Презентация с первой встречи Moscow Agile Leadership network (http://www.meetup.com/Moscow-Agile-Leadership-Network/), посвященной бизнес-метрикам в Agile-проектах.

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VALUE METRIC
КАК ИСПОЛЬЗОВАТЬ БИЗНЕС-
МЕТРИКИ В AGILE-ПРОЕКТАХ
Moscow Agile Leadership Network
Alexey Pikulev
21 October 2015

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Alexey Pikulev
Luxoft
http://luxoft.com/
apikulev@luxoft.com
@AlexeyPikulev

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Metrics Ecosystem

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Measure for a
Purpose
We measure
things in order to
make decisions
toward a purpose
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Shrink the
Unknown
Measure from
multiple
perspectives and
don’t jump to
conclusions
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Seek to
Improve
Not all metrics
are useful; use
the ones that
help you learn
and improve
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Delight All
Stakeholders
Everything
depends on
everything; don’t
focus on just one
client’s goal
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Distrust All
Numbers
The observer
effect and biases
in human minds
make metrics
very suspicious
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Set Imprecise
Targets
Give direction to
support the goal,
and don’t focus
on one precise
end-point.
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Own Your
Metrics
Everyone should
measure for
themselves; don’t
measure
someone else
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Don’t Connect
Metrics to
Rewards
Incentives cause
problems in
motivation and
performance;
don’t use them
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Promote
Values and
Transparency
Shared values
and transparency
reduce people’s
desire to game
the system.
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Visualize and
Humanize
Give metrics
meaning by
connecting them
to real work and
people
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Measure Early
and Often
Measurements
fail when you
don’t measure
soon and often
enough
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Try Something
Else
Don’t let metrics
get stale; keep
experimenting
with different
metrics
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OKRs

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OKRs
Developed at Intel
Used by Google, LinkedIn,
Spotify, Zynga and many
more

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Example of an OKR
Objective
• “Launch an awesome MVP”
Key Results
• “40% of users come back 2 times
in one week”
• “100+ recommendations”
• “15% conversion”

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About the objectives
Supporting a higher-level purpose
Qualitative, not measurable
Ambitious, time-bound, actionable
Make people feel uncomfortable
Between 1 and 5 objectives per
person

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About the key results
Quantitative (objective evaluation)
Maximum of 4 key results
Preferably outcome-based (not tasks)
Work from baseline (where am I
now?) to target (where do I want to
be?)

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About the OKRs
Process repeats every quarter
Process is not top-down but iterative
Company + team + personal OKRs
Company / team OKRs have an owner
Mutual agreement manager/employee
Most OKRs emerge bottom-up

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About the evaluation

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Evaluation
• Each key result graded on scale 0-100
• No science but an honest assessment
• Calculate average of grades
• Should take only a few minutes

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OKRs Example
• “40% of users come back 2 times” 75%
• “100+ recommendations” 20%
• “15% conversion” 67%
Objective Avg()
• “Launch an awesome MVP” 54%

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Learning
• Score > 90% = goals are too easy
• Score < 40% = goals are too hard
• Aim for 60-70% completion
• Low scores are not failures but learning
opportunities
• Scores matter less than the process

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Last but not least
• OKRs + scores are transparent for all
• OKRs are not used for appraisals
• OKRs are not used for bonuses
• OKRs drive learning and collaboration

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Thank you!