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1 
Understanding Metrics for Agile Teams 
Bimlesh Gundurao 
Sept 26 2013
2 
A Business, Technology and Talent Development Consulting Company with focus on Healthcare , Retail & IT 
Business 
Technology 
People 
Vision 
To become the most preferred business partner to our customers through leadership in our actions, values and social responsibility 
Mission 
To be a world class organization in enabling clients to become Leaders in their industry 
Values 
LEAD by Example 
Leadership, Empower, Agile, Decisive
3 
are you measuring your performances ?
4 
Agile Manifesto & Scrum Framework 
Time box 
Inspect 
No Changes 
Adapt 
Commit
5 
Lean Principles 
•Eliminate waste 
•Build quality in 
•Create knowledge 
•Defer commitment 
•Deliver fast 
•Respect people 
•Optimize the whole
6 
self-induced vs. enforced 
internal vs. external 
snapshot vs. forward looking 
different perspectives
7 
effort 
time 
scope 
quality 
Classic Metrics
8 
Why do Metrics matter? 
They provide true reflection
9 
some Agile principles: 
Create Value for the customer as early as possible 
Eliminate Waste (WIP, YAGNI) 
Drive and Respond to Change, quickly 
Time/Capacity Boxing (see Scrum and Kanban) 
Provide Visibility into project progress 
Enter Agile
10 
Why do Metrics matter 
REASONS #1 & #2 
•We Have to! 
•Self Defense! 
Every stakeholder wants to know what’s going on through a quantified measure!
11 
Why do Metrics Matter? 
Reason #3 
To Make Business Decisions 
•Decision making frequency increases multi-fold 
•Such as 
-Should we start this effort 
-Which team needs the most help now 
-When do we stop doing this product backlog 
-Do we understand the customer better 
-Did it actually help to remove that 
-impediment
12 
Why do Metrics Matter? 
Reason #4 
•To get feedback, so that forward-looking guesses have a higher probability of being right 
•We make a guess (aka estimate), and then we check later how good the guess was 
•If it is off a lot...maybe: ”gee, we need to learn how to estimate better”
13 
Why do Metrics Matter? 
Reasons #5 
•To change behavior... 
–Not just the key business-decisions 
–But as close as possible to all the behavior on a day-to-day basis
14 
What you can’t control you can’t manage! 
What you can’t manage you can’t measure!
15 
Defects 
Code 
Architecture 
Usability 
Documentation 
Installation 
Support 
etc. 
Quality 
Metrics Explosion
16 
Choosing the right Metrics 
1.Goal Setting 
2.Vital Few Vs Trivial Many
17 
too many KPIs are useless
18 
Goal Setting 
Answer 3 questions 
–What is its purpose? 
–How will you report? 
–How will you gather data?
19 
Product Life Cycle 
Metrics Measured at different stages has different value
20 
Planning Onion
21 
The product owner plans the product in layers 
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 
Product or Project What business objectives will the product fulfill? Product Charter Elevator Pitch 
Release 
How can we release value incrementally? 
What subset of business objectives will each release achieve? 
What user constituencies will the release serve? 
What general capabilities (big stories) will the release offer? 
Release plan 
Iteration What specifically will we build? (user stories) How will this iteration move us toward release objectives? Iteration Plan 
Story (Backlog Item) What user or stakeholder need will the story serve? How will it specifically look and behave? How will I determine if it’s completed? Story Details Acceptance Tests
22 
The Planning Onion can grow to include product portfolios and business strategy 
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 
Product or Project What business objectives will the product fulfill? Product Charter Elevator Pitch 
Release 
How can we release value incrementally? 
What subset of business objectives will each release achieve? 
What user constituencies will the release serve? 
What general capabilities (big stories) will the release offer? 
