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Agile Metrics: What We Measure ... and Why

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Presented at Deluxe's annual internal Product Learning Summit in 2016

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Agile Metrics: What We Measure ... and Why

  1. 1. © Deluxe Financial Services, LLC. Proprietary and Confidential. 1 AGILE METRICS WHAT WE MEASURE Will Sansbury Director, User Experience … and why
  2. 2. © Deluxe Financial Services, LLC. Proprietary and Confidential. Images from https://www.flickr.com/photos/arthurtlabar/4252325681/ and https://www.flickr.com/photos/31029865@N06/15071850612 2
  3. 3. © Deluxe Financial Services, LLC. Proprietary and Confidential. 3
  4. 4. © Deluxe Financial Services, LLC. Proprietary and Confidential. Image from https://www.flickr.com/photos/walterpro/14027351615 4
  5. 5. © Deluxe Financial Services, LLC. Proprietary and Confidential. 5
  6. 6. © Deluxe Financial Services, LLC. Proprietary and Confidential. 6
  7. 7. © Deluxe Financial Services, LLC. Proprietary and Confidential. 7 METRICS Daily
  8. 8. © Deluxe Financial Services, LLC. Proprietary and Confidential. Sprint Burndown 8 0 20 40 60 80 100 120 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 Ideal Actual
  9. 9. © Deluxe Financial Services, LLC. Proprietary and Confidential. 9 The Sprint Burndown helps us to identify and mitigate risk to the sprint as early as possible.
  10. 10. © Deluxe Financial Services, LLC. Proprietary and Confidential. 10 Based on what we know today, how likely are we to achieve our sprint goal? It’s looking iffy? Well, what can we do about it?
  11. 11. © Deluxe Financial Services, LLC. Proprietary and Confidential. What scrum teams can do about sprint burndown Each sprint • Facilitate important conversations each day at stand up • Identify failures early so we can try to mitigate • Recognize when the team is stalled and needs outside help • Recognize when the team has more capacity and can pull in additional stories Trending • Recognize repeated patterns and diagnose root cause 11
  12. 12. © Deluxe Financial Services, LLC. Proprietary and Confidential. The Ideal Looks good—keep doing what you’re doing The Sandbag Make more aggressive commitments The Chunky Monkey Split stories to help you identify and mitigate risk The Surprise Party Focus on grooming and planning to reduce surprises 12
  13. 13. © Deluxe Financial Services, LLC. Proprietary and Confidential. 13 The team’s burndown is erratic sprint after sprint. Well, what can we do about it?
  14. 14. © Deluxe Financial Services, LLC. Proprietary and Confidential. What leaders can do about the burndown Coach • Ask questions to make sure the team is aware of the problem and attempting to fix it • Work with team to recognize negative patterns and devise strategies to fix them • Provide spot training for the team if necessary Make tough calls • Change up who is on the team to disrupt unhealthy team dynamics 14
  15. 15. © Deluxe Financial Services, LLC. Proprietary and Confidential. 15 METRICS Sprint
  16. 16. © Deluxe Financial Services, LLC. Proprietary and Confidential. Velocity 16 0 2 4 6 8 10 12 14 Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Planned Actual
  17. 17. © Deluxe Financial Services, LLC. Proprietary and Confidential. 17 Velocity ensures our plans can always reflect our best information.
  18. 18. © Deluxe Financial Services, LLC. Proprietary and Confidential. Image from Doghouse Diaries 18
  19. 19. © Deluxe Financial Services, LLC. Proprietary and Confidential. 19 If our velocity stays the same, we won’t deliver all that’s planned in this release. Well, what can we do about it?
  20. 20. © Deluxe Financial Services, LLC. Proprietary and Confidential. What scrum teams can do about velocity Increase velocity • Identify and fix efficiency siphons • Reduce capacity for non-feature work • Take on technical debt • Put on a cape Change plans • Reduce scope of the release • Change date of the release 20
  21. 21. © Deluxe Financial Services, LLC. Proprietary and Confidential. 21 That release is in trouble, and it’s strategically important. Well, what can we do about it?
  22. 22. © Deluxe Financial Services, LLC. Proprietary and Confidential. What leaders can do about velocity • Coach team to improve velocity • Help teams identify efficiency siphons • Champion long-term balance and sustainability • Discourage heroics • Roll up sleeves • Help close stories • Take work off team’s plate that doesn’t contribute to the release • Ease stress of non-work life if possible • Facilitate difficult conversations • With stakeholders • With customers • With other teams • Change the team’s capacity • Open new positions • Reassign folks from other teams • Augment team with contractors • Fund purchases that improve team’s capacity (build vs. buy, tools, etc.) 22
  23. 23. © Deluxe Financial Services, LLC. Proprietary and Confidential. Work ratios 23 Features Architecture Bugs Technical Debt VISIBLE INVISIBLE - VALUE + VALUE
  24. 24. © Deluxe Financial Services, LLC. Proprietary and Confidential. 24 We’re using 4% of our time on tech debt, but we said we’d give it 20%. Well, what can we do about it?
  25. 25. © Deluxe Financial Services, LLC. Proprietary and Confidential. What scrum teams can do about work ratios Find balance • Agree what the right mix is for your product, team, and code base • Make that mix part of your team agreements and share them widely • Revisit the agreement quarterly Hold yourselves accountable • If you don’t do it, discuss why at retrospective • If you don’t do it, be transparent about that at demo and share why you didn’t • If you don’t do it repeatedly, ask for help 25
  26. 26. © Deluxe Financial Services, LLC. Proprietary and Confidential. 26 Despite good intentions, the team is losing ground on tech debt. Well, what can we do about it?
  27. 27. © Deluxe Financial Services, LLC. Proprietary and Confidential. What leaders can do about work ratios Support team • Ask questions when ratios seem out of whack • Make sure the team is being intentional about work ratios • Balance short-term and long-term decisions about work ratios Facilitate difficult conversations • With stakeholders • With customers • With other teams 27
  28. 28. © Deluxe Financial Services, LLC. Proprietary and Confidential. 28 METRICS Are Not Magic
  29. 29. © Deluxe Financial Services, LLC. Proprietary and Confidential. Lightning Deaths 29 In 1940 340 In 2015 27
  30. 30. © Deluxe Financial Services, LLC. Proprietary and Confidential. 30
  31. 31. © Deluxe Financial Services, LLC. Proprietary and Confidential. 31 Metrics don’t give us answers. They give us the ability to ask better questions.
  32. 32. © Deluxe Financial Services, LLC. Proprietary and Confidential. 32 QUESTIONS?

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