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.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
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?
Webinar: 6 Keys to Agile Transformation Success with David Hawks | Agile Velo...Agile Velocity
Most Agile transformations are failing to deliver results. They’re either never-ending or constantly restarting, which has created transformation fatigue for many individuals and organizations. In this webinar, David Hawks discussed 6 critical elements most companies are missing that will enable them to have a successful Agile transformation.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
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?
Webinar: 6 Keys to Agile Transformation Success with David Hawks | Agile Velo...Agile Velocity
Most Agile transformations are failing to deliver results. They’re either never-ending or constantly restarting, which has created transformation fatigue for many individuals and organizations. In this webinar, David Hawks discussed 6 critical elements most companies are missing that will enable them to have a successful Agile transformation.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
Being Agile, Doing Agile and Agile in Crisis: We have the Agile Industrial Complex, Dark Agile, Faux/Fake Agile, Zombie Scrum, Flaccid Scrum, CrAgile, FrAgile, WAgile, and more. What do they all mean, and how do we know if we are doing them instead of "Being Agile"
Let It Flow: Using Flow Metrics to Combat Cognitive OverloadTasktop
Do conflicting priorities and interruptions disrupt your week? Is your calendar crammed with back-to-back meetings? If you are already overloaded and continue to take on more work, it’s likely you’re stressed. Stress impacts cognitive functioning - making it onerous to focus on and complete important work. While cognitive overload is difficult to measure, the impact is huge.
How can the impacts of stress be measured--and communicated? In this on-demand webinar, Tasktop Principal Flow Advisor, Dominica DeGrandis, presents actionable takeaways to address cognitive overload including:
- How to enable discussion for improvements using Flow Distribution and Flow Load
- How to allocate capacity for debt work by initiating “Flow Protection Time”
- How to put conditions in place for data-driven experimentation
modern approaches share a focus on producing exceptional outcomes and growing an outstanding culture. Today, it makes far more sense to bypass antiquated agility in favor of modern approaches.
Modern agile methods are defined by four guiding principles:
- Make people awesome
- Make safety a prerequisite
- Experiment & learn rapidly
- Deliver value continuously
Lean-Agile Journey @ Migros - Mit kleinen Schritten zu grossen VeränderungenJoël Krapf
Es ist Anfang Juni 2020 und wegen Corona sind die meisten Mitarbeitenden der Group IT der Migros im Home Office. So auch Joël Krapf und Martin Wechsler, CIO der Migros. Joël führt Martin in die laufenden Transformationsinitiativen ein und erklärt ihm, wie diese über OKR gesteuert werden. Martin hört aktiv zu. Am Ende der Präsentation folgt eine Frage, die den Startschuss zur skalierten Agilität auslöst: «Ich weiss, diese Initiativen befassen sich alle mit Management & Transformationsthemen. Da wird keine Software entwickelt. Wäre es trotzdem möglich, dass wir daraus den ersten Agile Release Train (ART) der Migros-Geschichte machen?». Joël’s naive Antwort: «In rund 4 Wochen haben wir einen Tag für die OKR-Planung reserviert. Diesen Tag können wir nutzen, um mit einem PI Planning zu starten.»
In seinem Vortrag lässt Joël die bisherige Reise in die skalierte Agilität Revue passieren. Dabei fasst er die 5 wichtigsten Learnings zusammen, so dass sich andere auf eine ähnliche Reise begeben können.
Was lernen die Zuhörer:innen in dem Vortrag? Starte mit einem F.A.I.L. und betone die Wichtigkeit von Continuous Learning
Stelle sicher, dass jedes Team einen «Servant Leader» hat, um die Veränderung mit den Teammitglieder zu verankern
Widerstehe der Versuchung, alles sofort und auf ein Mal bereits gut machen zu wollen
Habe eine Transformation-Roadmap und fokussiere auf die Verankerung der wirkungsvollsten Massnahmen (max. 3)
Nutze systeminhärente Feedbackloops, damit sich Beteiligte selbstständig verbessern können & wollen
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
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/
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
Beyond the Scrum Master - Becoming an Agile CoachCprime
For an organization to truly move to agility they must develop more than the traditional Scrum roles of ScrumMaster, Product Owner and Scrum team. They must create internal agile coaches. These agile advocates guide other ScrumMasters and Product Owners, assist teams with problems implementing Scrum and help the organization adopt the agile mindset.