Release plan 
Iteration What specifically will we build? (user stories) How will this iteration move us toward release objectives? Iteration Plan 
Story (Backlog Item) What user or stakeholder need will the story serve? How will it specifically look and behave? How will I determine if it’s completed? Story Details Acceptance Tests 
Product or Project 
Release 
Iteration 
Story
23 
The Planning Onion can grow to include product portfolios and business strategy 
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 
Product or Project 
Release 
Iteration 
Story
24 
The Planning Onion can grow to include product portfolios and business strategy 
Product or Project 
Release 
Iteration 
Story 
Product Portfolio 
Business Strategy 
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 
Daily by team member 
Bi-weekly by team 
Quarterly by PO and Team 
Bi Yearly by PO 
Yearly by PO
25 
The Planning Onion can grow to include product portfolios and business strategy 
Product or Project 
Release 
Iteration 
Story 
Product Portfolio 
Business Strategy 
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 
DOD 
Velocity 
Business Value 
NPS 
ROI 
Profitability
26 
Measuring Agile Team Maturity 
Storming 
Performing 
Forming 
Norming 
Disperse 
Its all about Conversations and Behaviors
27 
` 
Peter Drucker
28 
The Team wants metrics. Why? 
•To help them see their work 
•To plan with 
•To determine when successful 
•To push back on magical-thinking managers 
•To challenge themselves
29 
Some key attitudes 
•We accept that things always were and always will be imperfect 
•We relentlessly pursue perfection
30
31
32 
The Agile approach 
•Truth and transparency are essential 
•The metrics are first for the Team 
•Typically, we trust the Team
33 
The Agile approach - 2 
•Managers can visit a team at any time to see the meaning of any numbers 
•Managers have the patience and respect to observe the Gemba
34 
keep it simple, one step at a time
35 
Good Metrics 
Vital Few 
Measure Results not Output 
Measure Trends 
Easy to Collect 
Amplify Learning 
Reinforce Desired Behavior 
1.Be accurate enough to enable better decision making 
2.Enable better actions and serious improvement 
3.Not be seriously gamed (inaccurate); ideally - “gaming” is actually better behavior 
4.Change the behavior of all members of team and related managers 
5.Motivate the team (or at least not de- motivate) 
6.Simple enough that they are done, and used well 
7.Enable optimizing the whole
36 
Metrics & Myths 
Metrics get stale over time, Objective is lost!
37 
Metrics Perspectives from the Trenches 
“I once worked for a team that started doing TDD, and we decided to measure the number of unit tests written during a sprint. The metric reminded us of the fact that we wanted to write tests, and it provided opportunities for celebrating as a team that we were implementing our decision. We weren't judged by outside the team on the metric, though, we didn't try to maximize it, and as soon as writing tests became an integral part of our work, we abandoned the metric, because it wasn't useful anymore”
38 
Metrics should not scare or threaten people 
Enforced metrics are often cheated or ignored
39 
Agile Metrics 
•Velocity 
•Stories Completed (done, done) 
•Number of Passing Unit and Functional Tests (today or with growth trend) 
•Bugs open today 
•% BV completed (if use BV points or similar) 
•Full Product Backlog (remaining stories) 
•Impediments Open Vs Resolved 
•% Change in Velocity since (inception, last year) 
•Number of story points completed to date; % of total. 
•Bugs that escaped the Sprint 
•Oldest bug open (with Sev level) 
•Sprints with stories incomplete 
•Sprints with added stories 
•Unplanned tasks (in the X Sprint); related hours
40 
Agile Metrics – More 
•Stories added to / subtracted from the Release 
•Age of each story to done, done; average age 
•Impediments removed to date 
•Builds that passed/failed initially, to date 
•Defects identified after done, done 
•Defects identified after release 
•If start with big bug list 
–Bugs added (old features) (per time) 
–Old Bugs resolved / closed (per time) 
–Old Bugs remaining (over time) 
•If starting with minimal automated tests 
–Number of automated tests (unit, functional, etc) 
–Number of manual tests (that could be automated) 
–Effort on manual testing 
•Metrics around quality of builds and regression tests 
•Metrics around quality of code (eg, cyclomatic complexity) 
•Code coverage by automated tests (unit, functional, etc.)
41 
Cycle Time = Number of Things in Process/ Average Completion Rate Little’s Law 
time spent in each lane ? bottlenecks ? 
cycle time 
lead time 
Flow = Speed * Density, Density Speed => Traffic Jam 
40 
60 
25 
ouch! 
ouch! 
