This document discusses metrics in an agile environment. It notes that traditional metrics were designed for a linear world but product development is complex and unpredictable. Instead of trying to control outcomes, we can observe and learn from results to continually improve. The document outlines several types of metrics that can provide insights into business outcomes, product quality, processes, and team health/maturity without attempting to over-control the system. These include metrics like lead time, throughput, work in progress, technical debt, and happiness indexes. Cumulative flow diagrams and control charts are also discussed as ways to visualize workflow and identify improvement opportunities.

1. how (fr)agilewe aremetrics in an Agile worldGaetano MazzantiGama-Tech

2. metricsgoals & proxies!

3. makemoneysurvivegoal #1

4. delivervaluetostakeholdersmakethemsuccessful/happy

5. successmeansdifferentthingstodifferent people

6. proxyvariablesindirectmeasures

7. typicalproxyvariablesefficiencyschedulevariancebudget# ofdefects

8. measurementaltersbehavior

9. which metrics?agilemetrics for a linear, deterministic worldtraditionalno metricscode & fixrigidprocesstop-downno processchaosorderedchaoticcomplex

10. product development is complex“self-organizing, non-linear,feedback systems areinherently unpredictablethey are not controllable“D.Meadows

11. however, we canwatch, learn and workwith the system

12. metricslearn & change

13. single loop learningresultsactionslead tohowwhich shape futureefficiencydoing things right incremental change

14. double loop learningresultsactionsvalues, assumptionsChris Argyrisguidehowwhylead to new/improved effectivenessdoing the right thingsefficiencydoing things right question assumptionsradical changeincremental change

15. learn, change,move onresultsactionsvalues, assumptionsdefinemetric*setexpirationdateresultok orexpirationdate passed?metric*shared, simple, controllable, transparent, time-bound

16. question assumptionsAgile/Leancommand & controlefficiencyfull capacityconform to planreduce variabilitylarge batcheslarge queuesaligned self-organizationfocus on valueoptimize flowembrace changereduce wastesmall batchesreduce queues

17. metricsquadrants &queues

19. metrics quadrants*BusinessLead TimeCycle TimeQuality of Service (SLA)ThroughputBusiness ValueRevenuesROICustomer SatisfactionBugsProductProcessWIPCadenceCI FailuresReworkImpedimentsRetrospectivesReviewsMoraleCode QualityTechnical DebtTest Coverage*thanks toMatteoVaccariPaolo PerrottaFabio ArmaniTeam Maturity

20. metrics quadrants*Businesswhat!?no velocity?Lead TimeCycle TimeQuality of Service (SLA)ThroughputBusiness ValueRevenuesROICustomer SatisfactionBugsProductProcessWIPCadenceCI FailuresReworkImpedimentsRetrospectivesReviewsMoraleCode QualityTechnical DebtTest Coverage*thanks toMatteoVaccariPaolo PerrottaFabio ArmaniTeam Maturity

21. metrics quadrantsBusinessLead TimeCycle TimeQuality of Service (SLA)ThroughputBusiness ValueRevenuesROICustomer SatisfactionBugsProductProcessWIPCadenceCI FailuresReworkImpedimentsRetrospectivesReviewsMoraleCode QualityTechnical DebtTest CoveragefragileTeam Maturity

22. metrics quadrantsBusinessLead TimeCycle TimeQuality of Service (SLA)ThroughputBusiness ValueRevenuesROICustomer SatisfactionagileBugsProductProcessWIPCadenceCI FailuresReworkImpedimentsRetrospectivesReviewsMoraleCode QualityTechnical DebtTest CoveragefragileTeam Maturity

23. fragility code quality technical debtlack of advanced engineering practices(i.e. TDD, CI) => rework

24. code quality evolutiona short video

25. agilitybacklogto doin progressdone22

26. agilitybeing agile is not the goal,it’s a meanif you are really interested there are plenty of agility tests on the Internet:Nokia TestScrum Open Assessment - ScrumAllianceAgile Maturity ModelAgile Evaluation FrameworkComparative Agility Assessmentetc.

27. impediments, retrospectives, reviews# of questions answered# of questions asked # action items addressed# action items assignedat previous meetings# of WTFs?WTF!?WTF!?

28. backlogs & taskboardseverywheretasks/user storiesdefects/SLA ticketsimpedimentsaction items (reviews)newage based pruningkill olditems!old

29. queuesaddcycle timeriskvariabilityoverheadreducequalitymotivationstop starting start finishing

30. cumulative flow diagramarrivalsqueue size(WIP)cumulativequantitytime in queue(cycle time)departures(throughput)timesource: Donald Reinertsen

31. cumulative flow diagramincreasing queue sizeincreasing cycle timecycle timeWIPcumulativequantitytimesource: Donald Reinertsen

32. cumulative flow diagramWIP is a leading indicatorcycle timecumulativequantityWIPtimesource: Donald Reinertsen

33. cumulative flow diagramlarge batches large queuescumulativequantitytime

34. cumulative flow diagramsmall batches small queuescumulativequantitytimesource: Donald Reinertsen

35. cumulative flow diagramsmall batches continuous flowcumulativequantitytime

36. Kanban boardWIPthroughputcycletime =backlogto doin progressdone22cycle timeinspired by HenrikKniberg

37. no WIP limit -> queue!in progressreadybacklogto dodone23

38. no WIP limit -> queue!readybacklogto dodonein progress23flow= speed * density

39. Slack (%)optimize flowabsorb variation

40. cumulative flow diagrambacklogto doin progress# user storiescycle timeWIPthroughputdonetime

41. controlchartssource: SamuliHeljo

42. additional flowrelated metricsactive WIPtasks that are really in progress and not waiting around (#,%,% of time spent)buffered WIPtasks waiting to be handed-offprocess efficiencyactive time / cycle timetechnical debtWIP / standard WIP# of projects a person works in parallel

43. Happiness Indexniko-niko calendar

44. how long since?you talked to a customerlast useful retrospectiveyou learned something at workyour boss last freaked outlast critical bug316522daysdaysdaysweeksweek

45. and don’t forgetbus factor# of key developers that need to be hit by a bus to kill a project

46. “per una veramille sono finte”F. De André“for every true onethousands are fake”

48. Gaetano MazzantiGama-Tech@mgaewsjinfo@gama-tech.net