This document provides information about agile metrics that can be used to measure project progress. It defines key metrics like velocity, burn down/up charts, cycle time, and earned value management. Velocity is the number of story points a team can complete per iteration and is an important metric for agile projects. Burn down/up charts visually depict work completed and remaining over iterations. Cycle time measures the average time between delivering work items. Earned value management uses metrics like planned value, earned value, and cost performance index to compare planned vs. actual progress. The document explains how these various agile metrics can help provide feedback and identify issues early in projects.
A. Kamran's DoD and DoR: Definition of Done and Definition of Ready in ScrumArman Kamran
Definition of what constitutes as a "Ready" PBI (Product Backlog Item) for the Development team to pull into a Sprint, and what makes that PBI considered as "Done" for the Product Owner to review and accept or reject, is a vital factor in building and maintaining a functional and ever improving relationship between PO and the Dev Team.
Here he look at best practices in doing so!
Gathering and defining software requirements is difficult. One Agile technique to help address this challenge is writing user stories, which are short descriptions of functions that an end-user would want. While user stories help convert concepts into functions, writing good user stories is easier said than done.
What you’ll learn in this presentation:
• The basics of user stories.
• How user stories fit into the overall Agile planning process.
• How to write a user story.
This August Scrum Breakfast, we have a new speaker - Mr. Pedro Gonzalez - Scrum Master at TINYpulse.
He will bring us an interesting topic about Agile estimation using story points, giving some tips on why relative estimations are far better than absolutes, why we shouldn't spend too long in details, and other issues he has experienced himself with his team.
Backlog refinement is not a Scrum event, but instead is an ongoing activity during the Sprint required to decompose, describe, estimate, and order backlog items in the Product Backlog.
This material is divided into two sections. The first section reviews the basics of backlog refinement, covering various options for conducting the activity. The second section covers tips for maintaining a healthy backlog and potential anti-patterns.
This material was presented at Agile New England in July and August 2022 as "101" introduction and "202" advanced sessions.
An explanation of Agile and how it relates to frameworks like Scrum.
What is Agile: https://agile-mercurial.com/2019/01/28/what-is-agile-1-minute-explanation-video/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
I normally teach Introduction to Agile and Scrum over a 2 day session to teams. Here is a highly condensed 2-hour version of it that covers agile thinking and introduces scrum as a framework without getting into details.
I use it as a course material for teaching to teams or groups looking to get a perspective on "why" as opposed to "how" aspect of agile.
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?
Scrum Prioritization Techniques PowerPoint Presentation Slides help you represent the division of large projects into achievable tasks. Use this PPT deck to represent your agile software development approach. Communicate the agile project details and scrum team composition with the visual aid of a well-structured diagram. Demonstrate the goals and phases of your agile project delivery. Explain waterfall technique, scrum-fall, lean, or other methodology for agile application development. The data visualizations featured in this PowerPoint slideshow simplify the translation of agile architecture, and agile automation process. Educate the audience about the project prioritization techniques like MoSCoW, Kano model, and the relative weighting method. Use this PPT presentation to highlight the key priority areas in agile project management. Another important aspect of managing projects is cost. Showcase the agile software project cost using a neat tabular format. You will also get access to the agile program management dashboard diagram to track development. So, smash the download icon and begin instant personalization. Our Scrum Prioritization Techniques PowerPoint Presentation Slides are explicit and effective. They combine clarity and concise expression. https://bit.ly/2IHexRe
A. Kamran's DoD and DoR: Definition of Done and Definition of Ready in ScrumArman Kamran
Definition of what constitutes as a "Ready" PBI (Product Backlog Item) for the Development team to pull into a Sprint, and what makes that PBI considered as "Done" for the Product Owner to review and accept or reject, is a vital factor in building and maintaining a functional and ever improving relationship between PO and the Dev Team.
Here he look at best practices in doing so!
