Measuring agility - The Lean Way

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This document discusses measuring agility using lean metrics. It suggests balancing flow, value, and quality across a product's lifecycle from startup to mature phases. Key metrics are proposed for each phase related to value, flow, and quality. The document emphasizes that metrics should align with business goals and not become targets that misalign behavior. It recommends starting with lean workshops to define vision and strategies before identifying appropriate phase-specific metrics.

Software

ABOUT ME
• Mohit Agrawal
• Akola, Maharashtra
• Like to Travel, Long Drives,
Music, Reading
• Around 9 years of IT
experience
• 4 Years at Prowareness

AGILITY METRICS?
• What comes to your mind when I say Agility Metrics?
• What are the different metrics that you have used in
your project?

WHY MEASURE
Helps you to take significant decision.
PIVOT/PERSEVERE.
To Bring Communication, Productivity
and Business Alignment.

BUSINESS LIFECYCLE
•Idea
Start up
•Idea
Validated
Scaling
•Monitoring
Mature
Decline
Start up

GOOD METRICS HELPS TO
INCREASE BUSINESS VALUEINCREASE
DECREASE NON VALUE-ADDING WASTEDECREASE
MANAGE BUSINESS RISK EXPOSUREMANAGE

BALANCE OF
FLOW/VALUE/QUALITY
Value
Quality
Flow
Flow: Move along in a steady, continuous stream
Value:- Perceived worth of the increment delivered.
Quality: Quality of the increment delivered.

STARTING WITH LEAN WORKSHOP
Company Vision
Business Strategy
Product Strategy
Product Roadmap
Release Plan
Sprint Planning
Daily
Plan

INSPECT AND ADAPT
Product
Strategy
Vision

STARTUP PHASE
Value
•Define Product vision
•Define Value/Growth
Hypothesis
•Baseline
•Customer Satisfaction
•Team Happiness
Flow
•Value Stream Mapping
Quality
•Unit Testing
•Functional Testing
•Code Metrics
•NFR

SCALING PHASE
Value
•Define Product vision
•Define Value/Growth
Hypothesis
•Baseline
•Customer Satisfaction
• Release frequency
• Easy of Releases
• Split Testing
• Innovation Rate
• Usage Index
• Release burn down
• Net Promoter
Score(NPS)
Flow
•Value Stream Mapping
•Build Time
•Waste Tracking
•WIP
•Release Stabilization
•Continuous Delivery
•Lead Time/Cycle Time
Quality
•Unit Testing
•Functional Testing
•Code Metrics
•NFR’S
•Continuous Integration
•Defects
•Tech Debt
•Automation
•Test First Approach
•Security Testing
•Load testing

MATURE PHASE
Value
• Define Product vision
• Define Value/Growth
Hypothesis
• Baseline
• Customer Satisfaction
•Release frequency
•Easy of Releases
•Split Testing
•Lead Time/Cycle Time
•Innovation Rate
•Usage Index
•Release burn down
•Net Promoter
Score(NPS)
Flow
• Value Stream Mapping
•Build Time
•Waste Tracking
•WIP
•Release Stabilization
•Continuous Delivery
•Just in time Scaling
•Parallel Execution
Quality
• Unit Testing
• Functional Testing
• Code Metrics
• NFR’S
•Continuous Integration
•Defects
•Automation
•Tech Debt

BACKLOG HEALTH
Backlog Health
Maintainence Tech Debt Kaizen New Development

KEY POINTS TO REMEMBER
• “There is nothing quite so useless as doing with great efficiency something
that should not be done at all.”
• Optimization vs Innovation.
• Only focusing on Circumstantial metrics can lead to misalignment with the
business.
Agility is not just for IT, Agility can make business really responsive.

COBRA METRICS
“Once a measure of performance is made a
TARGET or Incentive for the purpose of driving
behavior it loses the information content that
qualifies it to play such a role.”
– Measuring and Managing performance in
Organisation. – Incentivising the metrics.

LEAN
PRINCIPLES
OF SOFTWARE
DEVELOPMEN
T
See See the whole
Build Build integrity in
Empower Empower the team
Deliver Deliver as fast as possible
Decide Decide as late as possible
Amplify Amplify learning
Eliminate Eliminate waste

REFERENCES
• Lean startup – Eric Ries
• http://www.startuplessonslearned.com/ by Eric Ries.
• Lean Software Development - Mary Poppendieck and Tom Poppendieck
• Strategic Scrum – Ravi Verma
• Evidence based Management (Scrum.org)
• Agile Metrics – Don McGreal

THANK YOU
m.agrawal@prowareness.nl
https://www.linkedin.com/in/mohit-agrawal-27447042

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Measuring agility - The Lean Way

1. MEASURING AGILITY THE LEAN WAY

2. ABOUT ME • Mohit Agrawal • Akola, Maharashtra • Like to Travel, Long Drives, Music, Reading • Around 9 years of IT experience • 4 Years at Prowareness

3. AGILITY METRICS? • What comes to your mind when I say Agility Metrics? • What are the different metrics that you have used in your project?