How do you move from the ScrumMaster role to that of an agile coach? In this session, we’ll identify the characteristics of a good agile coach, how the role differs from the ScrumMaster and how to build an internal agile coaching organization. We’ll learn:
• Who makes a good agile coach
• How a typical internal agile coach spends their time
• How to assess problems in an unfamiliar team
• Metrics and tools to help the agile coach
• Getting teams started in Agile
• Continuing your own learning
This session is crucial for anyone who has a desire to help agile practices grow and thrive in the organization.
Why agile is failing in large enterprisesLeadingAgile
Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
Check out Mike giving this talk live https://www.leadingagile.com/why-agile-fails
Metrics 3.0 - Meaningful Measurements for Agile Software DevelopmentAndy Cleff
Velocity is one of the most commonly used - and abused - agile team 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. Join Andy in an interactive discussion that explores how we can remove the perverse incentives and provide healthier ways for teams to gain meaningful insights on the outcomes of their experiments.
Velocity is one of the most commonly used – and abused – agile team 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.
Join Andy in an interactive discussion that explores how we can remove the perverse incentives and provide healthier ways for teams to gain meaningful insights on the outcomes of their experiments.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
Being Agile, Doing Agile and Agile in Crisis: We have the Agile Industrial Complex, Dark Agile, Faux/Fake Agile, Zombie Scrum, Flaccid Scrum, CrAgile, FrAgile, WAgile, and more. What do they all mean, and how do we know if we are doing them instead of "Being Agile"
Let It Flow: Using Flow Metrics to Combat Cognitive OverloadTasktop
Do conflicting priorities and interruptions disrupt your week? Is your calendar crammed with back-to-back meetings? If you are already overloaded and continue to take on more work, it’s likely you’re stressed. Stress impacts cognitive functioning - making it onerous to focus on and complete important work. While cognitive overload is difficult to measure, the impact is huge.
How can the impacts of stress be measured--and communicated? In this on-demand webinar, Tasktop Principal Flow Advisor, Dominica DeGrandis, presents actionable takeaways to address cognitive overload including:
- How to enable discussion for improvements using Flow Distribution and Flow Load
- How to allocate capacity for debt work by initiating “Flow Protection Time”
- How to put conditions in place for data-driven experimentation
modern approaches share a focus on producing exceptional outcomes and growing an outstanding culture. Today, it makes far more sense to bypass antiquated agility in favor of modern approaches.
Modern agile methods are defined by four guiding principles:
- Make people awesome
- Make safety a prerequisite
- Experiment & learn rapidly
- Deliver value continuously
Lean-Agile Journey @ Migros - Mit kleinen Schritten zu grossen VeränderungenJoël Krapf
Es ist Anfang Juni 2020 und wegen Corona sind die meisten Mitarbeitenden der Group IT der Migros im Home Office. So auch Joël Krapf und Martin Wechsler, CIO der Migros. Joël führt Martin in die laufenden Transformationsinitiativen ein und erklärt ihm, wie diese über OKR gesteuert werden. Martin hört aktiv zu. Am Ende der Präsentation folgt eine Frage, die den Startschuss zur skalierten Agilität auslöst: «Ich weiss, diese Initiativen befassen sich alle mit Management & Transformationsthemen. Da wird keine Software entwickelt. Wäre es trotzdem möglich, dass wir daraus den ersten Agile Release Train (ART) der Migros-Geschichte machen?». Joël’s naive Antwort: «In rund 4 Wochen haben wir einen Tag für die OKR-Planung reserviert. Diesen Tag können wir nutzen, um mit einem PI Planning zu starten.»
In seinem Vortrag lässt Joël die bisherige Reise in die skalierte Agilität Revue passieren. Dabei fasst er die 5 wichtigsten Learnings zusammen, so dass sich andere auf eine ähnliche Reise begeben können.