Gathering and defining software requirements is difficult. One Agile technique to help address this challenge is writing user stories, which are short descriptions of functions that an end-user would want. While user stories help convert concepts into functions, writing good user stories is easier said than done.
What you’ll learn in this presentation:
• The basics of user stories.
• How user stories fit into the overall Agile planning process.
• How to write a user story.
This August Scrum Breakfast, we have a new speaker - Mr. Pedro Gonzalez - Scrum Master at TINYpulse.
He will bring us an interesting topic about Agile estimation using story points, giving some tips on why relative estimations are far better than absolutes, why we shouldn't spend too long in details, and other issues he has experienced himself with his team.
Backlog refinement is not a Scrum event, but instead is an ongoing activity during the Sprint required to decompose, describe, estimate, and order backlog items in the Product Backlog.
This material is divided into two sections. The first section reviews the basics of backlog refinement, covering various options for conducting the activity. The second section covers tips for maintaining a healthy backlog and potential anti-patterns.
This material was presented at Agile New England in July and August 2022 as "101" introduction and "202" advanced sessions.
An explanation of Agile and how it relates to frameworks like Scrum.
What is Agile: https://agile-mercurial.com/2019/01/28/what-is-agile-1-minute-explanation-video/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
I normally teach Introduction to Agile and Scrum over a 2 day session to teams. Here is a highly condensed 2-hour version of it that covers agile thinking and introduces scrum as a framework without getting into details.
I use it as a course material for teaching to teams or groups looking to get a perspective on "why" as opposed to "how" aspect of agile.
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?
Scrum Prioritization Techniques PowerPoint Presentation Slides help you represent the division of large projects into achievable tasks. Use this PPT deck to represent your agile software development approach. Communicate the agile project details and scrum team composition with the visual aid of a well-structured diagram. Demonstrate the goals and phases of your agile project delivery. Explain waterfall technique, scrum-fall, lean, or other methodology for agile application development. The data visualizations featured in this PowerPoint slideshow simplify the translation of agile architecture, and agile automation process. Educate the audience about the project prioritization techniques like MoSCoW, Kano model, and the relative weighting method. Use this PPT presentation to highlight the key priority areas in agile project management. Another important aspect of managing projects is cost. Showcase the agile software project cost using a neat tabular format. You will also get access to the agile program management dashboard diagram to track development. So, smash the download icon and begin instant personalization. Our Scrum Prioritization Techniques PowerPoint Presentation Slides are explicit and effective. They combine clarity and concise expression. https://bit.ly/2IHexRe
Agile Certification Professional (PMI-ACP) Certification is the most coveted agile certification for project managers offered by the reputed PMI Institute. PMI-ACP certification is globally acknowledged and is valid across industries. Prepare for PMP exam with Simplilearn and make us a part of your success story. Simplilearn brings to you online PMI-ACP exam prep course that gives you the liberty to study at your pace and from your own place. This PMI-ACP presentation provides you a complete overview of basics of agile certification. Each slide covers PMI-ACP topics based on PMI-ACP exam syllabus and is prepared by our certified agile practitioners who have years of experience in agile environment. Get an understanding of PMI-ACP framework, agile methodologies, agile principles and its implementations in various projects. Cited examples and practice questions based on agile course and industry specific subjects provide better insights on each topic improving your confidence and knowledge towards attaining the agile certification goal.
This presentation stipulates that there is a defined ratio of Scope Creep above which Agile approaches lose their edge and become less efficient than methodologies that favor significant Upfront planning and freezing of total work to do.
There are four major questions that need answers when applying agile software development to DOD development programs
1. How can Agile Development methods increase the Probability of Program Success (PoPS) on Earned Value programs?
2. How can Agile development be integrated with the FAR / DFAR and OMB mandates for program performance measures using Earned Value?
