The document summarizes a presentation on Metrics 3.0 given by Andy Cleff at the 2017 Mile High Agile conference in Denver. It discusses 12 rules for selecting and using metrics, including measuring for a purpose, shrinking the unknown, seeking to improve, delighting stakeholders, distrusting numbers, setting imprecise targets, owning metrics, avoiding connecting metrics to rewards, promoting values and transparency, visualizing and humanizing metrics, measuring early and often, and trying something new. It also provides examples of metrics for software teams and encourages attendees to brainstorm and discuss metrics for their own organizations.
We make decisions every day driven by cognitive biases designed to save time and energy. These mental shortcuts serve us well. Marketers have used this knowledge to build successful marketing strategies for many years. This knowledge can also be used to build engaging products. Behavioral design provides a model for thinking about forming habits and motivating users. Identifying these user stories are critical to build lasting products. They link core user needs with business outcomes. These ideas drive products such as Facebook, Instagram, and Twitter. In this talk, we’ll explore using behavioral design to build an engagement loop and better backlog. Iʼll share how to integrate these ideas into an Agile development process.
No other system is as complex and adaptable as the human brain. Studying the brains of creative geniuses like da Vinci yields insights into how visionaries respond to complexity and create world-changing innovations. Exceptional imagination and performance comes from the ability to access different ways of thinking, to see the interconnectedness of everything, and to reach different states of consciousness. In this talk we explore how we might apply an understanding of the neurobiology of genius to both organizational structures and behavior. When the ‘neurobiology’ of the organization has been seeded and guided just so, workplaces of extraordinary creativity and adaptability emerge. Dan invites attendees to imagine ways to apply these ideas to the evolution of their enterprises, networks, and even themselves.
Building Innovation Habits
If innovation is not happening regularly in your organization, you need to re-think what you are doing to promote and enable innovation. The natural tendency is for leaders to start with a focus on motivating. When companies announce new innovation strategies, too many people see these actions as the “flavour of the month”. Without the skills and systems to make innovation happen little changes. A better solution is to first, focus on building systems to make innovation easier, then culture and lastly, business strategy.
A lot of new advances in behavioural science has shown motivation and willpower it a notoriously unsuccessful way to build habits. The state of the art is quite simple. Habits are built on behaviour. You need to make behaviour possible then reinforce the behaviour to create habits.
What is important, useful, new, or counterintuitive about your idea?
-------------------------------------------------------------------------------
Businesses almost always focus on motivating employees first. When the task is difficult like making innovation happen, the step should be making things easier. Then there is room to work on motivation.
Managers also need to be aware of the waves of willingness and learn to take hard action when willingness, so things will continue when willingness is low.
Why do managers need to know about it? How can your idea be applied today?
-------------------------------------------------------------------------------
Behaviour happens when people are willing, able and ready. Until you are getting the right behaviours, it doesn’t make sense to work on building habits. Why: Habits are essentially reinforced behaviours. If your company is willing and able to innovate (The right behaviours are possible), focus on triggering behaviours and reinforcing behaviours to build habits. If not (and most companies are here), follow this simple 4-step process: Step 1 Identify / Step 2 Facilitate / Step 3 Trigger / Step 4 Reinforcement
Based on 4 years of research with over 400 companies - there are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time.
This lecture introduces the ABCs of Innovation
A = Alignment
B = Build ideas
C = Communicate and Check
S = Learning Systems
And explains why a systematic application of these stages of development can help you build ideas faster while reducing the risks of failure.
We make decisions every day driven by cognitive biases designed to save time and energy. These mental shortcuts serve us well. Marketers have used this knowledge to build successful marketing strategies for many years. This knowledge can also be used to build engaging products. Behavioral design provides a model for thinking about forming habits and motivating users. Identifying these user stories are critical to build lasting products. They link core user needs with business outcomes. These ideas drive products such as Facebook, Instagram, and Twitter. In this talk, we’ll explore using behavioral design to build an engagement loop and better backlog. Iʼll share how to integrate these ideas into an Agile development process.
No other system is as complex and adaptable as the human brain. Studying the brains of creative geniuses like da Vinci yields insights into how visionaries respond to complexity and create world-changing innovations. Exceptional imagination and performance comes from the ability to access different ways of thinking, to see the interconnectedness of everything, and to reach different states of consciousness. In this talk we explore how we might apply an understanding of the neurobiology of genius to both organizational structures and behavior. When the ‘neurobiology’ of the organization has been seeded and guided just so, workplaces of extraordinary creativity and adaptability emerge. Dan invites attendees to imagine ways to apply these ideas to the evolution of their enterprises, networks, and even themselves.
Building Innovation Habits
If innovation is not happening regularly in your organization, you need to re-think what you are doing to promote and enable innovation. The natural tendency is for leaders to start with a focus on motivating. When companies announce new innovation strategies, too many people see these actions as the “flavour of the month”. Without the skills and systems to make innovation happen little changes. A better solution is to first, focus on building systems to make innovation easier, then culture and lastly, business strategy.
A lot of new advances in behavioural science has shown motivation and willpower it a notoriously unsuccessful way to build habits. The state of the art is quite simple. Habits are built on behaviour. You need to make behaviour possible then reinforce the behaviour to create habits.
What is important, useful, new, or counterintuitive about your idea?
-------------------------------------------------------------------------------
Businesses almost always focus on motivating employees first. When the task is difficult like making innovation happen, the step should be making things easier. Then there is room to work on motivation.
Managers also need to be aware of the waves of willingness and learn to take hard action when willingness, so things will continue when willingness is low.
Why do managers need to know about it? How can your idea be applied today?
-------------------------------------------------------------------------------
Behaviour happens when people are willing, able and ready. Until you are getting the right behaviours, it doesn’t make sense to work on building habits. Why: Habits are essentially reinforced behaviours. If your company is willing and able to innovate (The right behaviours are possible), focus on triggering behaviours and reinforcing behaviours to build habits. If not (and most companies are here), follow this simple 4-step process: Step 1 Identify / Step 2 Facilitate / Step 3 Trigger / Step 4 Reinforcement
Based on 4 years of research with over 400 companies - there are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time.
This lecture introduces the ABCs of Innovation
A = Alignment
B = Build ideas
C = Communicate and Check
S = Learning Systems
And explains why a systematic application of these stages of development can help you build ideas faster while reducing the risks of failure.
