The Agile Dashboard

The Agile
Dashboard
By Fadi Stephan

The Agile Dashboard @fadistephan | kaizenko.com
Chat With Your
Neighbors
While we wait for the session to start,
chat with your neighbor
1. Are you on a Scrum team?
2. How many members are on your
team?
3. How long are your Sprints?
4. Do you estimate in story points?
5. What’s your team’s velocity?

“I like to say that I may have
invented story points,
and if I did, I’m sorry now.”
https://ronjeffries.com/articles/019-01ff/story-points/Index.html
- Ron Jefferies

Velocity
&
Story Points
Great tool if used correctly
Velocity is not an estimate and not a
target
Velocity is an empirical observation
of the team’s ability to deliver work in
a Sprint
Velocity is used for forecasting and
planning
When we have stable long-lived
teams
But…

Founder – Kaizenko
Certified Scrum Trainer (CST)
Transform | Innovate | Deliver
Organizer of the DC Scrum User Group
(http://www.wdcsug.com)
Fadi
Stephan
www.kaizenko.com
in/fadistephan
KAIZENKO
KAIZENKOLLC
KAIZENKO
KAI.ZEN.KO
@FadiStephan

Why Measure?

Why Measure?
Plan and forecast
Provide visibility into our progress
Figure out if we are on schedule and
within our Budget?
Influence or reinforce behaviors
Fuel meaningful conversations
Increase learning
Make adjustments

“Just because you can
measure everything,
Doesn’t mean that you should”
- W. Edwards Deming

Cost Schedule
Scope

Why Agile?

The Manifesto
For Agile Software
Development
Let’s look at the principles behind the
Manifesto for Agile Software
Development
For each principle, think about
1. What should be measured?
2. How to measure it?

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the
customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the
shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust
them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-
to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior
accordingly.
https://agilemanifesto.org/principles.html

1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple
of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout
the project.
5. Build projects around motivated individuals. Give them the environment
and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.

7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.
9. Continuous attention to technical excellence and good design enhances
agility.
10.Simplicity--the art of maximizing the amount of work not done--is
essential.
11.The best architectures, requirements, and designs emerge from self-
organizing teams.
12.At regular intervals, the team reflects on how to become more effective,
then tunes and adjusts its behavior accordingly.

Cost Schedule
Scope
Value
Quality
Constraints
https://theagileexecutive.com/tag/the-agile-triangle/

Value Quality
Delivery Collaboration
Effective communication
Self-Organization
Motivation
Support
Trust
Frequent
Early
Continuous
Technical
Excellence
Responding
to Change
Simplicity
Customer
Satisfaction
Valuable
Software
Working
Software
Sustainable
Customer
Satisfaction
Valuable
Software
Technical
Excellence
Responding
to Change
Simplicity
Working
Software
Continuous
Improvement
Reflect |Tune | Adjust

Value

Our highest priority is to satisfy the
customer through early and continuous
delivery of valuable software.
Working software is the primary measure of
progress.
- Principles 1 and 7 from the Manifesto for Agile Software Development

Customer
Satisfaction Survey
How satisfied are you with the latest
release?
How likely are you to recommend the
product to others?

Business Value
Financial Data ($$$)
Value Points
Relative Weight

0
100
200
300
400
500
600
700
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Value Points

Value Quality
Continuous
Improvement
Customer Satisfaction Survey
Business Value Points
Financials

Quality

Welcome changing requirements, even late in
development. Agile processes harness change
for the customer's competitive advantage.
Continuous attention to technical
excellence and good design enhances
agility.

Simplicity--the art of maximizing the
amount of work not done--is essential.
Working software is the primary measure of
progress.