3. What are the “touch” points (or possible collision points) between Agile and EIA-748-C?
4. What are the measures of success for Agile methods in the context of EIA-748-C?
Abstract— Execution of engineering projects are tracked against critical metrics such as safety, quality,
delivery cost and inventory. Earned value is a key parameter that helps in assessing delivery (schedule) and cost.
Static shows that 70% of projects are over budget behind schedule, 52% of all projects finish at 189% of their
initial budget and some, after huge investments of time and money, are simply never completed. The rest of this
paper gives a perspective on monitoring project health by Earned value analysis.
The primary metric in an Agile project is whether working software actually exists, and is demonstrably suitable for its intended purpose. This is determined empirically, by demonstration, at the end of every single iteration and product increment
All teams and projects are encouraged to pivot most of their measuring-attention to this fact. All other metrics are subordinate to that objective and the overriding goal of keeping the focus on rapid delivery of quality, working software.
How should we estimates agile projects (CAST)Glen Alleman
“Why do so many big projects overspend and
overrun? They’re managed as if they were merely
complicated when in fact they are complex. They’re planned as if everything was known at the start when in fact they involve high levels of uncertainty and risk.” ‒ Architecting Systems: Concepts, Principles and Practice, Hillary Sillitto
1. Why are Customers adopting a Serverless-first Strategy?
AXA >> Rearchitecting with Serverless to accelerate innovation
2. Thinking Serverless >> from Business Problem to Serverless Solution ⚡
3. Getting started with Serverless for Developers
The fundamentals of AWS Cloud Security 🛠⛅️🚀Thanh Nguyen
1. Control your Cloud Infrastructure: AWS IAM
✍️ Identities that can make AWS calls
✍️ How to read and write IAM policy
2. Control your Data: AWS KMS
✍️ How AWS KMS integrates with AWS services
✍️ How to authorize access to AWS KMS keys
3. Control your Network: Amazon VPC ⛅️
✍️ How to get least-privilege connectivity
✍️ How to use your network as a security perimeter
https://datalake.aws.job4u.io/en/
You are a Data Analytics Team at Unicorn-Taxi Startup. You’ve been asked to help with the following tasks:
* Create a Dataset for Reporting and Visualization: Cleanse, Transform, Optimize for Reporting Queries
* Help solve a Machine Learning problem: Unicorn-Taxi’s Data Scientists need to understand Passenger tipping behavior
Introduction to Ethereum Blockchain & Smart ContractThanh Nguyen
The Harvard Business Review (HBR) thinks that Blockchain Technology has to power to keep data safe for consumers and businesses alike; because Blockchain provides a secure and immutable ledger, HBR says it represents the key to taking back privacy of data.
“You can keep certified copies of identity documents, biometric test results, health data, or academic and training certificates online, available at all times, yet safe unless you give away your key. At a whole system level, the database is very secure.”
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
20240608 QFM019 Engineering Leadership Reading List May 2024
PMI-ACP Lesson 10 Agile Metrics
1. Copyright 2014, Simplilearn, All rights reserved.1
PMI® & ACP are the registered marks of Project Management Institute, Inc. Copyright 2014, Simplilearn, All rights reserved.
Agile Metrics
PMI®—Agile Certified Practitioner (PMI-ACP)®
2. Copyright 2014, Simplilearn, All rights reserved.2
● Identify different types of metrics and their purpose
● Define and apply velocity in projects
● Explain different types of burn charts
● Apply earned value management to Agile projects
● Explain various EVM metrics and terminologies
After completing
this lesson, you will
be able to:
Objectives
3. Copyright 2014, Simplilearn, All rights reserved.3
The definition of Metrics and Measure are as follows:
Agile Metrics
A metric is a standard for measuring or evaluating something.
A measure is a quantity, a proportion, or a qualitative comparison.
Quantity:
"There are 25
open defect
reports on the
application as
of today”.
Proportion:
"This week there
are 10 percent
fewer open
defect reports
than last week”.
Qualitative:
"The new version
of the software is
easier to use than
the old version“.