Was lernen die Zuhörer:innen in dem Vortrag? Starte mit einem F.A.I.L. und betone die Wichtigkeit von Continuous Learning
Stelle sicher, dass jedes Team einen «Servant Leader» hat, um die Veränderung mit den Teammitglieder zu verankern
Widerstehe der Versuchung, alles sofort und auf ein Mal bereits gut machen zu wollen
Habe eine Transformation-Roadmap und fokussiere auf die Verankerung der wirkungsvollsten Massnahmen (max. 3)
Nutze systeminhärente Feedbackloops, damit sich Beteiligte selbstständig verbessern können & wollen
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
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/
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
Beyond the Scrum Master - Becoming an Agile CoachCprime
For an organization to truly move to agility they must develop more than the traditional Scrum roles of ScrumMaster, Product Owner and Scrum team. They must create internal agile coaches. These agile advocates guide other ScrumMasters and Product Owners, assist teams with problems implementing Scrum and help the organization adopt the agile mindset.
How do you move from the ScrumMaster role to that of an agile coach? In this session, we’ll identify the characteristics of a good agile coach, how the role differs from the ScrumMaster and how to build an internal agile coaching organization. We’ll learn:
• Who makes a good agile coach
• How a typical internal agile coach spends their time
• How to assess problems in an unfamiliar team
• Metrics and tools to help the agile coach
• Getting teams started in Agile
• Continuing your own learning
This session is crucial for anyone who has a desire to help agile practices grow and thrive in the organization.
Why agile is failing in large enterprisesLeadingAgile
Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
Check out Mike giving this talk live https://www.leadingagile.com/why-agile-fails
Metrics 3.0 - Meaningful Measurements for Agile Software DevelopmentAndy Cleff
Velocity is one of the most commonly used - and abused - agile team 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. Join Andy in an interactive discussion that explores how we can remove the perverse incentives and provide healthier ways for teams to gain meaningful insights on the outcomes of their experiments.
Velocity is one of the most commonly used – and abused – agile team 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.
Join Andy in an interactive discussion that explores how we can remove the perverse incentives and provide healthier ways for teams to gain meaningful insights on the outcomes of their experiments.
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.
Data-Driven Performance Feedback Helps Teams Make Better Customer OutcomesAggregage
In this webinar Mickey Mantle and Ron Lichty will teach you why its important to have data driven performance reviews, the most effective way to use data in performance reviews, and how this data helps to align your employee proficiency with your company goals.
Six Steps Towards Self Learning Teams and OrganizationsAndy Cleff
A framework that will propel your teams and organization on a path of self-learning and growth:
1. How to build an inventory of skills to sustain high performance
2. How to visualize the current and future states of the team skill set
3. How to prioritize "the learning backlog" and create conditions conducive to self-learning
4. Building learning communities at scale
5. How to measure outcomes of this experiment, to inspect and adapt the changing needs of the team and the organization
6. And how to making it all visible and amplify a culture of organizational learning
An Outcome Measurement Model: Is your Agile Adoption Moving the Needle?Cprime
The Version One Annual State of Agile survey indicates that 94% of organizations are practicing Agile in one way, shape, or form.
But what might this investment yield besides an Agile label? In many cases, it appears that organization leaders cannot produce concrete data to meet this ask, or articulate the gain clearly using measures that count and impact the bottom line.
One solution is to begin with the desired outcomes driving the adoption and identify both leading and lagging indicators to gauge whether the change initiative is moving the needle and impacting the bottom line. This approach has been successful because it creates alignment and accountability.
Join Michael McCalla, technology leader, transformation specialist, avid agile practitioner and founder of Lean Agile Intelligence, for this interactive session, and learn how this outcome measurement model can help you start changing the conversation!
When analyzing millions of data points from the world's largest agile assessment database, it's clear that certain team practices and behaviors are highly correlated with positive business outcomes. What are these concrete behaviors and why is it that they - consistently - are associated with better business outcomes across enterprises in virtually all industries? Conversely, what are some of the patterns that tend to correlate with negative results?
Key Takeaways:
Understand how to instill a culture of data-driven continuous improvement
Go through a simple end-to-end exercise so you can start improving how you work right away
Recognize the key factors that are critical for creating high-performance teams.