Some Kanban Specific Metrics
42 
What metrics are these organizations using?
43 
What Metrics works for you is important! 
Case Study 1 
•Rework Ratio 
•Defects closed v/s resource capacity 
•New defects injected (open + closed – monthly iterations) 
•Defect per dev per week (Injected) 
•Review Yield = (Defects captured in Review)/(Total defects captured in review + testing) 
•RCA (for client defects and returnrework defects from iterations) and corrective actions 
•Avg. Story points (expected v/s actual)
44 
What Metrics works for you is important! 
Case Study 2 
•At completion of sprint, sprint status(g/y/r) and overall project health(g/y/r) 
–The above measure is dependent on the # of US planned versus done; if US not ‘done’, its not accounted in the completed US 
–Project health depends not only on US done, but on cross functional dependencies(internal + external) and risks status. If any of those aren’t Green, project health is Y or R. 
•Bug status reported at sprint completion 
•Stories Progress - Hours completed vs remaining 
•Stories Progress - how much work remains on each story, whats the progress towards completing the work on each story
45 
What Metrics works for you is important! 
Case Study 3 
•Project: 
–Burn-downs for Sprints 
–Burn-ups for Releases (it provides greater visibility into the value that can be derived at a certain point in time) 
–Defect Arrival and Kill Rates 
–Team velocity (with an eye on variance over time. Reducing variance are signs of a stabilizing system) 
•Program/Portfolio: 
–Cycle times 
–Lead times 
–Throughput 
–Wait times and more..
46 
What Metrics works for you is important! 
Case Study 4 
Sprint Level 
•Velocity 
•Wastage in hours/Sprint 
•Service Test Automation Pass rate (Program) 
•Regression Pass Rate (Team wise & Program) 
•User Story - DOD Completeness 
•Code Coverage 
Program Level 
•Business Value Delivered vs Business Value Backlog
47 
What Metrics works for you is important! 
Case Study 5 
•Release/ Sprint Level: 
–% Progress. 
–Acceptance Criteria Data. 
–User Acceptance Test : Accepted Data. 
–Rework data After UAT. 
–Test cases Executed. 
–Test Cases returned. 
–Velocity of sprint. 
–Actual Acceptance Planned Vs final accepted. 
–The above which in turn will get the quality of the sprints. 
•Program Plan levels: 
–Number of Stories Mapped to each release/Sprint. 
–Number of Stories for total release. 
–Probable cost per sprint based on a Projected Acceptance criteria. 
•Line Management perspective. 
–No: of Sprints Planned. 
–Total no: of Team members in reach release. FTE’s & Consultants. 
–Total no: of Cross functional Team Members. 
–Future Forecast of Team members. 
–Ramp up data across sprints. 
•From Customer Validation: 
–CSI. 
–% of Progress in each release. 
–Cost per sprint / Cost per Release. 
–Cost Burn down. 
–Value Burn up 
•Estimations 
–Either use Effort in Time for each Story. 
–In depth Sub task level effort. 
•Team Level: 
–Happiness Factor 
•Large Scale Integration Projects: 
–Integration Hand-offs
48 
Measurement Dimensions 
Value 
(To Customer) 
Predictability 
(Schedule) 
Collaboration 
(Process) 
Quality 
(Product)
49 
Basic Metrics 
Value 
Predictability 
Collaboration 
Quality 
Customer Surveys 
Velocity 
Burn Up/ Burn Down 
Story Cycle Time 
Technical Debt
50 
Extended Metrics 
Value 
Predictability 
Collaboration 
Quality 
Customer Surveys 
Velocity 
Burn Up/ Burn Down 
Story Cycle Time 
Work-in- Progress 
Technical Debt 
RTF/ Automated Tests 
Team Surveys 
Cost per Sprint/ Point 
Real Value Delivered 
NPV/ ROI 
NPS 
Defects 
Continuous Improvement
51 
TO SUMMARIZE
52 
build a simple but effective dashboard
53 
measure, evaluate, improve
54 
communicate clearly 
@you: are you getting this ?