4. Copyright 2014, Simplilearn, All rights reserved.4
Importance of Metrics
Metrics are important for a successful project. The benefits of metrics are as follows:
● It is of great help for retrospectives
● It provides continuous feedback
● It helps in maintaining a healthy code base (unit tests to methods)
● It helps to refactor code (code complexity)
● It supports frequent releases
● It identifies issues early
5. Copyright 2014, Simplilearn, All rights reserved.5
Types of Metrics
Different types of metrics can be used in projects. Some of the most commonly used metrics are as
follows:
Business Metrics
● Running tested features (RTF)
● Earned business value (EBV)
● Net present value (NPV)
● Return on investment (ROI)
● Internal rate of return (IRR)
Project Testing Metrics
● Acceptance tests per story
● Defects count per story
● Escaped defects per cycle
● Time to run tests
● Tests run per frequency
● Time to fix tests
● Impediments cleared per
iteration
● Impediments and user stories
carried over the next iteration
● User stories done per iteration
● Defects carried over the next
iteration
● Team member loading
● Velocity
● Backlog size
Process Metrics
6. Copyright 2014, Simplilearn, All rights reserved.6
Velocity is a measure of a team’s rate of progress in an
iteration.
● Velocity is an empirical observation of the team’s capacity
to complete work per iteration and not an estimate or a
target to aim for.
● Velocity is based on the team’s sizing of work items in
reference to estimated time and not on the time dictated
or imposed by anyone other than the team members.
● Velocity is comparable across iterations for a given team
on a given project and not comparable across teams or
projects.
Velocity
7. Copyright 2014, Simplilearn, All rights reserved.7
The unit of measure for velocity is determined by the unit of measure used during estimation.
Unit of Measure for Velocity
Condition Units of Measure
If the team plans to commit to user stories based on
relative sizing
Story Points
If the team plans to commit to user stories based on
hours/days
Ideal Time
The following points need to be considered:
● Only completed work is counted towards velocity.
● Velocity corrects estimation errors.
● Velocity tracks customer satisfaction.
● Velocity tracks early and continuous delivery.
8. Copyright 2014, Simplilearn, All rights reserved.8
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Team Velocity
Completed Points Per Iteration
4
25
45
35
30
42 43
38 41
33
44
40
0
5
10
15
20
25
30
35
40
45
50
0
The bar chart below shows the velocity of a team over 13 iterations.
Sample Velocity Chart
Velocity of
the team
varies largely
between 25
and 45.
One outlier
observation
is in iteration
7.
9. Copyright 2014, Simplilearn, All rights reserved.9
Velocity is visualized in the form of the burn charts in Agile projects. These charts help the team track
the project progress.
Velocity at Work—Burn Charts
Combined Burn Chart
Burndown Chart Burnup Chart
Shows how much
work has been
completed and how
much work remains.
Shows how much
work is yet to be
completed.
Shows how much
work has been
completed.
10. Copyright 2014, Simplilearn, All rights reserved.10
The horizontal axis of the project burndown chart shows the iterations; the vertical axis shows the
amount of work remaining at the start of each iteration.
Burndown Chart—Line Style
The line indicates
the total amount of
work in the
release.
The line indicates
the rate at which
the team is
completing the
work.
Each point indicates
the amount of work
remaining at the
start of the
iteration.
11. Copyright 2014, Simplilearn, All rights reserved.11
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Storypoints
Sample Project Burndown – Bar Chart Style
Additional Scope Progress Against Original Scope
-200
-100
100
200
300
400
500
600
700
0
Burndown charts can also be represented as a bar graph. This type of graph also indicates the new
requirements that have been added to the project.
Burndown Chart—Bar Style
Bars indicate the
progress of the
additional
requirements.
Bars indicate the
progress of the
original
requirements.
12. Copyright 2014, Simplilearn, All rights reserved.12
Burnup chart has two lines, a total work line and a work completed line. When the work completed
reaches the total work line, the project is complete.