4. WHY MEASURE Helps you to take significant decision. PIVOT/PERSEVERE. To Bring Communication, Productivity and Business Alignment.

5. BUSINESS LIFECYCLE •Idea Start up •Idea Validated Scaling •Monitoring Mature Decline Start up

6. GOOD METRICS HELPS TO INCREASE BUSINESS VALUEINCREASE DECREASE NON VALUE-ADDING WASTEDECREASE MANAGE BUSINESS RISK EXPOSUREMANAGE

7. WHERE DO WE START?

8. BALANCE OF FLOW/VALUE/QUALITY Value Quality Flow Flow: Move along in a steady, continuous stream Value:- Perceived worth of the increment delivered. Quality: Quality of the increment delivered.

9. STARTING WITH LEAN WORKSHOP Company Vision Business Strategy Product Strategy Product Roadmap Release Plan Sprint Planning Daily Plan

10. INSPECT AND ADAPT Product Strategy Vision

11. STARTUP PHASE Value •Define Product vision •Define Value/Growth Hypothesis •Baseline •Customer Satisfaction •Team Happiness Flow •Value Stream Mapping Quality •Unit Testing •Functional Testing •Code Metrics •NFR

12. SCALING PHASE Value •Define Product vision •Define Value/Growth Hypothesis •Baseline •Customer Satisfaction • Release frequency • Easy of Releases • Split Testing • Innovation Rate • Usage Index • Release burn down • Net Promoter Score(NPS) Flow •Value Stream Mapping •Build Time •Waste Tracking •WIP •Release Stabilization •Continuous Delivery •Lead Time/Cycle Time Quality •Unit Testing •Functional Testing •Code Metrics •NFR’S •Continuous Integration •Defects •Tech Debt •Automation •Test First Approach •Security Testing •Load testing

13. MATURE PHASE Value • Define Product vision • Define Value/Growth Hypothesis • Baseline • Customer Satisfaction •Release frequency •Easy of Releases •Split Testing •Lead Time/Cycle Time •Innovation Rate •Usage Index •Release burn down •Net Promoter Score(NPS) Flow • Value Stream Mapping •Build Time •Waste Tracking •WIP •Release Stabilization •Continuous Delivery •Just in time Scaling •Parallel Execution Quality • Unit Testing • Functional Testing • Code Metrics • NFR’S •Continuous Integration •Defects •Automation •Tech Debt

14. BACKLOG HEALTH Backlog Health Maintainence Tech Debt Kaizen New Development

15. SCOREBOARD

16.

17. KEY POINTS TO REMEMBER • “There is nothing quite so useless as doing with great efficiency something that should not be done at all.” • Optimization vs Innovation. • Only focusing on Circumstantial metrics can lead to misalignment with the business. Agility is not just for IT, Agility can make business really responsive.

18. COBRA METRICS “Once a measure of performance is made a TARGET or Incentive for the purpose of driving behavior it loses the information content that qualifies it to play such a role.” – Measuring and Managing performance in Organisation. – Incentivising the metrics.

19. LEAN PRINCIPLES OF SOFTWARE DEVELOPMEN T See See the whole Build Build integrity in Empower Empower the team Deliver Deliver as fast as possible Decide Decide as late as possible Amplify Amplify learning Eliminate Eliminate waste

20. REFERENCES • Lean startup – Eric Ries • http://www.startuplessonslearned.com/ by Eric Ries. • Lean Software Development - Mary Poppendieck and Tom Poppendieck • Strategic Scrum – Ravi Verma • Evidence based Management (Scrum.org) • Agile Metrics – Don McGreal

21. THANK YOU m.agrawal@prowareness.nl https://www.linkedin.com/in/mohit-agrawal-27447042

Editor's Notes

Measurement is so boring..
As part of coaches team, how can we help the customers to take smarter decision choices.
Recently we @ Prowareness faced an interesting problem, where some of the customers wanted to improve velocity. It was long happy relationship that we had with the customer. So customer complaining about productivity was a surprise. Since nothing was brought up in sprint reviews and retrospective. So we started to dig a little deeper. Not that the team was doing perfectly fine. They had some team level challenges but that was not the concern.
IMVU, 40,000 lines of 100% unit test coverage code had to be thrown.

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