55 
communicate visually
56 
use simple tools (but use them!)
57 
transparency: Metrics visible to everyone
58 
aim higher
59 
Q & A
60 
Thank You 
Bimlesh Gundurao 
+91-988 024 4406 bimlesh@aguaisolutions.com 
www.aguaisolutions.com 
Twitter - @bimleshgundurao

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Agile metrics at-pmi bangalore

  • 1. 1 Understanding Metrics for Agile Teams Bimlesh Gundurao Sept 26 2013
  • 2. 2 A Business, Technology and Talent Development Consulting Company with focus on Healthcare , Retail & IT Business Technology People Vision To become the most preferred business partner to our customers through leadership in our actions, values and social responsibility Mission To be a world class organization in enabling clients to become Leaders in their industry Values LEAD by Example Leadership, Empower, Agile, Decisive
  • 3. 3 are you measuring your performances ?
  • 4. 4 Agile Manifesto & Scrum Framework Time box Inspect No Changes Adapt Commit
  • 5. 5 Lean Principles •Eliminate waste •Build quality in •Create knowledge •Defer commitment •Deliver fast •Respect people •Optimize the whole
  • 6. 6 self-induced vs. enforced internal vs. external snapshot vs. forward looking different perspectives
  • 7. 7 effort time scope quality Classic Metrics
  • 8. 8 Why do Metrics matter? They provide true reflection
  • 9. 9 some Agile principles: Create Value for the customer as early as possible Eliminate Waste (WIP, YAGNI) Drive and Respond to Change, quickly Time/Capacity Boxing (see Scrum and Kanban) Provide Visibility into project progress Enter Agile
  • 10. 10 Why do Metrics matter REASONS #1 & #2 •We Have to! •Self Defense! Every stakeholder wants to know what’s going on through a quantified measure!
  • 11. 11 Why do Metrics Matter? Reason #3 To Make Business Decisions •Decision making frequency increases multi-fold •Such as -Should we start this effort -Which team needs the most help now -When do we stop doing this product backlog -Do we understand the customer better -Did it actually help to remove that -impediment
  • 12. 12 Why do Metrics Matter? Reason #4 •To get feedback, so that forward-looking guesses have a higher probability of being right •We make a guess (aka estimate), and then we check later how good the guess was •If it is off a lot...maybe: ”gee, we need to learn how to estimate better”
  • 13. 13 Why do Metrics Matter? Reasons #5 •To change behavior... –Not just the key business-decisions –But as close as possible to all the behavior on a day-to-day basis
  • 14. 14 What you can’t control you can’t manage! What you can’t manage you can’t measure!
  • 15. 15 Defects Code Architecture Usability Documentation Installation Support etc. Quality Metrics Explosion
  • 16. 16 Choosing the right Metrics 1.Goal Setting 2.Vital Few Vs Trivial Many
  • 17. 17 too many KPIs are useless
  • 18. 18 Goal Setting Answer 3 questions –What is its purpose? –How will you report? –How will you gather data?