New Models of Purpose-Driven Exploration in Knowledge WorkWilliam Evans
The last 20 years have been a period of radical disruption and transformation in knowledge work. The "why, what, and how" of new value creation and delivery in knowledge-intensive work is shifting and the power has moved from the center to the edges. In his talk, Evans will explore the emergence of new methods of exploration, abductive ideation, and empirical validation that is changing how value creation happens. The very idea first introduced by Buckminster Fuller, when he said that everything was becoming ephemeralized—doing "more and more with less and less until eventually you can do everything with nothing"—or more recently when Marc Andreessen said, "software is eating the world," has had a direct impact on information-seeking and information-synthesizing behaviors. Evans will unpack how many of these models and methods are really the exaptation of Lean, Systems Thinking, and Design Thinking principles, transplanted from the world of manufacturing into the ephemeral world of knowledge work and knowledge management. He'll finish by showing how these models can frame the challenges posed by sense-making (experiential) change in knowledge work.
Will Evans explores the convergence of practice and theory using Lean Systems, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. As Chief Design Officer, he works with a select group of clients undergoing Lean and Agile transformations across the entire organization. Will earned his Jonah® from AGI, and serves on the Board of Advisors for Rutgers CX (Customer Experience) Program. Formerly, he was Design Thinker-In-Residence at NYU Stern.
the art of creativity: asking provocative questionsJoyce Hostyn
Since we live in the world our questions create, "the most interesting thing you can do in life... is to call into question the rules of the game.” Questions make the impossible possible, help the unknown become known, and transform paradigms. To transform yourself, transform your organization, or transform the world learn the art of asking provocative questions.
3 beliefs you need to let go to start you agile journey – Agile EE 2017Antti Kirjavainen
The biggest reasons so many agile transformations fail have reported to be lack of management support and general resistance to change.
In my talk I describe the 3 underlining beliefs that cause resistance to change and lack of management support for agile transformations.
These paradigms are fundamentally incompatible with the agile way of working. Trying to transform or change an organization where these beliefs are prevalent will fail.
How to change these beliefs? Answering that question is the second part of my talk. I will describe my experiments to help people unlearn these beliefs and share what I have found to work to support this kind of change in mindset and culture.
My talk will help people in any knowledge work organisation who want to change their organisation into more agile mindset and ways of working.
Urgent problems, rational solutions and passionate patient advocates are necessary but not sufficient to create change in health care organisations.
Lois Kelly and Carmen Medina of Rebels at Work will look at common mistakes in developing and introducing new ideas and discuss important and often overlooked organizational, interpersonal and personal self-awareness practices needed to navigate the journey from ‘I see a problem and have an idea’ to the idea being adopted.
Facilitating Complexity: Methods & Mindsets for Exploration William Evans
An updated presentation delivered at PwC in Melbourne Australia
Will Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization. Will earned his Jonah® from AGI, and serves on the Board of Advisors for Rutgers CX (Customer Experience). Formerly, he was Design Thinker-In-Residence at NYU Stern.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he brought LeanUX, Lean and Kanban to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in design innovation, user experience strategy and research. His roles include directing UX for social network analytics & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
Will is passionate about coffee, so much so that he started his own brand of organic single-origin coffee beans. He Co-Founded and Co-Chaired the LeanUXNYC conference, Founded the AgileUX NYC conference, and was also the User Experience track chair for the Agile 2013/2014 conferences.
27 creativity and innovation tools - in one-pagers!Marc Heleven
27 creativity & innovation tools is an overview of various commonly used techniques in creativity, innovation, research & development processes.
All in one-pagers!
The techniques are grouped by:
- Diverging & Converging techniques
- Open & Closed challenges / problems
- Products & Services situations
- Individual & Group techniques
Techniques can be classified in many, many ways, yet the only real
measure is the passion and comfort you feel with a technique.
The only way to really get to know the techniques is to use them.
So go ahead, try them and share your experiences.
Enjoy the overview!
Ramon Vullings & Marc Heleven
http://www.RamonVullings.com
http://www.7ideas.net
People, brain and change in the Manifesto for Agile Software DevelopmentIvo Peksens
People and interactions, motivation and reflections are at the heart of the Manifesto for Agile Software Development. I invite you to take a closer look at our and others intrinsic motivation, explore how different ways of interacting with others impact our brain and behavior at work as well as do appreciative inquiry concept based personal retrospection at the end.
Complexity, Collaboration and UnconferencingGeoff Brown
I was asked by Geelong College to present on Sustainability. I am not a scientist or climate change expert, so I decided to focus my presentation on the stuff I know best. This is a presentation about learning to make the transition to a more more sustainable lifestyle, business, school community or whatever. In advance, apologies for the 'clutter' on a few of the slides.
Be Proactive – Focus on what you can influence
Begin with the end in mind – Define practical outcomes
Create a Problem Statement – A goal without a plan is just a wish
Put first thing first – Plan weekly, act daily
Chart Performance & Adjust – Shine a light on the problem
This presentation was part of a Week 0 class called "How Neuroscience Influences Human Behavior" at the Stanford Graduate School of Business. The class was co-taught by Marketing Professor Baba Shiv and Nir Eyal (Stanford MBA '08, blog: http://www.nirandfar.com)
Metrics for Agile Teams Forget Velocity: 42 Other Things to PonderAndy Cleff
Velocity is one of the most commonly used - and abused - development metrics. Teams (and their stakeholders) often focus on “improving velocity” without either a proper consideration for root causes that impact velocity or a holistic view of a team’s outcomes.
Join Andy Cleff in a lively discussion that explores how we can remove perverse incentives and instead provide healthier ways for teams to gain meaningful insights into the outcomes of their experiments.
New Models of Purpose-Driven Exploration in Knowledge WorkWilliam Evans
The last 20 years have been a period of radical disruption and transformation in knowledge work. The "why, what, and how" of new value creation and delivery in knowledge-intensive work is shifting and the power has moved from the center to the edges. In his talk, Evans will explore the emergence of new methods of exploration, abductive ideation, and empirical validation that is changing how value creation happens. The very idea first introduced by Buckminster Fuller, when he said that everything was becoming ephemeralized—doing "more and more with less and less until eventually you can do everything with nothing"—or more recently when Marc Andreessen said, "software is eating the world," has had a direct impact on information-seeking and information-synthesizing behaviors. Evans will unpack how many of these models and methods are really the exaptation of Lean, Systems Thinking, and Design Thinking principles, transplanted from the world of manufacturing into the ephemeral world of knowledge work and knowledge management. He'll finish by showing how these models can frame the challenges posed by sense-making (experiential) change in knowledge work.
