SlideShare a Scribd company logo
Don’t run with
sharp metrics
@everydaykanban
Julia Wester
Improvement Coach
@everydaykanban
@everydaykanban
A bit about me…
@everydaykanban
Why do we
gather
metrics?
@everydaykanban
Three types
of business
analytics
Descriptive
What has
happened?
Predictive
What might
happen?
Prescriptive
What should
happen?
What you measure shows
what you value…
@everydaykanban
@everydaykanban
Are you
running with
sharp
metrics?
@everydaykanban
Common Metrics Mistakes
Making Metrics Safe
Example from the Field
Diagnosing with
metrics before
defining your
goal
@everydaykanban
@everydaykanban
1 2 3
Define goals Gather
metrics
Develop
Strategy
Necessary order of operation
@everydaykanban
Measuring everything obscures
what is truly important
Fooling
yourself
with vanity
metrics
@everydaykanban
I sure do
get a lot
done!
I add so
much
value!
@everydaykanban
Don’t confuse
activity with progress
@everydaykanban
Thinking shame will produce desired behaviors
@everydaykanban
Too many good people are
punished for bad systems.
Lacking awareness of the wider picture
@everydaykanban
Pictures from “Re-Zoom” by Istvan Banyai
Treating metrics like targets
@everydaykanban
The goal is
95%, no
matter
what
“If you give a manager
a target, he will meet
it, even if he has to
destroy the
organization to do so.”
@everydaykanban
Dr. W. Edwards
Deming
@everydaykanban
Common Metrics Mistakes
Making Metrics Safe
Example from the Field
@everydaykanban
KNOW YOUR
Translate the goal to metrics
@everydaykanban
Goal Questions Metrics
Does it:
• matter to my customer?
• help me make a decision
or take action?
Subject each metric to
the “So What?” test
@everydaykanban
Understand
how each
metric can be
gamed
@everydaykanban
Involve your team
to get a wider
perspective
@everydaykanban
Is the reward
worth the risk?
What is the
impact?
How can you
game it?
@everydaykanban
Throw out
expired
metrics that
aren’t driving
change
Keep a
balanced
metrics
inventory
@everydaykanban
Source: Larry Maccherone
@everydaykanban
Don’t be afraid to make trade-
offs in order to maintain
balance
@everydaykanban
Common Metrics Mistakes
Making Metrics Safe
Example from the Field
@everydaykanban
Real-world
example of
balanced
metrics
DO IT FAST DO IT RIGHT
DO IT ON TIME KEEP DOING IT
- Open vs Closed Trends
- Cycle Time Trends
- Incidents by application
Trends
- Customer Satisfaction
- % of SLA Breaches for
the QTR + Trend
- Ongoing project
progress
- Team happiness
(subjective wellbeing)
- QoQ trends used for all
metrics (in all quads)
Your set of metrics should fit your unique context and problems.
No one has the perfect set of metrics that blindly apply to all teams.
@everydaykanban
Takeaways
@everydaykanban
 Map your metrics to goals using questions
 Understand the risk of each metric
 Get rid of expired metrics
 Keep everything in balance
 Don’t use anyone else’s prescription
Download these slides at
http://tiny.cc/julia-devops-slc-16
@everydaykanban
Julia Wester
@everydaykanban
www.everydaykanban.com

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DevOps Days SLC 16: Stop running with sharp metrics