  • 19. 19 Product Life Cycle Metrics Measured at different stages has different value
  • 21. 21 The product owner plans the product in layers © 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com Product or Project What business objectives will the product fulfill? Product Charter Elevator Pitch Release How can we release value incrementally? What subset of business objectives will each release achieve? What user constituencies will the release serve? What general capabilities (big stories) will the release offer? Release plan Iteration What specifically will we build? (user stories) How will this iteration move us toward release objectives? Iteration Plan Story (Backlog Item) What user or stakeholder need will the story serve? How will it specifically look and behave? How will I determine if it’s completed? Story Details Acceptance Tests
  • 22. 22 The Planning Onion can grow to include product portfolios and business strategy © 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com Product or Project What business objectives will the product fulfill? Product Charter Elevator Pitch Release How can we release value incrementally? What subset of business objectives will each release achieve? What user constituencies will the release serve? What general capabilities (big stories) will the release offer? Release plan Iteration What specifically will we build? (user stories) How will this iteration move us toward release objectives? Iteration Plan Story (Backlog Item) What user or stakeholder need will the story serve? How will it specifically look and behave? How will I determine if it’s completed? Story Details Acceptance Tests Product or Project Release Iteration Story
  • 23. 23 The Planning Onion can grow to include product portfolios and business strategy © 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com Product or Project Release Iteration Story
  • 24. 24 The Planning Onion can grow to include product portfolios and business strategy Product or Project Release Iteration Story Product Portfolio Business Strategy © 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com Daily by team member Bi-weekly by team Quarterly by PO and Team Bi Yearly by PO Yearly by PO
  • 25. 25 The Planning Onion can grow to include product portfolios and business strategy Product or Project Release Iteration Story Product Portfolio Business Strategy © 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com DOD Velocity Business Value NPS ROI Profitability
  • 26. 26 Measuring Agile Team Maturity Storming Performing Forming Norming Disperse Its all about Conversations and Behaviors
  • 27. 27 ` Peter Drucker
  • 28. 28 The Team wants metrics. Why? •To help them see their work •To plan with •To determine when successful •To push back on magical-thinking managers •To challenge themselves
  • 29. 29 Some key attitudes •We accept that things always were and always will be imperfect •We relentlessly pursue perfection
  • 30. 30
  • 31. 31
  • 32. 32 The Agile approach •Truth and transparency are essential •The metrics are first for the Team •Typically, we trust the Team
  • 33. 33 The Agile approach - 2 •Managers can visit a team at any time to see the meaning of any numbers •Managers have the patience and respect to observe the Gemba
  • 34. 34 keep it simple, one step at a time
  • 35. 35 Good Metrics Vital Few Measure Results not Output Measure Trends Easy to Collect Amplify Learning Reinforce Desired Behavior 1.Be accurate enough to enable better decision making 2.Enable better actions and serious improvement 3.Not be seriously gamed (inaccurate); ideally - “gaming” is actually better behavior 4.Change the behavior of all members of team and related managers 5.Motivate the team (or at least not de- motivate) 6.Simple enough that they are done, and used well 7.Enable optimizing the whole
  • 36. 36 Metrics & Myths Metrics get stale over time, Objective is lost!
  • 37. 37 Metrics Perspectives from the Trenches “I once worked for a team that started doing TDD, and we decided to measure the number of unit tests written during a sprint. The metric reminded us of the fact that we wanted to write tests, and it provided opportunities for celebrating as a team that we were implementing our decision. We weren't judged by outside the team on the metric, though, we didn't try to maximize it, and as soon as writing tests became an integral part of our work, we abandoned the metric, because it wasn't useful anymore”
  • 38. 38 Metrics should not scare or threaten people Enforced metrics are often cheated or ignored
  • 39. 39 Agile Metrics •Velocity •Stories Completed (done, done) •Number of Passing Unit and Functional Tests (today or with growth trend) •Bugs open today •% BV completed (if use BV points or similar) •Full Product Backlog (remaining stories) •Impediments Open Vs Resolved •% Change in Velocity since (inception, last year) •Number of story points completed to date; % of total. •Bugs that escaped the Sprint •Oldest bug open (with Sev level) •Sprints with stories incomplete •Sprints with added stories •Unplanned tasks (in the X Sprint); related hours
  • 40. 40 Agile Metrics – More •Stories added to / subtracted from the Release •Age of each story to done, done; average age •Impediments removed to date •Builds that passed/failed initially, to date •Defects identified after done, done •Defects identified after release •If start with big bug list –Bugs added (old features) (per time) –Old Bugs resolved / closed (per time) –Old Bugs remaining (over time) •If starting with minimal automated tests –Number of automated tests (unit, functional, etc) –Number of manual tests (that could be automated) –Effort on manual testing •Metrics around quality of builds and regression tests •Metrics around quality of code (eg, cyclomatic complexity) •Code coverage by automated tests (unit, functional, etc.)