Authored by Jorgen Hesselberg
Metrics - You are what you measure (DevOps Perth)Rob Crowley
DevOps is no longer just the concern of cutting edge start-ups in Silicon Valley and is gaining wide scale adoption within established industries. This session focuses on the Metrics pillar of DevOps and explores how we can leverage metrics to drive the software delivery process based on data rather than gut feel and opinions.
Get the key learnings of a 4-year study on Innovation practices.
Innovation doesn’t need to be a random gamble. There is a science of Innovation success.
Over the 4 years, we interviewed and researched innovation practices at over 400 companies. We have identified scientifically proven ways to increase your odds of innovation success. In this presentation you will learn:
• What separates companies successful at innovation from other companies
• What you can do to increase your odds of innovation success
• How to increase speed and reduce risks.
Revolutionise your team through lean and agile thinkingEduardo Nofuentes
This is the pack used by Eduardo Nofuentes during his talk on Thursday 21st of June 2018 about using Lean and Agile to transform Contact Centres and Sales Teams in Sydney and organised by Smart Recruitment.
Many people think of lean, agile, and lean startup as separate processes. In this presentation we'll talk about how they actually evolved from each other, share the same mindset, and can be combined to be more powerful.
In this webinar, our in-house expert, Nancy Thakur, VWO’s Sr. Optimization Consultant, walks you through the key elements that can help you run your CRO program the right way.
Using Lean Thinking to Increase the Value of AgileExcella
“Agile doesn’t have a brain.” This quote from Bill Scott, VP, Business Engineering and Product Development at PayPal, is provocative for sure, but it spotlights the notion that in most organizations Agile is primarily applied as a downstream engineering approach that isn’t inherently concerned with optimizing product design and user experience, the determinants of value to the customer. The learning cycles that form the basis of Scrum are focused on verification and validation of user needs as they are already identified in the backlog’s user stories, but provide little guidance on how to translate organizational goals and customer needs into the backlog’s content and relative priorities in the first place. As a result, the danger persists that Agile teams end up very efficiently building products that implement an incomplete and subjective perception of customers’ wants and needs.
This presentation explores how Lean thinking can expand the “inspect and adapt” cycles of Agile development beyond implementation and help to systematically determine which features and design choices really provide the greatest customer value. After a brief introduction to Lean concepts, the presentation discusses how Lean approaches product development as a series of hypotheses about customers’ value perception and builds on Agile’s rapid iterative delivery of working software to test these assumptions. Finally, it highlights ways to derive testable assumptions from organizational goals, such as the Lean UX Hypothesis Statement template and Gojko Adzic’s Impact Mapping.
Lean 101 for the public sector: What you need to know... it is not all about ...France Bergeron
Lean 101 for the public sector: What you need to know... it is not all about the belts was presented at the CPSEN Networking meeting in Ottawa Canada on April 16, 2015.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Epistemic Interaction - tuning interfaces to provide information for AI support
Metrics for Agile Teams Forget Velocity: 42 Other Things to Ponder
1. Metrics for Agile Teams
Forget Velocity, 42 Other Things to Consider!
Presented by
Andy Cleff
Sr. Agile Coach and Trainer
2. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Overview
12 rules
for measurement
5 Categories &
42+ metrics
How to choose?
Workshop
2
andycleff.com/metrics
3. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Poll: Who’s here?
What is your primary role? (pick one)
• Product Owner
• Dev-Team
• Scrum Master
• Agile Coach
• Management
• Other
3
POLL
4. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Poll Results: Who’s here?
4
POLL
5. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Andy.Cleff@
agilevelocity.com
AgileVelocity.com
Sr. Agile Coach
and Trainer
Andy Cleff
5
6. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
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
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
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?
Working to improve one thing may temporarily reduce
promote knowledge sharing, collaboration with other
teams and trust with our sponsors?
Is this metric a leading or lagging indicator?
6
Shout out to Jurgen Appelo & Management 3.0
Big thanks to Ralph van Rosmalen for getting the ball rolling
7. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
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.
7
8. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Measure for outcomes, not outputs
Employee Engagement
Continuous Improvement
Predictability
Customer Satisfaction
Market Responsiveness
Productivity
Speed
Quality
Innovation
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9. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Reasons why we do measure
To know revenues and drive resource & people allocation accordingly
To make decisions that are not based on gut feelings alone
Monitor alignment with mission / vision / goal
Observe quality of product / process
Judge customer happiness / employee satisfaction
9
10. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Reasons why we don’t measure
Measurements might be used as
weapons
Some metrics are not useful or actionable
Implementing measures would cost too
much time / effort
Some things might just be immeasurable
10
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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.
11
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Cynefin Framework
12
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Ordered
Domains
Cynefin Framework
13
OBVIOUS
CLEAR
14. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Here Things
Get Interesting…
Cynefin Framework
14
APORETIC
or
CONFUSED
15. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
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.
15
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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
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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
17
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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.
18
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It is impossible to please everyone, but you would like to
know who is pleased at certain moments and who is not.
19
What do your partners care about?
20. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
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.
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Cognitive biases
22. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Story
Hawthorne Works, Chicago, ca. 1925.
22
25. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Story
25
The Hawthorne, or Observer, Effect
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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.
26
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"When a measure becomes a target, it ceases to
be a good measure."
Goodhart's law
27
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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.
28
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Important considerations
How many metrics should a team “own”?
Which ones?
How long should they use the ones selected?
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Anti-Patterns
People know/suspect they are being watched and judged (Hawthorn)
Striving for ever increasing values instead of striving for consistency
and stability (Goodhart)
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More Anti-Patterns
Correlation is not necessarily causation (Milton Friedman’s Thermostat)
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More Anti-Patterns
Comparing metrics
across teams that
are very different
32
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Poll: Scale of your ecosystem
Number of Teams (pick one)
• Less than 5
• Between 6 and 9
• More than 10
33
POLL
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Poll Results: Scale of your ecosystem
34
POLL
35. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
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.
35
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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.
37
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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 / teammates love what we do and the
way we do it?
Will what we do make the world a better place for our
grandchildren?
38
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Values, intention, purpose
40. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
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.
40
46. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
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.
46
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“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
On winning…
48. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
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.
48
49. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
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. (Goodhart)
Correlation is not causation, but it sure is a hint. (Friedman)
Use multiple viewpoints - technical as well as human - to
get a holistic perspective
49
50. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
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
50
51. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Discussion / Q & A
Is anything confusing so
far?
What are you doing
already that's working?
What's not working for
you?
51
52. Optional
✦ When you return from the
break, ask yourself the
following question: “What is
the most important
concept I’ve learned so far?”
Break Over In:
Sponge Activity
53. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Toolbox of metrics
53
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Business Outcomes
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Poll: Your biggest “why”
What business outcome is the most important now? (pick one)
• Employee Engagement
• Continuous Improvement
• Customer Satisfaction
• Predictability
• Market Responsiveness
• Productivity
• Speed
• Quality
• Innovation
55
POLL
56. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Poll Results: Your biggest “why”
56
POLL
57. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Five categories of metrics
Process Health
Release
Product Development
Technical / Code
People / Teams
57
Shout out to:
Jason Tice @TheAgileFactor
58. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Process health metrics
Assess day-to-day delivery team activities and evaluate process changes:
• Cycle time
• Cumulative flow diagrams
• Control charts
• Number of experiments performed
• Number of improvements made to
process over time
• Flow efficiency
• “Concept to cash” delivery lead time
• Batch size
• Successful iteration completion
• Escaped defect resolution time
• Time thievery
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Shine a light on the time thieves
1. Too much work in progress (WIP)
2. External dependencies
3. Unplanned work
4. Conflicting priorities
5. Neglected work
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Cumulative Flow Diagram (CFD)
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Cumulative Flow Diagram (CFD)
61
kanbanize.com
Arrivals
Departures
WIP
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Cumulative Flow Diagram (CFD)
62
kanbanize.com
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Cumulative Flow Diagram (CFD)
63
Cycle Time
kanbanize.com
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Release metrics
Focus on identifying impediments to continuous delivery:
• Deployment frequency
• Release success rate
• Failed build frequency
• Mean time to restore (MTTR)
• Release time
• Cost per release
• Escaped defects
• Release net promoter score
• Release adoption / install rate
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Net promoter score (NPS)
65
surveymonkey.com
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Product development metrics
Help measure alignment of product features to user needs:
• Customer value delivered
• Risk burn down
• Value stream mapping
• Sales velocity
• Product net promoter score (NPS)
• User analytics / DAU / MAU
• Backlog health index
• Number of validated business-level
hypotheses developed
• Number of times a week you talk to
an actual customer
• Ratio of implemented to non-
implemented customer-driven
changes
• HEART
• AARRR
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DAU/MAU
67
geckoboard.com
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HEART Framework
68
Goal Signals Metrics
Happiness For users to feel like the site
is unique A satisfaction rating from a survey
Satisfaction
Perceived ease of use
Net promoter score
Engagement For users to keep
discovering more content
The amount to time people spend
viewing from analytics
Number of videos watched per user
per week
Number of uploads
Number of shares
Adoption For users to use the site or
app
The number of signup per days,
from analytics
Upgrades to latest version
New subscriptions
Purchased by new users
Retention For users to continue to use
the site or app
The number of return customers
from customer data
Number of active users
Renewal rate
Repeat purchase
Task Success For users to accomplish
their goal
The number of successful
completes from a study
Search result success
Time to upload
Profile creation completion
Google Ventures
69. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
AARRR (Pirate Metrics)
• Acquisition
• Activation
• Retention
• Referral
• Revenue
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Technical & code metrics
Help determine quality of implementation and architecture:
• Automated test coverage
• Number of tests written before coding
• Unit / regression test coverage
• Build time
• Defect density
• Code churn
• Code ownership
• Code complexity
• Coding standards adherence
• Crash rate / time to restore service
• Build breaks / change fail rate
• Technical drag
• Ratio of fixing work vs feature work
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Test automation dashboards
71
getzephyr.com
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People & teams
Reveal issues that impact a team’s sustainable pace and level of engagement:
• Team health and well-being
• Team / manager / org eNPS
• % of time w/o interruptions (fire fights)
• Trust between leadership and team
• Learning log
• Overtime hours
• New employee setup time
• Team tenure / manager half-life
• Mean time to reorg
• Whole team contribution
• Transparency (access to data,
customers, shared learning)
• Employee silence vs voice
• Number of experiments / changes
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Why team health and well being matters
A strong constitution is necessary for teams to
overcome adversity, maintain resilience and
nurture a culture rich in collaboration and
innovation.
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Resilience
Dictionary: The capacity to adapt to stress or loss healthfully
• Positivity
• Focus
• Flexibility
• Organization
• Proactivity
74
Shout out to:
Daryl Conner
75. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Visualizing team health:
andycleff.com/teamhealth
Gallup Q12
Mood App + Health Monitor
TeamMood
eNPS
Comparative Agility Survey
Crisp Happiness Index
Team Barometer
Spotify Team Health Check
Happiness Wall / Window
Lean Agile Intelligence
Team Morale Metric
H.I.P. Survey
OfficeVibe
15Five
7Geese
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Team mood
76
teammood.com
Team members will receive a daily
email and/or slack prompt, asking for
their mood of the day. One click and
done!
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Team mood
77
teammood.com
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Measuring Team Culture
78
Forsgren PhD, Nicole. Accelerate . IT Revolution Press. Kindle Edition.
On my team….
79. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Measuring Trust and Ownership
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Measuring Trust and Ownership
80
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Measuring Trust and Ownership
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Measuring Trust and Ownership
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Discussion / Q & A
Is anything confusing so
far?
What are you doing
already that's working?
What's not working for
you?
83
84. Optional
✦ When you return from the
break, think about what
you’ve learned so far and
make a list of the names of
colleagues with whom you
could share some or all of
the information you’ve
picked up so far.
Break Over In:
Sponge Activity
85. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Care and usage As George Box said, “All models
are wrong, but some are useful.”
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Integral lenses
I / Personal:
This is about “Me” –
my psychological,
inner world; how I see
things, what I
experience, my
mindset.
86
We / Relational:
A shared vision and
interpersonal
dynamics among
peers; how we
interact, what we
value together, the
team micro-culture.
Its / Environmental:
Things external to the
team systems,
including other value
streams, handoffs,
rules, corporate
culture, and policies.
It / Practices:
Refers to the team
structure, methods,
metrics, processes,
decision making
patterns, leadership
and team practices.
87. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Who a metrics model is for
There are two groups of
stakeholders:
• The individuals & teams
(I + We)
• The people & systems
supporting the teams
(It + Its)
I
Personal
Subjective
IT
Practices
Objective
WE
Relational
Intersubjective
ITS
Environment
Interobjective
Individual / Singular
Collective / Multiples
Interior /
Invisible
Exterior /
Visible
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From the team perspective
• Builds up awareness
• Reveals working and what’s not
• Expands perspectives
• Provides a balanced view
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From the supporting role perspective
• Provides high level summary
• Reveals patterns across
teams
• Shows opportunities to
change the system
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What this is not
• A competition
• A comparison
• A weapon
90
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What this is not
• An incentivisation model
91
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What this is not
• Done
92
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How to choose?
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Review the options….
Why “this metric?” – Why does it
matter? To whom does it matter?
What insights might we gain from it?
What is expected to change? Are we
looking for variability, consistency,
trends, values, direction?
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Review the options….
How might a metric be gamed,
misused (or abused)?
What are some trade offs (collateral
damage) as well as the costs of
getting “better data”?
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Review the options….
How often would we like to “take a
data point”?
How long will we run the
experiment?
How when we know when we’re
“done” with this metric?
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Review the options….
How will we make this measurement
transparent?
Is this metric a leading or lagging
indicator?
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98. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
If you’re really in a hurry to get started…
1 = Choose from People & Teams
2 = People & Teams + track
average age of items in process
3 = People & Teams + any two from
Little’s Law (CT = WIP / TH) and then
you’ll get one bonus for free!
5 = People & Teams + Little’s Law +
Customer NPS + Time Since Last
Release
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99. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Summary so far…
• Use predictability to delight
• Abandon old concepts
• Measure many things (just not too many)
• Learn rapidly
• More geek joy
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100. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Discussion / Q & A
Is anything confusing so
far?
What are you doing
already that's working?
What's not working for
you?
100
101. Optional
✦ When you’ve returned from
the break, and before you sit
down, take a couple of really
deep breaths. Maybe stretch
your arms overhead too.
✦ Then add a comment about
what you like best about
the course so far.
Break Over In:
Sponge Activity Print out worksheets from:
andycleff.com/metrics
102. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Putting Theory
into Practice
102
andycleff.com/metrics
103. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
1. Explore what’s going well along with your main pain
points in the context of your desired business outcome
2. What items are a priority to experiment with?
3. Brainstorm what metrics you might try. Come up with
some good ones, and some bad ones too…
4. Work thru the “when selecting metrics” questions…
Workshop: Overview
103
andycleff.com/metrics
104. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Workshop: Paint your canvas…
1.
2. What items are a priority to experiment with?
3. Brainstorm what metrics you might try. Come up with
some good ones, and some bad ones too…
4. Work thru the “when selecting metrics” questions…
104
1. Explore what’s going well along with your main pain
points in the context of your desired business outcome
105. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Example: What’s going well / main pain points
105
+ Team does lunch and learns
! Too much “must fix now”
! Sprints over capacity
! No ability to A/B test ideas
! Infrequent releases
106. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Workshop: Paint your canvas…
1.
2. What items are a priority to experiment with?
3. Brainstorm what metrics you might try. Come up with
some good ones, and some bad ones too…
4. Work thru the “when selecting metrics” questions…
106
1. Explore what’s going well along with your main pain
points in the context of your desired business outcome
107. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Workshop: Paint your canvas…
1. Explore what’s going well along with your main pain
points in the context of your desired business outcome
2. What items are a priority to experiment with?
3. Brainstorm what metrics you might try. Come up with
some good ones, and some bad ones too…
4. Work thru the “when selecting metrics” questions…
107
108. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com 108
Example: Priority to experiment with
0% slack time 20% slack time 6 wks 2x
109. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Workshop: Paint your canvas…
1. Explore what’s going well along with your main pain
points in the context of your desired business outcome
2. What items are a priority to experiment with?
3. Brainstorm what metrics you might try. Come up with
some good ones, and some bad ones too…
4. Work thru the “when selecting metrics” questions…
109
110. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Workshop: Paint your canvas…
1. Explore what’s going well along with your main pain
points in the context of your desired business outcome
2. What items are a priority to experiment with?
3. Brainstorm what metrics you might try. Come up with
some good ones, and some bad ones too…
4. Work thru the “when selecting metrics” questions…
110
111. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com 111
Example: What metrics you might try
Customer NPS
DAU/MAU
eNPS / Team Mood
Story points per sprint
DAU (alone)
112. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Workshop: Paint your canvas…
1. Explore what’s going well along with your main pain
points in the context of your desired business outcome
2. What items are a priority to experiment with?
3. Brainstorm what metrics you might try. Come up with
some good ones, and some bad ones too…
4. Work thru the “when selecting metrics” questions…
112
113. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Workshop: Paint your canvas…
1. Explore what’s going well along with your main pain
points in the context of your desired business outcome
2. What items are a priority to experiment with?
3. Brainstorm what metrics you might try. Come up with
some good ones, and some bad ones too…
4. Work thru the “when selecting metrics” questions…
113
114. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Workshop: Paint your canvas…
Assumptions and corresponding tests:
• We believe that [persona type] has [trouble/need/desire]
doing [problem/opportunity].
• We will know we have succeeded when [qualitative
outcome] and [quantitative outcome]. This will improve
[kpi / measurable signal].
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115. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com 115
Example: Assumptions and corresponding tests
We believe that our active users
has a desire for more frequent
releases that include innovative
social sharing features.
We know we have succeeded when:
• DAU/MAU reaches 50% within 3
months…
• Dev-Team mood on average is above
7/10…
• Velocity decreases 20%…
116. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Workshop: Paint your canvas…
Assumptions and corresponding tests:
• We believe that [persona type] has [trouble/need/desire]
doing [problem/opportunity].
• We will know we have succeeded when [qualitative
outcome] and [quantitative outcome]. This will improve
[kpi / measurable signal].
116
117. Sharing
•What are the things you’ll measure?
•How will you learn rapidly?
•Will this move you towards predictability?
•How will you visualize things?
•How will your information help you make better decisions?
117Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
118. If you get stuck…
•How much? As in, how many “widgets”
are you producing each week?
•How fast? How long does it take to create that item
from the second the conversation starts to when it’s finished?
•How good? What’s the quality?
•How predictable? If you tell a customer to expect an item within a certain
number of days, how frequently do you meet that deadline?
•How happy? Is your team happy and is your culture healthy?
118Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
119. If you get stuck…
119Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Business
Outcome Example Measures
Employee
Engagement
• eNPS
• Bad turnover
• Employee referrals
• Offer acceptance
• Feedback surveys
• Team learning logs
Continuous
Improvement
• Value stream flow efficiency
• Reduction in recurring impediments
• Cumulative flow
120. 120Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Business
Outcome Example Measures
Innovation • Market Share
• Number of validated business-level hypotheses developed
and tested
• Slack time
Customer
Satisfaction
• Number of times a week team members talk to an actual
customer
• NPS
• Retention (DAU/MAU)
• Referrals
121. 121Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Business
Outcome Example Measures
Market
Responsiveness
• AARRR (Acquisition, Activation, Retention, Referral,
Revenue)
• HEART, (Happiness, engagement, adoption, retention, task
success)
Predictability • % complete of Sprint plan
• Velocity variability
• Say-Do ratio
• Unplanned work items
Speed • Cycle time
• Lead time
• Deployment frequency
• Meantime to restore (MTTR)
122. 122Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Business
Outcome Example Measures
Quality • Defects in production
• Change fail percentage
• Automated test coverage
• Ratio of fixing work vs feature work
Productivity • Value delivered
• ROI
• KPIs
• Thieves of time
123. Metrics for Agile Teams • Andy Cleff • AgileVelocity.Com
Let’s keep the conversation going…
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If you need to re-focus...
If you feel stuck mid-transformation...
If you need ongoing support during your transformation…
Please contact us, we offer:
• Private Agile Training
• Agile Assessments
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