Will Evans explores the convergence of practice and theory using Lean Systems, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. As Chief Design Officer, he works with a select group of clients undergoing Lean and Agile transformations across the entire organization. Will earned his Jonah® from AGI, and serves on the Board of Advisors for Rutgers CX (Customer Experience) Program. Formerly, he was Design Thinker-In-Residence at NYU Stern.
the art of creativity: asking provocative questionsJoyce Hostyn
Since we live in the world our questions create, "the most interesting thing you can do in life... is to call into question the rules of the game.” Questions make the impossible possible, help the unknown become known, and transform paradigms. To transform yourself, transform your organization, or transform the world learn the art of asking provocative questions.
3 beliefs you need to let go to start you agile journey – Agile EE 2017Antti Kirjavainen
The biggest reasons so many agile transformations fail have reported to be lack of management support and general resistance to change.
In my talk I describe the 3 underlining beliefs that cause resistance to change and lack of management support for agile transformations.
These paradigms are fundamentally incompatible with the agile way of working. Trying to transform or change an organization where these beliefs are prevalent will fail.
How to change these beliefs? Answering that question is the second part of my talk. I will describe my experiments to help people unlearn these beliefs and share what I have found to work to support this kind of change in mindset and culture.
My talk will help people in any knowledge work organisation who want to change their organisation into more agile mindset and ways of working.
Urgent problems, rational solutions and passionate patient advocates are necessary but not sufficient to create change in health care organisations.
Lois Kelly and Carmen Medina of Rebels at Work will look at common mistakes in developing and introducing new ideas and discuss important and often overlooked organizational, interpersonal and personal self-awareness practices needed to navigate the journey from ‘I see a problem and have an idea’ to the idea being adopted.
Facilitating Complexity: Methods & Mindsets for Exploration William Evans
An updated presentation delivered at PwC in Melbourne Australia
Will Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization. Will earned his Jonah® from AGI, and serves on the Board of Advisors for Rutgers CX (Customer Experience). Formerly, he was Design Thinker-In-Residence at NYU Stern.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he brought LeanUX, Lean and Kanban to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in design innovation, user experience strategy and research. His roles include directing UX for social network analytics & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
Will is passionate about coffee, so much so that he started his own brand of organic single-origin coffee beans. He Co-Founded and Co-Chaired the LeanUXNYC conference, Founded the AgileUX NYC conference, and was also the User Experience track chair for the Agile 2013/2014 conferences.
27 creativity and innovation tools - in one-pagers!Marc Heleven
27 creativity & innovation tools is an overview of various commonly used techniques in creativity, innovation, research & development processes.
All in one-pagers!
The techniques are grouped by:
- Diverging & Converging techniques
- Open & Closed challenges / problems
- Products & Services situations
- Individual & Group techniques
Techniques can be classified in many, many ways, yet the only real
measure is the passion and comfort you feel with a technique.
The only way to really get to know the techniques is to use them.
So go ahead, try them and share your experiences.
Enjoy the overview!
Ramon Vullings & Marc Heleven
http://www.RamonVullings.com
http://www.7ideas.net
People, brain and change in the Manifesto for Agile Software DevelopmentIvo Peksens
People and interactions, motivation and reflections are at the heart of the Manifesto for Agile Software Development. I invite you to take a closer look at our and others intrinsic motivation, explore how different ways of interacting with others impact our brain and behavior at work as well as do appreciative inquiry concept based personal retrospection at the end.
Complexity, Collaboration and UnconferencingGeoff Brown
I was asked by Geelong College to present on Sustainability. I am not a scientist or climate change expert, so I decided to focus my presentation on the stuff I know best. This is a presentation about learning to make the transition to a more more sustainable lifestyle, business, school community or whatever. In advance, apologies for the 'clutter' on a few of the slides.
Be Proactive – Focus on what you can influence
Begin with the end in mind – Define practical outcomes
Create a Problem Statement – A goal without a plan is just a wish
Put first thing first – Plan weekly, act daily
Chart Performance & Adjust – Shine a light on the problem
This presentation was part of a Week 0 class called "How Neuroscience Influences Human Behavior" at the Stanford Graduate School of Business. The class was co-taught by Marketing Professor Baba Shiv and Nir Eyal (Stanford MBA '08, blog: http://www.nirandfar.com)
Metrics for Agile Teams Forget Velocity: 42 Other Things to PonderAndy Cleff
Velocity is one of the most commonly used - and abused - development metrics. Teams (and their stakeholders) often focus on “improving velocity” without either a proper consideration for root causes that impact velocity or a holistic view of a team’s outcomes.
Join Andy Cleff in a lively discussion that explores how we can remove perverse incentives and instead provide healthier ways for teams to gain meaningful insights into the outcomes of their experiments.
This handout accompanies slides -- Analytics that count -- presented by Danny Gawlowski at Fresno NewsTrain. Gawlowski is assistant managing editor of The Seattle Times. For more information on the News Leaders Association's NewsTrain, please see https://www.newsleaders.org/newstrain.
VS Liv MSHQ 2022 - Measuring Up! How To Choose Agile Metrics - Dugan.pdfAngela Dugan
How many times have you been asked to deliver on metrics that did not make sense to you, that felt counterproductive to your or the team's effectiveness, or that were seemingly impossible to collect in a sane fashion? Oftentimes, I find that metrics being collected are ones that are easy to collect and report on but are not necessarily the ones that will help the team learn and improve.
When it comes to software delivery, lean and agile practices and methodologies have taken the lead. Metrics have lagged a bit and often rely on very waterfall-style milestones and phase-gates to determine a team's effectiveness. In the spirit of continuous improvement, this session will take a look at the measures we can and should collect from agile teams, why these metrics are relevant and interesting, and how we can use them to help our teams continuously improve.
Growth Analytics and how to measure Growth and success. Why measuring is where the Lean Cycle breaks, what are good and bad metrics, applying the concept of the Northstar Metric and One Metric that Matters
Metrics: Tell A Story Not A Number by Mike LylesMike Lyles
This presentation is for software testing teams and has been presented at multiple conferences internationally as a 1-hour session, and full day workshop. The presentation focuses on how to determine metrics which mean something to your stakeholders and processes to enable teams to build those metrics to tell a story and not focus on simple numbers. It also has inputs & quotes from various test professionals internationally. ALL RIGHTS RESERVED - COPYING OR REPRODUCTION NOT PERMITTED WITHOUT PERMISSION FROM MIKE LYLES OR CREDITED PARTIES WITHIN THE SLIDES.
