BigVisible Agile Reporting and Metrics
•
6 likes•1,092 views
This presentation provides a sample of diagnostics and metrics on Agile projects to help diagnose and evaluate project performance.
![Agile Reporting and Metrics Giora Morein | [email_address] ,[object Object],[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/bigvisiblereportingandtrackingpresentationv9-10-2-091105192626-phpapp02/85/BigVisible-Agile-Reporting-and-Metrics-1-320.jpg)
Recommended
Recommended
More Related Content
Viewers also liked
Viewers also liked (13)
Similar to BigVisible Agile Reporting and Metrics
Similar to BigVisible Agile Reporting and Metrics (20)
More from ThinkLouder
More from ThinkLouder (11)
Recently uploaded
Recently uploaded (20)
BigVisible Agile Reporting and Metrics
- 2. Levels of Reporting Iteration Product Release/Project Iteration Iteration Iteration Release/Project Iteration Iteration Iteration Iteration Iteration Release/Project Program Team
- 8. Task List – Day 1 Iteration Reporting
- 10. Task List – Day 2 Iteration Reporting
- 12. Task List – Day 3 Iteration Reporting
- 14. Task List – Day 4 Iteration Reporting
- 16. Task List – Day 5 Iteration Reporting
- 18. Burn-down Analysis Fundamentals Iteration Reporting
- 19. Burn-down Analysis Fundamentals Iteration Reporting
- 20. Burn-down Analysis Fundamentals Too Slow ± 200 hours over Iteration Reporting
- 21. Burn-down Analysis Fundamentals Iteration Reporting
- 22. Burn-down Analysis Fundamentals Too Fast ± 200 hours under Iteration Reporting
- 23. Basic Iteration Burn-down Analysis Iteration Reporting
- 24. Basic Iteration Burn-down Analysis Iteration Reporting
- 26. More Iteration Burn-down Analysis Iteration Reporting
- 27. More Iteration Burn-down Analysis Iteration Reporting
- 28. More Iteration Burn-down Analysis Iteration Reporting
- 29. More Iteration Burn-down Analysis Rate of work completion prior to scope change At the same rate this team does not complete all planned work Iteration Reporting
- 30. More Iteration Burn-down Analysis Iteration Reporting
- 31. Burn-down Anti-Patterns Iteration Reporting
- 32. Burn-down Anti-Patterns Iteration Reporting
- 33. Burn-down Anti-Patterns Iteration Reporting
- 34. Burn-down Anti-Patterns Typical slow-down caused by bottle- neck Iteration Reporting
- 36. Revisiting the Bottleneck Typical slow-down caused by bottle- neck Iteration Reporting
- 37. Bottleneck pattern not observed early Iteration Reporting
- 40. Category or Functional Burn-Down Iteration Reporting
- 41. Category Burn-Down Bottleneck or Limiting Constraint This type of tasks is not trending toward completion Iteration Reporting
- 42. Incorrectly Diagnosed Burn-Down Without the Category Burn-Down , one may mistakenly add additional story to iteration Iteration Reporting
- 61. Cumulative Weeks Remaining Time Series Program Reporting
- 62. Cumulative Time Remaining Burndown Program Reporting
- 65. Feature Progress Reporting Product Reporting
- 67. Testing per Iteration Product Reporting
- 68. Testing Coverage Growth Product Reporting
- 69. “ Escape” Defects Product Reporting
- 70. Test Automation Product Reporting
Editor's Notes
- Typical for “new” work areas. Much learning and discovery.
- Conservative Estimates Cutting Corners near the finish The Product Owner should verify the work and ensure it actually meets the acceptance criteria. Keeping track of technical debt accumulated helps determine if short-cuts were taken towards the end.
- Unexpected surprise towards the end of the iteration? Did the team seek clarification too late in the process, or was there additional gray matter (late discovery of extra work to be done) discovered towards the end. Either way, the discovery of this additional work makes it very hard for the team to meet it’s iteration commitments. In this case, we can rule out a last minute scope increase by the Product Owner as a possible cause as the Total Work line is flat throughout. Of course, there could be another reason that we haven’t mentioned – the chokepoint came into play. A bottleneck (or chokepoint) is a step in a series of steps, where the limited capacity of that step reduces the capacity of the whole chain.
- Track Team’s Velocity over time
- Track Team’s Velocity over time
- Track Team’s Velocity over time
- Track Team’s Velocity over time
- Also shows growth in functionality
- ------------------------------------------------------------------------------------- How’s Morale? Pump Up Your Team with These Simple Tips Is there a gray cloud hanging over your office? Have you started to sense a certain lack of energy and motivation among your team members? Do hangdog looks and furrowed brows greet your arrival every morning? If so, you just might be facing a morale shortage. Like every other type of energy, team morale seems to ebb and flow over time, often with no discernible pattern. Sometimes, external events or extenuating circumstances can cause your team’s motivation to dip—situations like a slowdown in the market or a botched project are often surefire morale drains. But in other cases, your team might fall prey to a mysterious decline in energy and motivation that no one can explain, but everybody senses. If you’ve begun to suspect that your team’s get-up-and-go got up and went, don’t worry. Even though some of the events that impact morale might be out of your control, you can still do a lot to set the tone among your team members. With a little targeted effort, you should be able to help your morale-depleted staff bounce back in no time at all. Train yourself to be a morale barometer. You can’t fix a problem if you don’t know you have one. Make an effort to tune in and stay focused on your staff’s mood and energy level. That way, you can begin to take action at the very first sign of a problem. Plus, they’ll be flattered that you care enough to pay close attention, which can often be a morale booster in and of itself. Clearly define roles, responsibilities, and expectations. Research has shown that “role confusion” is a leading cause of low morale in many workplaces. If a staff member isn’t sure exactly what they must answer for, they may take on too much responsibility—a situation that’s sure to lead to feelings of being overwhelmed. A crystal-clear org chart can do wonders for morale. If you don’t have one, make one today! Make sure each employee is being challenged to their limit. The old adage ‘boredom breeds discontent’ can sure come in handy when you’re facing a morale problem. If you’re not asking enough of your staff members—if they’re not being stretched to the limits of their abilities on a daily basis—you might as well just go ahead and beg them to become bored and dissatisfied with their jobs. Find out what each employee’s strengths are, and then assign tasks and projects that play to those strengths. Provide constructive and frequent feedback. Bosses who are stingy with their feedback—whether positive or negative—are more likely to face team morale problems. Cultivate a habit of providing a constant stream of constructive criticism to your employees, pointing out their triumphs and their shortcomings in a reasonable, supportive manner. Reward excellent performance. They say money isn’t everything, and workplace motivation experts agree—to a point. Although pay isn’t always directly proportionate to motivation, an employee who feels that he or she is being underpaid is much more likely to have low morale. Make sure your salary and compensation system is competitive, and that it adequately recognizes and rewards your employees’ contributions.