Burnup Chart
The line indicates
the total amount of
work in the
release.
The line indicates
the total work
completed by the
team.
13. Copyright 2014, Simplilearn, All rights reserved.13
Burndown and burnup charts combine as one chart showing both the work completed and the work
remaining. Combined charts contain a lot of valuable information; often, it is difficult to interpret.
Combined Burn Chart
The line indicates
the total work in
the release.
The line represents
the burndown line
or the work
remaining.
The line represents
the burnup line or
the work
completed.
14. Copyright 2014, Simplilearn, All rights reserved.14
In lean, cycle time is the average time between deliveries of completed work items.
Cycle time for software development is measured by the number of days needed between feature
specification and production delivery, also known as Software In Process (SIP).
Cycle Time
15. Copyright 2014, Simplilearn, All rights reserved.15
Earned Value Management (EVM) is a technique that shows project progress using ratios and metrics.
In Agile, the definition of EVM includes the following:
● Story point is used as the measure of work planned and work performed.
● Each sprint boundary is established as the 'measuring point' to re-baseline any changes (i.e., work
added or removed from the plan) and re-evaluate the earned value results.
Earned Value Management for Agile
16. Copyright 2014, Simplilearn, All rights reserved.16
Following are some of the important terminologies used in EVM:
EVM Terminologies
The value of work planned to be accomplished based on the budget (in dollars or
hours).
The integrated value of work actually accomplished based on the budget (in dollars
or hours).
Actual cost incurred for that increment of work.
The budget assigned to complete the work.
Planned Value (PV)
Earned Value (EV)
Actual Cost (AC)
Budget at
Completion (BAC)
17. Copyright 2014, Simplilearn, All rights reserved.17
The forecasted amount to complete the remaining work based on past
performance (in dollars or hours)
The forecasted total amount for all the work in the project plan based on past
performance
Story points are defined at the product backlog level for the release
Current Sprint(n) / Total planned Sprints
Story points completed / Total planned story points
Following are some of the important terminologies used in EVM:
EVM Terminologies (contd.)
Estimate to
Complete (ETC)
Estimate at
Completion (EAC)
Planned Story
Release Point
(PSRP)
Expected Percent
Complete (EPC)
Actual Percent
Complete (APC)
18. Copyright 2014, Simplilearn, All rights reserved.18
Earned Value Metrics with Formulae
Metric Formula Metric Analysis
Planned Value
BAC * Planned Percent
Complete
The planned value indicates how much value was planned to have
been generated by a particular milestone or point in time.
Earned Value
BAC * Actual Percent
Complete
The earned value indicates how much value has actually been
generated at a particular milestone or point in time.
Cost Performance Index (CPI) EV/AC
This metric indicates how many cents have been earned out of
every dollar spent. It measures cost efficiencies.
Schedule Performance Index
(SPI)
EV/PV
This metric measures schedule efficiency. It indicates how fast you
are progressing against the rate of progress planned.
ETC (BAC - EV)/CPI This metric is the forecast amount to complete the remaining work.
EAC BAC/CPI or AC+ETC Forecasted cost for the total planned work.
Formulae for calculating EVM are given in the following table:
19. Copyright 2014, Simplilearn, All rights reserved.19
Budget calculations can be made using the Agile parameters as follows:
● Budget at completion can be calculated by multiplying the product backlog and the total cost to
deliver each story point.
● Planned number of iterations is calculated by dividing the product backlog by the team’s velocity.
Earned Value—Planning Parameters
BAC = Product Backlog * Cost Per point
Planned Number of Iterations =
Product Backlog / Baseline Velocity
20. Copyright 2014, Simplilearn, All rights reserved.20
Agile projects often focus on the following key EVM definitions:
EVM for Agile
Product Backlog in Points
The total scope of development for
the project, presented as a number
of points.