These are the slides from a talk given on March 4, 2012 at the Harvard Business School Entrepreneurship Conference. It summarizes ten key lessons in being a great product leader from over a decade of experience in consumer software.
It is based on a lecture given on the same topic on August 31, 2011 at LinkedIn.
Learning Analytics Primer: Getting Started with Learning and Performance Anal...Watershed
Navigating the scope of disruptive analytics solutions to deliver maximum impact. Learn more about the importance of scalable learning in organizations that want to embrace an environment of continuous improvement. Mike Rustici provides a workshop on the five steps to get started with learning and performance analytics. Ranging from gathering your data using methods like experience API, to setting metrics and evaluating impact of learning programs.
As we become a 100+ member team, we’ll like to showcase the core values that help us become a strong unit together.
These values define what we stand for and how anyone can become a member of the CoinSwitch Kuber family.
How to Measure What Matters:
What is a KPI and what makes a good one?
Who should be involved in data driven decision making in your business?
What tools do you need to start being data-driven?
What should you measure?
Next Steps & Best Practices
How to Get Started or Expand Your Learning Analytics ProgramWatershed
Watershed co-hosted a workshop with ATD Nashville and Rustici Software to help L&D pros get started with learning analytics. Facilitators Mike Rustici and John Mattox, Ph.D., explored the five steps of learning analytics and helped attendees choose the right approach for their learning analytics programs.
When building your Behavior-Driven Development (BDD) examples, do you first dive into detailing all the given-when-then narratives? Chances are good that you're doing more speculative work than you should. Let's learn how to shape our BDD features using a just-in-time (JIT) mentality. In this hands-on workshop, you'll learn about when and how to negotiate stories around BDD scenario names. You'll discover how this focus can help you: * learn how to break down larger stories * determine the scope to be delivered * transition the conversation (story) into a dependable artifact.
MHA2018 - How the Marine Corps Creates High-Performing Teams - Andrew McKnigh...AgileDenver
Andrew McKnight "Outside of the 13-week grueling boot camp that every Marine goes through, what do the Marines do to have the title of the ""World's 911 Response Force?""
It isn't because they come out of the Marine Corps boot camp being able to run 3-miles with ease, are hand-to-hand combat proficient, or can shoot a human-sized target from 500 yards with deadly accuracy.
It's because the most basic team in the Marines is a 4-person, cross-functional team that is empowered to train, learn and grow together; are technically and tactically proficient, and operate in a decentralized decision-making model the ensures those with the most current and relevant information are the ones making the decisions.
Join me in exploring how the Marine Corps uses this small unit to excel on the battlefield, and how you can use these approaches to build high performing teams in your organization."
MHA2018 - Your Agile Adoption is Going to Fail (and you're gonna fall right o...AgileDenver
"You can see your whole agile transition program starting to lose its grip. Culture and mind-sets have not changed (or not changed enough). You're going to fall! This lecture will shed light on the true and dire nature of your situation, and provide you with a thin lifeline and carabiner of hope. Most Agile adoptions focus on the implementation of a framework (Scrum, XP, SAFe, LeSS, etc) and the use of practices and techniques as an attempt to ""fake it 'til you make it,"" which should spur on the growth mindset. Companies and coaches believe you can change the culture and change the mindsets and the benefits of a truly agile organization will then follow. This is all a lovely self-deception. Humans are emotional creatures, and even the most logical Spock-like among us are still driven by the chemicals and irrational survival thought processes in our brains. This talk covers several examples of irrational failures, followed by examples of irrational successes, where the use of the art of persuasion was applied. In this new age where facts no longer matter, fake news fools people, and Stephen Colbert's 'truthiness' is in the dictionary, it's time to lay down the cumulative flow diagrams and focus on the actual methods that will affect change. (But yeah, the reality is most of you are going down -- not everyone has what it takes to summit Everest.)
"
MHA2018 - 3 Minute Improv Games to Improve Your Teams - Wayde StallmannAgileDenver
"You will be surprised to learn that Improv Teams and Software Teams have many similarities; The same techniques Improv Teams use to turn a group of random individuals into Great Team Players can be used by Software Teams to improve Collaboration, Creativity, Communication & Trust.
This unique workshop will have attendees out of their seats and on their feet actively practicing the techniques Improv Teams use to build Collaboration, Creativity, Communication and Trust. This not only shows attendees how they can become a Great Team Player, but also how to train others within their organization. This hands on workshop provides actionable material for participants to use immediately upon returning to work. A flyer with the top 20 games is provided to every participant.
Learning Outcomes:
* You'll see firsthand how these improv games will help your teams as we play several games.
* You'll learn the same techniques Improv teachers use to train people to become Great Team Players.
* You'll learn how to bring fun back to your workplace.
After attending this workshop you'll be able to start your meetings or retrospectives with any of the 60 different free 3 minute games at: http://www.teamfirstdevelopment.com/warm-ups/. These games all work well over the phone and can be replayed.
"
MHA2018 - Rebuilding Trust through Transparency - Meg WardAgileDenver
"Are you in a position where it feels like there's no trust between you and your stakeholders? Or are you worried that you might be heading into that position?
I've been there, and I'm here to help. In February 2016, I moved from Developer to Manager of a team who were in their fifth year of a two-year project. To make matters worse, they had another deployment of an equally complex product that needed to happen nearly immediately due to competitive pressures (spoiler alert: we did not hit the deadline the customer wanted).
In this talk, I'll cover tips and tricks to build transparency, and with that transparency, build trust as well as about how to overcome a legacy of distrust and build stronger relationships. Additionally, I will talk about what has and hasn't worked and how we've dealt with and overcome additional setbacks."
MHA2018 - The Experimentation Mindset - Doc NortonAgileDenver
Among the traits that distinguish a good team from a great team is their ability to innovate. Despite the rhetoric in favor of innovation, most organizations are stuck in an implementation mindset, stifling creativity, excellence, and the resultant innovation. The experimentation mindset frees us from self-imposed constraints, allowing us to continually learn and improve. In this session, we’ll talk about how we learn as individuals and how we learn as organizations. We’ll take a look at some examples of the experimentation mindset happening in the agile community today and we’ll talk about how you can foster such a mindset in your own organization.
MHA2018 - Only Responsible Leaders Can Collaborate in a High-Functioning Team...AgileDenver
"As a Lean-Agile leader, you can turn your leadership team into a high-performing Lean-Agile leadership team. This highly interactive mashup workshop explores what happens when team members take personal responsibility, come from a place of vulnerability, and therefore authentically facilitate real collaboration to produce great results.