  • 41. 41 Cycle Time = Number of Things in Process/ Average Completion Rate Little’s Law time spent in each lane ? bottlenecks ? cycle time lead time Flow = Speed * Density, Density Speed => Traffic Jam 40 60 25 ouch! ouch! Some Kanban Specific Metrics
  • 42. 42 What metrics are these organizations using?
  • 43. 43 What Metrics works for you is important! Case Study 1 •Rework Ratio •Defects closed v/s resource capacity •New defects injected (open + closed – monthly iterations) •Defect per dev per week (Injected) •Review Yield = (Defects captured in Review)/(Total defects captured in review + testing) •RCA (for client defects and returnrework defects from iterations) and corrective actions •Avg. Story points (expected v/s actual)
  • 44. 44 What Metrics works for you is important! Case Study 2 •At completion of sprint, sprint status(g/y/r) and overall project health(g/y/r) –The above measure is dependent on the # of US planned versus done; if US not ‘done’, its not accounted in the completed US –Project health depends not only on US done, but on cross functional dependencies(internal + external) and risks status. If any of those aren’t Green, project health is Y or R. •Bug status reported at sprint completion •Stories Progress - Hours completed vs remaining •Stories Progress - how much work remains on each story, whats the progress towards completing the work on each story
  • 45. 45 What Metrics works for you is important! Case Study 3 •Project: –Burn-downs for Sprints –Burn-ups for Releases (it provides greater visibility into the value that can be derived at a certain point in time) –Defect Arrival and Kill Rates –Team velocity (with an eye on variance over time. Reducing variance are signs of a stabilizing system) •Program/Portfolio: –Cycle times –Lead times –Throughput –Wait times and more..
  • 46. 46 What Metrics works for you is important! Case Study 4 Sprint Level •Velocity •Wastage in hours/Sprint •Service Test Automation Pass rate (Program) •Regression Pass Rate (Team wise & Program) •User Story - DOD Completeness •Code Coverage Program Level •Business Value Delivered vs Business Value Backlog
  • 47. 47 What Metrics works for you is important! Case Study 5 •Release/ Sprint Level: –% Progress. –Acceptance Criteria Data. –User Acceptance Test : Accepted Data. –Rework data After UAT. –Test cases Executed. –Test Cases returned. –Velocity of sprint. –Actual Acceptance Planned Vs final accepted. –The above which in turn will get the quality of the sprints. •Program Plan levels: –Number of Stories Mapped to each release/Sprint. –Number of Stories for total release. –Probable cost per sprint based on a Projected Acceptance criteria. •Line Management perspective. –No: of Sprints Planned. –Total no: of Team members in reach release. FTE’s & Consultants. –Total no: of Cross functional Team Members. –Future Forecast of Team members. –Ramp up data across sprints. •From Customer Validation: –CSI. –% of Progress in each release. –Cost per sprint / Cost per Release. –Cost Burn down. –Value Burn up •Estimations –Either use Effort in Time for each Story. –In depth Sub task level effort. •Team Level: –Happiness Factor •Large Scale Integration Projects: –Integration Hand-offs
  • 48. 48 Measurement Dimensions Value (To Customer) Predictability (Schedule) Collaboration (Process) Quality (Product)
  • 49. 49 Basic Metrics Value Predictability Collaboration Quality Customer Surveys Velocity Burn Up/ Burn Down Story Cycle Time Technical Debt
  • 50. 50 Extended Metrics Value Predictability Collaboration Quality Customer Surveys Velocity Burn Up/ Burn Down Story Cycle Time Work-in- Progress Technical Debt RTF/ Automated Tests Team Surveys Cost per Sprint/ Point Real Value Delivered NPV/ ROI NPS Defects Continuous Improvement
  • 52. 52 build a simple but effective dashboard
  • 54. 54 communicate clearly @you: are you getting this ?
  • 56. 56 use simple tools (but use them!)
  • 57. 57 transparency: Metrics visible to everyone
  • 59. 59 Q & A
  • 60. 60 Thank You Bimlesh Gundurao +91-988 024 4406 bimlesh@aguaisolutions.com www.aguaisolutions.com Twitter - @bimleshgundurao