Cost Per Point
An estimated cost for delivering a
single point. This would normally be
based on past performance of the
delivering organization.
Baseline Velocity
Planned value of the total number of
points planned to be delivered or
completed during each iteration.
21. Copyright 2014, Simplilearn, All rights reserved.21
Baseline metrics are the calculations that result in the baseline data for a project. Some of the
baseline measures used for comparison are as follows:
● The number of planned sprints in the release
● The length of each sprint in calendar days
● The number of story points planned for the release
● The budget planned for the release
● The start date of the project
Baseline Metrics
22. Copyright 2014, Simplilearn, All rights reserved.22
Measuring metrics (or actuals) are the observations that need to be compared against the baseline.
Measures that can be used are as follows:
Measuring Metrics
All costs incurred by the project to the latest iteration
Number of sprints / Total number of sprints planned
Expected percent
complete
Actual cost to
date
This measures the total amount of work completed for the release as of that sprint
boundary.
Cumulative story
points completed
The total of new story points added minus any story points removed
Net story points
added
23. Copyright 2014, Simplilearn, All rights reserved.23
Agile Earned Value Metrics—Example
Given the following project information, calculate the budget at completion, number of iterations
required, planned percentage complete per iteration, and planned value per iteration:
● Total product backlog—200 points,
● Velocity of the team—25 story points,
● Cost required to deliver a story point—$1,600
Q
A Budget at completion = Cost required to deliver a story point * Total product backlog
= $1600 * 200 = $320,000
Number of iterations = Total product backlog / Velocity of the team
= 200/25 = 8
Planned percentage complete per iteration = Velocity of the team / Total product backlog
Planned value per iteration = Planned percentage complete per iteration * Budget at completion
= 25/200 = 12.5%
= 12.5% x $320,000 = $40,000
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Result Interpretation
At the end of the first iteration, the following were reported:
● Actual costs (AC) = $30,000
● Points completed = 20 (i.e., 10% of total backlog)
Q
EV = Backlog * BAC
A
With current performance, the project can be completed within the budget, but will not be
meeting the project’s scheduled completion date.
= 10% x $320,000 = $32,000
= $32,000/$30,000 = 1.07
SPI = EV / PV
= $32,000/$40,000 = 0.80
CPI = EV / AC
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In Agile projects, scope change will be reflected in project’s backlog.
Managing Scope Change
The velocity after
Iteration 1 and 2
was not as high as
expected. Based on
this velocity, the
project completion
date was adjusted.
Iteration1 2 3 4
Features
Actual
Post 1st Iteration Plan
Post 2nd Iteration Plan
Initial Plan
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Managing Scope Change (contd.)
Following additional information about the project is available:
● Backlog has increased from 200 to 250 points
Q
A Total number of iterations will change to 10 (250/25)
Budget baseline will increase to $400,000 (250 * $1600)
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Escaped defects are those which were not found by, or the
ones that escaped from, the quality assurance team. These
issues are found by end users after release version has been
made available to them.
● These are the most expensive defects to correct and
should be avoided.
● The impact of escaped defects is more than just the work
required to fix them. It affects ‘brand’ and reputation.
● ‘Escaped defects found’ counts the number of new escaped
defects found over a period of time (day, week, month).
Escaped Defects
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Following are the best practices for the use of metrics in projects:
● Measure outcomes, not outputs
● Measure results, not activity
● Measure work items done, not time spent per task
● Follow trends, not numbers
Best Practices
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QUIZ
a.
b.
c.
d.
Which of the following is an estimated cost for delivering a single point based on past
performance of the delivering organization?1
Baseline velocity
Product backlog in points
Planned value
Cost per point
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QUIZ
a.
b.
c.
d.
Which of the following is an estimated cost for delivering a single point based on past
performance of the delivering organization?1
Answer: a.
Explanation: Cost per point is the estimated cost for delivering a single point based on past
performance of the delivering organization.