Christopher Avery's responsibility process describes the phases we go through on our way to taking real responsibility.
Patrick Lencioni describes the five dysfunctions of team, and by extension the five behaviors of a high-functioning, collaborative team.
Jean Tabaka taught us how to facilitate collaboration by creating safety in a room and on a team and by ensuring that all voices are heard.
In this highly interactive workshop, we will explore together what happens we are a stuck in something less than a place of responsibility, and what impact that has on our ability to collaborate effectively on a team.
Then we will explore how working our way to a place of responsibility also helps us create and contribute to a healthy team, and how to facilitate a team that can collaborate to create great things.
Attendees will walk away with a process you can run with your team to help you and your team reach performance and responsibility."
MHA2018 - Herbie - understanding and applying WiP limits effectively - John Y...AgileDenver
Herbie is an interactive game which compares four different types of WiP limits and how they impact on throughput, the history of WiP limits such as Henry Ford and Taiichi Ohno and how to apply Little's law. It is a fun and engaging game with plenty of opportunity for discussion and learning.
MHA2018 - It's a "self-organizing" team -- how can I help them? - Erika LenzAgileDenver
"Your teams seem to be working ok -- they attend meetings, stories move across the board, most work gets done, eventually. But when a problem comes up, they point fingers or scatter like ants in a rainstorm. Why aren't they proactive? Why don't they have a sense of ownership? Why don't they collaborate and participate in decision-making? You told them they were self-organizing!!!
""Self-organization"" is one of the most misunderstood concepts in Agile. Research shows that most high-performing teams are self-organizing. Why, then, are high-performing teams so rare?
This talk will help participants accomplish the following learning objectives:
* Be able to distinguish between the four types of team (manager-led, self-managing, self-organizing, self-governing).
* Identify what kind of team(s) they are working with.
* Understand the types of authority teams need to have to be self-organizing.
* Understand the types of support needed from managers, scrum masters, and others.
* Identify behaviors they can model / exhibit to help their teams become more self-organizing.
This is primarily a lecture format, interspersed with table or paired discussions. "
MHA2018 - Validate It Before You Build It: The Experiment Canvas - Brad SwansonAgileDenver
Validated Learning is the core of the Lean Startup philosophy and it tells us to run low-cost experiments to validate our product ideas. The Experiment Canvas is a one-page simple tool that guides you through the process from articulating the problem (the market opportunity), identifying risks & uncertainties, and selecting the most appropriate experiments to address the biggest risks. Participants will learn about a variety of techniques for running low-cost product experiments to measure gauge the market and ultimately to build the Right Thing.
MHA2018 - How Agile Coaching Practices Can Be Used in Schools To Get Students...AgileDenver
"Are we doing all we can as educators to prepare students for the demands of the modern workplace? In this session we will explore how Agile is being used in the classroom, how SCRUM ceremonies are the key to student reflection and growth, and what our community can do to promote Agile in schools. This session will be divided into 3 parts:
1. What Are the Challenges that Public and Private Education Faces in the 21st Century?
2. How Coaching Students Using Agile Ceremonies Can Solve the Problem of Workplace Readiness
3. What the Agile Community Can Do To Promote Agile in Schools "
MHA2018 - Going with the Flow: Adapting Scrum Practices for Marketing - Andre...AgileDenver
The worlds of software and marketing are converging, but that doesn't mean the two groups look the same when practicing Agile. Scrum, while still the dominant choice for developers, often fails to translate in a marketing environment. But by incorporating more flow-based practices from the Kanban world, marketers can take Agile and make it their own. This session draws on new research from hundreds of marketers, as well as on-the-ground experience from an Agile marketing coach. If you're struggling with Agile outside of IT, you may need to start going with the flow.
MHA2018 - When will it be done - Probabilistic Predictions - Prateek SinghAgileDenver
"The very first question a customer asks us when we start work is - When will it be done? Traditional methods of answering this question are fraught with errors. The most common errors include heavy reliance on estimates and use of averages to give one deterministic answer. We are all aware that our world is not deterministic and each prediction has a probability of being right and a complimentary probability of being wrong. In this session, we will use examples and a simple exercise to demonstrate a much easier method which can help make probabilistic predictions.
These predictions can help teams have more informed conversations with their customers about their probability of completing a project on time and around the risk profiles of their projects. The audience will learn how with very little estimation and simple measurements they can better inform and equip teams, managers and customers with information about possible completion dates of the project. We will show how these techniques are actively being used to predict the completion of single items and a set of multiple items in the real world. "
MHA2018 - Docker and Jenkins Pipeline for Continuous integration - Mark WaiteAgileDenver
"DevOps lets development teams deploy to production. Developers and testers don't want to break production.
Combining Docker containers and Jenkins Pipeline automates the deployment pipeline and reduces production breaks.
They are a powerful pair in the DevOps toolbox."
MHA2018 - Jen Krieger - Getting Started with KanbanAgileDenver
Often times teams that struggle with Scrum see Kanban as the "easier" way of working. Do you have a team that thinks that? Kanban is as rigorous in process as Scrum is, when you take advantage of all of the tools it has to offer. Come and learn the history of Kanban, the basic mechanics on getting started, and what you do once you master To Do, Doing & Done.
MHA2018 - The Immunity to Change - How to discover individual or team resista...AgileDenver
Often we know what we need to change in our behaviors; however, for some reason we either don’t, won’t or can’t sustain the change. This session teaches a method, Immunity to Change, that can help get to the root of the resistance to those changes. This session introduces a method for discovering why we often know exactly what to do differently, but for whatever reason fail to do so. This is the face of really knowing, believing and wanting to change! In the session we explore the theoretical underpinnings of the Immunity to Change (ITC) method. And throughout the session each participant has the opportunity to build their own ITC map and perhaps discover meaning for a personal change in their lives.
MHA2018 - How Agile connects to the Social Nature of a High-Performance Workp...AgileDenver
"Social networks can make a huge impact on business success. Agile transformations can create threats and resistance even with the best intentions when we do not consider how each message is received. In this talk, we will consider how using the SCARF model (status, certainty, autonomy, relatedness and fairness) can guide leaders in their message and create more safety and high performance in the workplace.
Agile has claimed high performing teams is critical and we have debates over how to measure high performance but we need to turn our focus from numbers to the social aspects of the workplace? Everyone experiences change in different ways but there are instinctual responses that should be understood and considered so that we create an inviting and positive reaction to the changes we are asking people to make.