1 2 3 4 5 6 7 8 9 10 11 12 13
Meduim 0 0 0 1 2 4 5 4 2 2 1 0 0
High 0 0 1 1 2 5 4 5 3 2 0 2 1
Low 0 2 1 2 3 5 3 4 2 1 1 0 1
0
1
2
3
4
5
6
Bugs
Meduim
High
Low

0
10
20
30
40
50
60
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14
Running
Tested
Features
Sprint
Running Tested Features

SonarCube
Bugs
Vulnerabilities
Complexity
Code Smells
Code Duplication
Code Coverage
Technical Debt

https://blog.sonarsource.com/sonarqube-6-2-in-screenshots/

[CELLRANGE]
[CELLRANGE]
[CELLRANGE]
[CELLRANGE]
[CELLRANGE]
[CELLRANGE]
[CELLRANGE]
[CELLRANGE]
[CELLRANGE]
[CELLRANGE]
[CELLRANGE]
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6 7 8 9 10 11
% Test Coverage

Value Quality
Continuous
Improvement
Financials
Production Bugs
Technical Debt
Running Tested
Features

Delivery

Our highest priority is to satisfy the
customer through early and continuous
delivery of valuable software.
Deliver working software frequently, from a
couple of weeks to a couple of months, with
a preference to the shorter timescale.

Agile processes promote sustainable development. The
sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
Working software is the primary measure
of progress.

To Do Doing Done

0
2
4
6
8
10
12
14
1 2 3 4 5 6 7 8 9 10
CFD
Done Doing To Do
Lead Time
Cycle Time
WIP

0
50
100
150
200
250
CFD
Delivered Testing Doing ToDo Backlog

Value Quality
Continuous
Improvement
Financials
Product Bugs
Technical Debt
Running Tested
Features
CFD
WIP
Cycle Time
Lead Time
Story Cycle Time

Collaboration

Business people and developers must work
together daily throughout the project.
Build projects around motivated individuals.
Give them the environment and support they
need, and trust them to get the job done.

The most efficient and effective method of
conveying information to and within a
development team is face-to-face conversation
The best architectures, requirements, and
designs emerge from self-organizing
teams.

A
B
C
D
E
To Do Doing Done

Team Dynamics
Survey
How was your day?
How satisfied are you with the latest
Sprint?
How satisfied are you with the code
you are about to check-in?

https://www.agilealliance.org/glossary/nikoniko/
Niko-Niko Calendar

Value Quality
Continuous
Improvement
Financials
Product Bugs
Technical Debt
Running Tested
Features
CFD
WIP
Lead Time
Lead Time
Story Cycle Time
Team
Dynamics
Survey
Niko-Niko Calendar

Continuous
Improvement

Delivering Business Value
Asking & Receiving Feedback
Responding to Change
Understanding Vision & Goal
Planning
Applying Technical Practices
Working as a Team
Continuously Improving
Sprint 1 Team Self Assessment

Delivering Business Value
Asking & Receiving Feedback
Responding to Change
Understanding Vision & Goal
Planning
Applying Technical Practices
Working as a Team
Continuously Improving
Sprint 5 Team Self Assessment

Tips
Track 1 or 2 metrics per category
Assess effort collecting vs. value of
the metric
Focus on measuring outcomes not
outputs
Follow trend lines not numbers or
targets
Clarify how it can be gamed
Use as health check for feedback,
discussions, and improvements
Once behavior has changed drop it

Let’s Connect
@FadiStephan @Kaizenko
https://www.linkedin.com/in/fadistephan
https://www.linkedin.com/company/kaizenko
More Resources at
https://www.kaizenko.com/gsgden22

References
http://www.agilejourneyman.com/2009/11/agile-project-metrics.html
http://www.agilejourneyman.com/2009/10/metrics-in-agile-world.html
http://www.agilejourneyman.com/2010/08/project-vital-signs.html
https://ieeexplore.ieee.org/document/1667571
https://www.agilealliance.org/glossary/nikoniko/
https://theagileexecutive.com/tag/the-agile-triangle
https://ronjeffries.com/articles/019-01ff/story-points/Index.html

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