s the best time for a nominal task?