By understanding how the brain responds to events, you can more effectively remove common barriers managers and their teams face each day. We will talk through how social qualities impact relationships and decisions, how the brain works and how you can relate these to our core agile principles and experience more successful transformations."
MHA2018 - Workbook Breaking Out of The Rut-rospective: Finding Activities to ...AgileDenver
In this highly interactive and hands-on workshop, we will share our favorite activities for retrospectives and explore their best purposes. We will engage in exercises that focus on *activities* for any part of the retro: from setting the stage to gathering data to deciding what to do. We'll look at specific, common team scenarios: brand new team, disaffected/underperforming team member(s), distributed teams, technical challenges, etc. and discover how to find the right activity for the right team issue. Attendees will leave with a workbook of ideas (some provided by me, most crowdsourced by the group) and renewed enthusiasm for their team's retrospectives.
MHA2018 - Breaking Out of The Rut-rospective: Finding Activities to Engage Yo...AgileDenver
In this highly interactive and hands-on workshop, we will share our favorite activities for retrospectives and explore their best purposes. We will engage in exercises that focus on *activities* for any part of the retro: from setting the stage to gathering data to deciding what to do. We'll look at specific, common team scenarios: brand new team, disaffected/underperforming team member(s), distributed teams, technical challenges, etc. and discover how to find the right activity for the right team issue. Attendees will leave with a workbook of ideas (some provided by me, most crowdsourced by the group) and renewed enthusiasm for their team's retrospectives.
MHA2018 - Introduction to Observational Coaching - Daniel LynnAgileDenver
"Starting out as a new agile coach is difficult. Where do you go? How do you start? Learn to leverage a coaching approach that focuses on observations and, from them, insights and goals. Through this, coaches will be able to better target their efforts and create demonstrable improvement in teams.
In this workshop, we provide scenarios drawn from real-life experience with teams and organizations. After an introduction to good observation techniques, groups will be asked to collect observations from various scenarios.
Groups will then collaborate with others and draw insights from common behaviors and trends. From this, we will leverage the Coaching Card technique to plan possible coaching paths forward and identify ways that progress could be validated and demonstrated in practice.
Attendees will leave this session with a structured approach to guide their ongoing coaching efforts and share those experiences with others in the organization."
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
1. Metrics 3.0
2017 Mile High Agile - Denver
Presented by Andy Cleff
Co-Author Ralph van Rosmalen
Based on work of Jurgen Appelo
2. Metrics 3.0 • Andy Cleff • @JustSitThere
Overview
Who’s Here Today?
Twelve Rules
for Measurement
Group Brainstorming
Group Presentations
Keeping in Touch
3. Metrics 3.0 • Andy Cleff • @JustSitThere
12 Rules for Measurement
1: Measure for a purpose
2: Shrink the unknown
3. Seek to improve
4: Delight all stakeholders
5: Distrust all numbers
6: Set imprecise targets
7: Own your metrics
8: Don’t connect metrics to rewards
9: Promote values and transparency
10: Visualize and humanize
11: Measure early and often
12: Try something else
change and innovation practices
MANAGEMENT 3.0
12 Rules for Measurement
When selecting metrics, ask:
Rule 1: Measure for a purpose
You must always understand why you are measuring.
The metric is not a goal in itself. Never forget that it’s
just a means to an end. It all starts with why.
Rule 2: Shrink the unknown
A metric is just a surrogate for what you really want to
know. Don’t jump to conclusions. Always try to reduce
the size of what is still unknown.
Rule 3. Seek to improve
Don’t only measure things that will make you look good.
There is plenty of data around, but you must focus on
what enables you to do better work.
Rule 4: Delight all stakeholders
Your work depends on others, and others depend on
you. Never optimize for just one stakeholder. Instead,
measure your work from multiple perspectives.
Rule 5: Distrust all numbers
Observers usually influence their own metrics, and they
suffer from all kinds of biases. Have a healthy, skeptical
attitude towards any reported numbers.
Rule 6: Set imprecise targets
When people have targets, they have an inclination to
focus on the targets instead of the real purpose. Avoid
this tendency by keeping your targets vague.
Rule 7: Own your metrics
Everyone is responsible for their own work, and metrics
help us improve that work. Therefore, everyone should
be responsible for their own metrics.
Rule 8: Don’t connect metrics to rewards
Rewards often kill intrinsic motivation and lead
to dysfunctional behaviors in organizations. Don’t
incentivize people to do work they should like doing.
Rule 9: Promote values and transparency
Human beings are smart and able to game any system.
To prevent gaming, be transparent about values,
intentions, and the metrics everyone is using.
Rule 10: Visualize and humanize
Numbers tend to dehumanize everything. Replace digits
with colors and pictures, and keep the measurements
close to where the actual work is done.
Rule 11: Measure early and often
Most people don’t measure often enough. Measure
sooner and faster to prevent risks and problems from
growing too big for you to handle.
Rule 12: Try something else
It’s rarely a good idea to do the same things over and
over. The environment changes all the time. The same
should apply to how and what you measure.
› Why “this metric?” – Why does it matter?
› What insights might we gain from it?
› What is expected to change? What is expected variability,
consistency – are we looking for trends or absolute values?
› How might it be gamed, misused (or abused)?
› What are some for trade offs / costs of improvement -
Working to improve one thing may temporarily reduce
another (e.g., predictability may increase at the expense
of throughput)
› How often would we like to “take a data point”?
› How long will we run the experiment? (What is the half-life?)
› How when we know when we’re “done” with this metric
(and it’s served its purpose, and it’s time to retire it and
consider another…)?
› How will we make our measurements transparent – to
promote knowledge sharing, collaboration with other
teams and trust with our sponsors?
› Is this metric a leading or lagging indicator?
4. Rule 1- Measure
for a purpose
You must always understand what
you are measuring. The metric is
not a goal in itself. Never forget that
it’s just a means to an end. It all
starts with why.
5. “If all we have are opinions, let’s go with mine.”
Jim Barksdale
“…Analysis without numbers is only an opinion.”
Atkins Law #1
6. Metrics 3.0 • Andy Cleff • @JustSitThere
Reasons why we do measure
To see revenues to drive resource & people allocation
Monitor alignment with mission / vision / goal
Observe quality of product / process
Judge customer happiness / employee satisfaction
To make decisions that are not based on gut feelings
7. Metrics 3.0 • Andy Cleff • @JustSitThere
Reasons why we don’t measure
Measurements might be used as weapons
Lame metrics that would not useful or actionable
Implementing measures would cost too much time / effort
Some things might just not be immeasurable
8. Rule 2 - Shrink
the unknown
A metric is just a surrogate for what
you really want to know. Don’t jump
to conclusions. Always try to reduce
the size of what is still unknown.
9. Metrics 3.0 • Andy Cleff • @JustSitThere
Cynefin Framework
11. Metrics 3.0 • Andy Cleff • @JustSitThere
Cynefin Framework
Here Things
Get Interesting…
12. Rule 3 - Seek to
improve
Don’t only measure things that will
make you look and feel good. There
is plenty of data around, but you
must focus on what enables you to
do better work.
13. Metrics 3.0 • Andy Cleff • @JustSitThere
Actionable Metrics
“A good metric changes the way you behave. This is by far
the most important criterion for a metric: what will you do
differently based on changes in the metric?”
Lean Analytics, Alistair Croll and Benjamin Yoskovitz
14. Metrics 3.0 • Andy Cleff • @JustSitThere
Vanity Metrics
“When we rely on vanity metrics, a funny thing happens.
When the numbers go up, I've personally witnessed everyone
in the company naturally attributing that rise to whatever they
were working on at the time. That's not too bad, except for this
correlate: when the numbers go down, we invariably blame
someone else”
Eric Ries
15. Rule 4 - Delight
all stakeholders
Your work depends on others, and
others depend on you. Never
optimize for just one stakeholder.
Instead, measure your work from
multiple perspectives.
16. Metrics 3.0 • Andy Cleff • @JustSitThere
It is impossible to please everyone, but you would like to
know who is pleased at certain moments and who is not.
17. Rule 5 - Distrust
all numbers
Observers usually influence their
own metrics, and they suffer from
all kinds of biases. Have a healthy,
skeptical attitude towards any
reported numbers.
22. Rule 6 - Set
imprecise targets
When people have targets, they
have an inclination to focus on the
targets instead of the real purpose.
Avoid this tendency by keeping
your targets vague.
23. "When a measure becomes a target, it ceases to be a
good measure."
Goodhart's law
24. Rule 7 - Own
your metrics
Everyone is responsible for their
own work, and metrics help us
improve that work. Therefore,
everyone should be responsible for
their own metrics.
25. Metrics 3.0 • Andy Cleff • @JustSitThere
Important Considerations
How many metrics should a team use?
Which ones to use?
How long should they use the ones selected?
26. Metrics 3.0 • Andy Cleff • @JustSitThere
Anti-Patterns
Looking at a single metric (Hawthorn)
Striving for ever increasing values instead of striving for
consistency and stability (Goodhart)
Correlation is not necessarily causation (Milton Friedman’s
Thermostat)
Comparing metrics across teams that are very different
27. Rule 8 - Don’t
connect metrics
to rewards
Rewards often kill intrinsic
motivation and lead to dysfunctional
behaviors in organizations. Don’t
incentivize people to do work they
should like doing.
29. Rule 9 - Promote
values and
transparency
Human beings are smart and able
to game any system. To prevent
gaming, be transparent about
values, intentions, and the metrics
everyone is using.
30. Metrics 3.0 • Andy Cleff • @JustSitThere
Values, Intention, Purpose
Do we get paid a sustainable value for what we do?
Are we great at what we do in the eyes of our customers?
Do our employees / team mates love what we do and the
way we do it?
Will what we do make the world a better place for our
grandchildren?
32. Rule 10 -
Visualize and
humanize
Numbers tend to dehumanize
everything. Replace digits with
colors and pictures, and keep the
measurements close to where the
actual work is done.
38. Rule 11 -
Measure early
and often
Most people don’t measure often
enough. Measure sooner and faster
to prevent risks and problems from
growing too big for you to handle.
39. “The only way to win is to learn faster than anyone
else”
Eric Ries
“What you want to do as a company is maximize the
number of experiments you can do per unit of time.”
Jeff Bezos
40. Rule 12 - Try
something else
It’s rarely a good idea to do the
same things over and over. The
environment changes all the time.
The same should apply to how and
what you measure.
41. Metrics 3.0 • Andy Cleff • @JustSitThere
Limited Lifespan of all Metrics
That which is measured will improve, at a cost.
When a measure becomes a target, it ceases to be a good
measure.
Correlation is not causation, but it sure is a hint.
Use multiple viewpoints - technical as well as human - to get
a holistic perspective
42. Metrics 3.0 • Andy Cleff • @JustSitThere
The Twelve Rules for Metrics
1: Measure for a purpose
2: Shrink the unknown
3. Seek to improve
4: Delight all stakeholders
5: Distrust all numbers
6: Set imprecise targets
7: Own your metrics
8: Don’t connect metrics to rewards
9: Promote values and transparency
10: Visualize and humanize
11: Measure early and often
12: Try something else
44. Metrics 3.0 • Andy Cleff • @JustSitThere
Five Categories of Metrics
1. Process Health Metrics - assess day-to-day delivery team activities and
evaluates process changes.
2. Release Metrics - focus on identifying impediments to continuous delivery.
3. Product Development Metrics - help measure alignment of product
features to user needs.
4. Technical / Code Metrics - help determine quality of implementation and
architecture.
5. People/Team - reveal issues that impact a team’s sustainable pace and
level of engagement.
Shout out to Jason Tice @theagilefactor
46. Metrics 3.0 • Andy Cleff • @JustSitThere
Review the Options….
1. Why “this metric?” – Why does it
matter? Who does it matter to?
2. What insights might we gain from it?
3. What is expected to change? Are we
looking for variability, consistency,
trends or absolute values?
4. How might it be gamed, misused (or
abused)?
5. What are some trade offs / costs of
improvement?
6. How often would we like to “take a
data point”?
7. How long will we run the experiment?
8. How when we know when we’re “done”
with this metric?
9. How will we make our measurements
transparent?
10.Is this metric a leading or lagging
indicator?
48. Let’s keep the conversation going…
Andy Cleff
andycleff@icloud.com
andycleff.com
linkedin.com/in/andycleff
@JustSitThere
coalition.agileuprising.com
49.
50. 40+ Metrics for Software Teams
People/Team: Human Elements
This group of metrics reveals issues that impact a team’s
sustainable place and level of engagement.
›› Team Happiness / Morale / Mood
›› Gallop Q12
›› Team / Manager / Organization NPS
›› Percentage of time w/o interruptions
›› Trust between Leadership and Team
›› Learning Log
›› Team Tenure
›› Phone-a-Friend Stats
›› Whole Team Contribution
›› Transparency (access to data, access to customers,
sharing of learning, successes and failures)
›› Comparative Agility: Team mapping against the 12 agile
principles (Geoff Watt’s “Scrum Mastery”)
Process Health Metrics
This category assess day-to-day delivery team activities
and evaluates process changes.
›› Cumulative Flow Diagrams
›› Control Charts
›› Cycle Time
›› Percent Complete and Accurate
›› Time Blocked per Work Item
›› Story/Epic Lead Time
›› Successful Iteration Completion
›› Escaped Defect Resolution Time
Release Metrics
This group directs focus on identifying impediments to
continuous delivery.
›› Escaped Defects
›› Release Success Rate
›› Release Time
›› Time Since Last Release
›› Cost Per Release
›› Release Net Promoter Score
›› Release Adoption / Install Rate
Product Development Metrics
These help measure alignment of product features to user
needs.
›› Customer / Business Value Delivered
›› Risk Burndown
›› Value Stream Mapping
›› Sales Velocity
›› Product Forecast
›› Product Net Promoter Score (NPS)
›› User Analytics
Technical/Code Metrics
The following help determine quality of implementation
and architecture.
›› Test Coverage
›› Unit/Regression Test Coverage
›› Build Time
›› Defect Density
›› Code Churn
›› Code Ownership
›› Code Complexity
›› Coding Standards Adherence
›› Crash Rate
›› Build Breaks
›› Technical Debt
›› Ratio of Fixing Work vs Feature Work
Andy Cleff
Andy is an experienced and pragmatic agile practitioner that
takes teams beyond getting agile to embracing agile. His chief
weapons are well asked questions, insightful retrospectives and
an ability to withstand awkward silences. And if all else fails, beer.
andycleff@icloud.com
andycleff.com
linkedin.com/in/andycleff
@JustSitThere
agileuprising.com
The following listing is intended as a starting point for conversation and discussion. Choose one or two that make sense for
your team / organization and add them to your current dashboard. Then rinse and repeat over time.
51. change and innovation practices
MANAGEMENT 3.0
12 Rules for Measurement
When selecting metrics, ask:
Rule 1: Measure for a purpose
You must always understand why you are measuring.
The metric is not a goal in itself. Never forget that it’s just a
means to an end. It all starts with why.
Rule 2: Shrink the unknown
A metric is just a surrogate for what you really want to
know. Don’t jump to conclusions. Always try to reduce the
size of what is still unknown.
Rule 3. Seek to improve
Don’t only measure things that will make you look good.
There is plenty of data around, but you must focus on what
enables you to do better work.
Rule 4: Delight all stakeholders
Your work depends on others, and others depend on you.
Never optimize for just one stakeholder. Instead, measure
your work from multiple perspectives.
Rule 5: Distrust all numbers
Observers usually influence their own metrics, and they
suffer from all kinds of biases. Have a healthy, skeptical
attitude towards any reported numbers.
Rule 6: Set imprecise targets
When people have targets, they have an inclination to
focus on the targets instead of the real purpose. Avoid this
tendency by keeping your targets vague.
Rule 7: Own your metrics
Everyone is responsible for their own work, and metrics
help us improve that work. Therefore, everyone should be
responsible for their own metrics.
Rule 8: Don’t connect metrics to rewards
Rewards often kill intrinsic motivation and lead to
dysfunctional behaviors in organizations. Don’t incentivize
people to do work they should like doing.
Rule 9: Promote values and transparency
Human beings are smart and able to game any system. To
prevent gaming, be transparent about values, intentions,
and the metrics everyone is using.
Rule 10: Visualize and humanize
Numbers tend to dehumanize everything. Replace digits
with colors and pictures, and keep the measurements close
to where the actual work is done.
Rule 11: Measure early and often
Most people don’t measure often enough. Measure sooner
and faster to prevent risks and problems from growing too
big for you to handle.
Rule 12: Try something else
It’s rarely a good idea to do the same things over and over.
The environment changes all the time. The same should
apply to how and what you measure.
›› Why “this metric?” – Why does it matter? Who does it
matter to?
›› What insights might we gain from it?
›› What is expected to change? What is the expected variability
and consistency – are we looking for trends or absolute
values?
›› How might it be gamed, misused (or abused)?
›› What are some for trade offs / costs of improvement?
›› How often would we like to “take a data point”?
›› How long will we run the experiment? (What is the half-life?)
›› How when we know when we’re “done” with this metric?
›› Are we adding to the dashboard or replacin/retiring
something else?
›› How will we make our measurements transparent – to
promote knowledge sharing, collaboration with other
teams and trust with our sponsors?
›› Is this metric a leading or lagging indicator?
52. Metrics 3.0 • Andy Cleff • @JustSitThere • AndyCleff.com
Good Ideas / Actionable Metrics
›› Team / Manager / Organization NPS
›› Gallop Q12
Bad / Nasty / Vanity Metrics
›› Time to hire
›› Lines of code per individual
People/Team: Human Elements
This group of metrics reveals issues that impact a team’s sustainable pace and level of engagement.
53. Metrics 3.0 • Andy Cleff • @JustSitThere • AndyCleff.com
Process Health Metrics
Good Ideas / Actionable Metrics
›› Cumulative Flow Diagrams
›› Lead & Cycle Time
Bad / Nasty / Vanity Metrics
›› Velocity
›› Story points per developer
This category assess day-to-day delivery team activities and evaluates process changes.
54. Metrics 3.0 • Andy Cleff • @JustSitThere • AndyCleff.com
Release Metrics
Good Ideas / Actionable Metrics
›› Time to first release
›› Frequency of release
Bad / Nasty / Vanity Metrics
›› Lines of code pushed
›› Story points per release
This group directs focus on identifying impediments to continuous delivery.
55. Metrics 3.0 • Andy Cleff • @JustSitThere • AndyCleff.com
Product Development Metrics
Good Ideas / Actionable Metrics
›› Product Net Promoter Score (NPS)
›› Risk Burndown
Bad / Nasty / Vanity Metrics
›› Number of new features
›› Customer satisfaction survey conducted by sales agent
These help measure alignment of product features to user needs.
56. Metrics 3.0 • Andy Cleff • @JustSitThere • AndyCleff.com
Technical/Code Metrics
Good Ideas / Actionable Metrics
›› Ratio of Fixing Work vs Feature Work
›› Test coverage
Bad / Nasty / Vanity Metrics
›› Lines of code
›› Causal Analysis
The following help determine quality of implementation and architecture.