Baseline velocity
Product backlog in points
Planned value
Cost per point
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QUIZ
a.
b.
c.
d.
Which of the following metrics captures the number of escaped defects found over a
period of time?2
Escaped defects
Cycle time
Story defects
Live defects
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QUIZ
a.
b.
c.
d.
Which of the following metrics captures the number of escaped defects found over a
period of time?2
Answer: b.
Explanation: Escaped defects counts the number of new escaped defects found over a
period of time.
Escaped defects
Cycle time
Story defects
Live defects
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QUIZ
a.
b.
c.
d.
Which of the following is the average time between delivery of completed work items?
3
Lead time
Cycle time
Lag time
Velocity
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QUIZ
a.
b.
c.
d.
Which of the following is the average time between delivery of completed work items?
3
Answer: c.
Explanation: Cycle time is the average time between delivery of completed work items.
Lead time
Cycle time
Lag time
Velocity
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QUIZ
a.
b.
c.
d.
If the planned value is 300 and earned value is 280, what is the SPI?
4
20
1.07
0.933
580
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QUIZ
a.
b.
c.
d.
If the planned value is 300 and earned value is 280, what is the SPI?
4
Answer: d.
Explanation: SPI = EV/PV= 280/300 = 0.933
20
1.07
0.933
580
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QUIZ
a.
b.
c.
d.
What is the one important metric that Burnup charts show that Burndown charts do
not?5
Burnup charts show the number of iterations
Burnup charts show total work
Burnup charts show project duration
Burnup charts show velocity
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QUIZ
a.
b.
c.
d.
What is the one important metric that Burnup charts show that Burndown charts do
not?5
Answer: c.
Explanation: Burnup charts show total work whereas burndown charts do not.
Burnup charts show the number of iterations
Burnup charts show total work
Burnup charts show project duration
Burnup charts show velocity
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QUIZ
a.
b.
c.
d.
If the CPI of a project is 1.1 and the SPI is 0.8, what is the inference about the project?
6
It is under budget and ahead of schedule
It is under budget and behind schedule
It is over budget and ahead of schedule
It is over budget and behind schedule
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QUIZ
a.
b.
c.
d.
If the CPI of a project is 1.1 and the SPI is 0.8, what is the inference about the project?
6
Answer: c.
Explanation: The project is under budget as the CPI is greater than one and behind schedule
because the SPI is less than one.
It is under budget and ahead of schedule
It is under budget and behind schedule
It is over budget and ahead of schedule
It is over budget and behind schedule
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QUIZ
a.
b.
c.
d.
A project team has completed three iterations and recorded a velocity of 25, 30, and 35
story points; the total Release backlog has 300 story points. How many iterations are
required to complete the project?7
7
8.5
12
10
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QUIZ
a.
b.
c.
d.
A project team has completed three iterations and recorded a velocity of 25, 30, and 35
story points; the total Release backlog has 300 story points. How many iterations are
required to complete the project?7
Answer: b.
Explanation: On average the project is delivering 30 points an iteration (25+30+35)/3 = 30. Ten iterations
would be required to complete the Total Story points (300/30)=10. Three iterations have been completed
so the remaining points should be delivered in 7 iterations (10-3)= 7.
7
8.5
12
10
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● Metrics are important for evaluation of a project. Business Metrics, Process
Metrics, and Project Testing Metrics are the three major categories of
commonly used metrics.
● Velocity is a measure of a team’s rate of progress in an iteration. The unit of
measure for velocity is determined by the unit of measure used by the team
during estimation.
● Velocity is visualized in the form of the burn charts in Agile projects.
Burndown charts, burnup charts, and combined burn charts are commonly
used to track the project progress.
● Earned value management for Agile projects can be done on the basis of
stories sized in relative terms using story point units.
● Escaped defects are the defects that were not found by the quality
assurance team, but are found by end users after release version has been
made available to them.
Summary
Here is a quick
recap of what was
covered in this
lesson:
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