Editor's Notes

  1. need to prep a good intro.
  2. Many reasons, a few: To discover new information To answer open questions To assess our effectiveness
  3. During this presentation, I would love for you to think of the key metrics your team uses and jot down or mentally take notes of concerns/celebrations about them. I’ll have some time for Q&A at the end if you’d like to talk with the whole room about any of your thoughts.
  4. A doctor's appt 1) FIRST discovery / identification of problems and goals 2) THEN diagnostic measures can take place 3) FINALLY experiments are selected you don't see the first step skipped often at the dr. So, why do we do it in business?
  5. if we don't truly understand our problems and/or metrics, we often measure all the things. But then...
  6. 1. Define vanity metric 2. Not evil, just don't be fooled that activity = progress. Some need combined with other data --> all downtime VS downtime impacting customer or MTTR trend --> deploys in a day VS value delivery trend
  7. if we don't truly understand our problems and/or metrics, we often measure all the things. But then...
  8. Comp photo? Your name is on a dashboard of engineers that have one or more tickets that have breached SLAs. This dashboard is shown in the hallway near the executive offices. Questions 1: What do you think the first time you see your name on that report? 2: Is there a plausible reason, other than incompetence, that could cause someone to have breached an SLA? 3: What are some of the actions you could take after seeing your name on that report? 4: Could any of those actions resolve the SLA breach while still not being in the company's best interest?
  9. Naughty lists force decision between removing shame or maintaining long-term reputation versus making good business choices. Why do we force that decision? It rarely works out the way we want.
  10. How does each layer of additional context affect how I would operate the situation? We tend to inflate the importance of what is right in front of us at any given time, but we might make different decisions if we took time to see things in context. All said: We need to know how our work fits in with the larger picture so we don’t over- or underinflate the impact of our data in our decision making.
  11. Managing by numbers. The exact number isn’t usually the actual goal but we forget. You might have a target set to get your application up to 95% code coverage. There may be significant difference between code coverage of 5% and 95%, but is there really a significant difference between 94% and 95%? Choosing 95% as a target helps people understand when to stop, but if it requires an order of magnitude of effort getting that last 1%, is it really worth it? The answer isn’t always yes. This is a question that people must answer based on their own circumstances. What happens when we elevate the target above all other concerns?
  12. We get tunnel vision and don’t even notice (or care about) the consequences.
  13. What we’re talking about for the next 15-20m.
  14. We don’t want to stumble across the finish line by accident.
  15. Mgmt is responsible for ensuring the end goal is always kept in sight, working with the people with the most knowledge of the system to come up with measures that make the most sense to monitor for progress. Identify goals : Policies/Strategies • Description of process/product • Model of the organization • Derive questions : How to characterize the object? • How to characterize the attributes? • How to evaluate the characteristics? Specify metrics : Amount and quality of data • Maturity of objects • Learning process
  16. If you’ve done GQM mapping, this should be just a pass through – but it’s a good double check.
  17. Now that we’ve mapped our metrics to our goals, we should have an idea of what we want to get out of each metric – what we have to gain. Now, we have to find out how we can hurt ourselves by gathering this data. We believe that measuring deployment frequency can tell us about the health of our deploy process. If we deploy less often its harder/less healthy, if we deploy more often it is easier/healthier. If taken too far, how could we hurt ourselves by optimizing for the deploy frequency metric? There is a ratio of benefit vs risk that we need to be aware of. If risks outweigh benefits, throw it out.
  18. Engineers, Developers and other similar folk are usually right at home with cynicism. So, asking your team to participate in an exercise to identify how they could game the metrics is not only fun, but gives you a world of ideas that you might not come up with on your own. In this case, more heads are definitely better than one. The goal is to see if your reward/risk ratio is positive or negative so you can make good decisions.
  19. But, be cautious as time goes on. A metric like deployment frequency might be helpful today as we try to get past a certain barrier in our deployment process. But, when we overcome the major barrier we need to reassess the value of the metric. If the metric is no longer driving change (passing the “So What?” test) then it is expired (the reward/risk ratio is now negative) and should be discarded. Hanging onto metrics past the expiration date can cause you to ignore today’s needs and have unintended consequences.
  20. The balanced metrics inventory is a tool to help us keep the perspective we discussed earlier. Do It Fast: are we keeping page with the business? Do It Right: are people happy with our work Do It On Time: when we promise, do we deliver? Keep Doing It: can we do the other three at the same time, consistently - WHOLE > SUM OF PARTS ** coaching comes in when you want to change one without killing another.
  21. You might find yourself wanting someone to tell you what metrics you should use. But, the truth is that no one can do that if they aren’t familiar with your context. There may be some stock metrics like lead time/cycle time that are good to have generally, but to solve your biggest issues you’ll need to find the right metrics for YOU, not just copy from another company.
  22. The takeaways for today