AgileDC 2015 - Agile portfolio metrics roadtrip slides
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The document presents a metaphorical approach to agile portfolio metrics by likening it to a road trip, highlighting essential questions to consider for effective project management. Key metrics discussed include relative value, planned vs. actual investment, percent complete & accurate, whole team contribution, blocker clustering & cost of delay, release frequency, and net promoter score. Techniques for measuring and improving performance are also recommended throughout the text.
AgileDC 2015 - Agile portfolio metrics roadtrip slides
- 1. Agile Portfolio Metrics for your next enterprise roadtrip Jason Tice AsynchronyLabs World Wide Technology AgileDC – October 2015
- 3. What got us here ?
- 4. Portfolio Metrics Effective but hard to understand
- 5. The power of metaphor
- 6. We already do this on agile teams
- 7. Let’s go on a road trip
- 8. Roadtrip Essentials • Have we brought along our most important stuff? • How many tanks of gas do we need to make it? • Are we driving safely & following the laws? • Is everyone contribuJng to the trip? • Do we understand why we are slowing down? • How oKen do we check that we are on course? • Do we (as drivers/planners) like the journey? • Do our passengers like the desJnaJon?
- 9. Question: Have we brought along our most important stuff?
- 10. Question: Have we brought along our most important stuff? Por$olio Metric: Rela/ve Value • What - Determine the relaJve value of the epics/projects in your porQolio by comparing to each other – Your trunk & your porQolio do not have infinite capacity! • Why - Direct focus to epics/projects with the greatest value • Why – Limit Work-In-Progress - Projects that only receive a 10% focus never get done Techniques recommended: • Business Value Game (visual prioriJzaJon) • Buy-A-Feature (collaboraJve prioriJzaJon)
- 11. Question: How many tanks of gas do we need to make it?
- 12. Question: How many tanks of gas do we need to make it? Por$olio Metric: Planned vs. actual investment • What – An informed guess on the Jme needed to complete an epic/project made by informed people using a visual mockup (or prototype) – Allows for simple release scheduling • Why – Use to create a simple schedule to remind us to ask “is it good enough, we had planned to move on” – If more Jme is needed, that’s OK, but then we are forced to adjust the plan - #Learning is encouraged Techniques recommended: • Screen/App mockups / wireframes prior to development • Epic/Feature budgeJng (fast – ask # of weeks to build that?)
- 13. Question: Are we driving safely & following the laws?
- 14. Question: Are we driving safely & following the laws? Por$olio Metric: Percent Complete & Accurate • What – number of epics/projects considered both done & correct – Leadership must understand “it’s OK to not be perfect” • Why – measure compleJon and quality in a combined metric – Encourages good pracJces to insJll quality including wriJng clear acceptance criteria & definiJon of done – Promotes mastery & learning – makes improvement opportuniJes transparent so you can focus on them Techniques recommended: • OperaJons Review (using actual epic/project data) • Learning wall / OSHA signs (# of days without an incident) • A3 worksheets / Cross-team retrospecJves / post-mortems
- 15. