Metrics That Bring Value

www.luxoft.com
Metrics that bring value
Svetlana Mukhina

www.luxoft.com
Introduction
Svetlana Mukhina
ICAgile ICP, ICP-ATF, ICP-BVA, PSM I, CSPO
Agile and Career Coach at Luxoft Agile Practice
Experience: 12+ years in IT, Project and department
management, Computer Linguistics, Technical Writing,
Quality Assurance
Interests: Project management, Agile transformation, Career
and performance coaching, Psychology
Hobbies: Horse riding, music, poker, travelling
https://www.linkedin.com/in/svetlanamukhina

www.luxoft.com
What metrics we gather on projects
 Capacity – number of ideal hours available during next sprint
 Velocity – number of story point completed during previous sprint
 Requirements stability index – percentage of requirements changed in the current sprint
 Burn-down chart – visual representation of story points burned to the given moment
 We also log work time on daily basis

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Capacity
Capacity prognosis is a number of ideal hours available during next sprint
 To understand how many hours we really can do the work, e.g. write code or do testing
 A usual developer don’t work more then 5h per day
 To be able to distribute tasks effectively
 No sense to plan tasks for the ones on holiday
 No good to refine or investigate tasks by those who will not take part in the sprint development
 To do precise planning
 We estimate sub-tasks in hours and during planning map it to capacity

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Ideal Hour and Load Factor
 Read specification
 Discuss specification with BA
 Plan development activities
 Develop DB
 Develop server side
 Develop UI
 Check integration
 Build
 Development testing
 Bug-fixing
 Unit tests create
 Unit tests running
 Bug-fixing after unit tests run
 Prepare test date
 Run story test
 Prepare and test deployment procedures
 Deployment on server
 Merging
 Jira task update
 Sanity check
 Bug-fixing after testing
 Knowledge transfer and sharing
 Mentoring and training
Includedinidealhour
Includedinloadfactor

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Velocity
Velocity experience is a number of story points completed during previous sprint.
 To track performance and see area of improvements on a team and individual basis;
 To form Sprint scope basing on experience from previous Sprint;
 To mitigate hard push from Product Owner/Manager when they would like to do extra in-scoping;
 To see that we have technical debt on the project;
 Technical debt does not calculated into velocity, but time is spent on it
 Using velocity and capacity all together helps to align workload basing on the past experience and
future availability of development time, it make planning more accurate and results more expectable

www.luxoft.com
Velocity Visualization

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Requirements Stability Index
RSI is used to measure the changes in the business requirement added or deleted compared to the
original requirements decided at the start of the Sprint.
Requirement Stability Index = (Total number of original business requirements + Number of requirements changed
till date+ Number of requirements added + Number of requirements deleted) / (total number of original requirements)
Requirement Stability Index = (10+5+2+1)/10 =1.8
 To understand how much time was spent on re-work;
 To show the re-work time to PO;
 It can be an argument to keep the sprint scope stable;
 It can persuade PO to prepare requirements beforehand;
No. of Original
Requirements
No. of Requirements
Changed
No. of Requirements
Added
No. of Requirements
Deleted
Requirement
Stability Index
10 5 2 1 1.8

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Work Log
 To see what types of task are usually underestimated:
 Bring it on Retro or lessons learned session;
 In such a way one team has found out they always late with UI tasks;
 The team got statistics that tasks that done via virtual machines takes 30% more time;
 Other guys were able to present bottleneck in testing to the management;
 To get information on re-opened tasks and investigate the reasons:
 One more team found out the necessity of sanity tests;
 To track personal performance:
 Playing table tennis is not about writing code;

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44
-15.5
0
23
-6.5
Hours
Underestimate (delta >= 10 h)
Overestimate (delta <= -10 h )
Perfect estimate
Small underestimate (0 <delta <10)
Small overestimate (-10 < delta < 0)
2
1
5
6
3
Count
Underestimate (delta >= 10 h)
Overestimate (delta <= -10 h )
Perfect estimate
Small underestimate (0 <delta <10)
Small overestimate (-10 < delta < 0)

www.luxoft.com
Burndown Chart
Burn-down is visual representation of story points burned to the given moment
 To make forecasting about ability to deliver scope in time;
 To see visually in-scoping and delays in order to be able to do de-scoping when it is necessary;
 To focus on team, not individual work;
 Draw it as a team, be involved and take responsibility
 To discover and remove impediments in time;

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Ideal team
 Not over-committing
 Finished on time
 Estimated correctly
 No corrections is necessary
Great team
 Completed work on time
 Adapted a scope to complete the sprint
 At the end can complete additional work
 Discuss the reasons of late progress in Sprint first half
 Consider the capacity on planning
By Dusan Kocurek, ScrumDesk

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 Complete commitment on time.
 Adapted the scope or worked harder to complete
the sprint.
 The team is self-reflecting
 Discuss change of plan immediately as they see
the progress is slowing down
 Move a low priority item from next sprint backlog
or to product backlog.
Typical team Let’s have a rest
 Committed to less than they are able to complete
 PO does not provide enough stories for the
sprint.
 Over-estimation of complexity
 Identify this problem earlier
 Ask the product owner to provide more work
 Continue with refined stories from the next

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 Didn’t complete the commitment
 Was late for the entire sprint
 Didn’t adapt the sprint scope to appropriate
level
 Move not completed or low priority stories to
the next sprint.
 Lower capacity of the next sprint
 Take corrective actions after a few days
when slower progress is observed.
Boom. It is too late Boom. Too early
 Finished work sooner than expected
 Didn’t work on additional stories even it had
capacity to do it.
 Stories were overestimated
 The velocity is estimated incorrectly
 Ensure additional refined stories are ready to add

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 Didn’t update progress accordingly
 PO added the same amount of work that was
already completed
 Didn’t able to predict the end of the sprint
 Explain why and how it is necessary to track the
progress
 Stop the team after two or three days that shows
a flat progress line and should apply corrective
actions
 Non-functional team on many levels.
 No coaching of the team
 PO does not care about development
progress
 Cancel the sprint
 Restart the team
 Train the team
Oh, management is coming! Do Your Duties

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 Scope was not estimated
 Sprint was started
 Arrange a planning meeting
 Estimate the user stories
 Create sprint backlog
 Start working on sprint backlog
 First sprint typically looks like that
 Scope was added to backlog daily without progress recorded.
 Tasks were re-estimated constantly during the sprint
 Reevaluate sprint backlog
 Facilitate reevaluation session
 Coach the team
Zero
effort
Up to the sky
Bump on the road
 Sprint is started incorrectly.
 Scope was added after the sprint start.
 Restart the sprint, even within a shorter timeframe.
 Start sprints with planning session using metrics

www.luxoft.com
Further Reading and Watching
 Overview of Estimation in Function Points upcoming webinar (eng)
https://attendee.gotowebinar.com/register/7096855347981584898?anouncementduringwebinar
 The Power on Visualization – recording of webinar (eng)https://www.linkedin.com/pulse/20141202230246-48371619-
follow-up-on-the-webinar-the-power-on-visualization
 How to calculate work hours of the team - post (eng)https://www.linkedin.com/pulse/how-calculate-work-hours-team-
svetlana
 Как манипулировать диаграммами - статья (рус) https://www.linkedin.com/pulse/как-манипулировать-диаграммами-
svetlana
 Метрики, которые приносят пользу - запись вебинара (рус) https://goo.gl/nV35j7

www.luxoft.com
Upcoming Trainings from Agile Practice
 ICAgile Certified Professional – Agile Team Facilitation. Тренинг (рус), Киев, январь 21-22
For Luxoft https://inthr.luxoft.com/IntHRWebApp/aspx_PTC/CreateRequestInternal.aspx?Course=SDP-035
For non-Luxoft http://www.luxoft-training.ru/kurs/icagile_icp_agile_team_facilitation_icagile_icp-atf.html
 ICAgile Certified Professional - Agile Fundamentals. Тренинг (рус)
• Санкт-Петербург, январь 20-22
• Москва, январь 27-29
For Luxoft https://inthr.luxoft.com/IntHRWebApp/aspx_PTC/CreateRequestInternal.aspx?Course=SDP-031
For non-Luxoft http://www.luxoft-training.ru/kurs/icagile_certified_professional_-_agile_fundamentals.html
 For trainings in Sofia, Bucharest, Krakow, Wroclaw, Minsk contact AgileEducation@luxoft.com

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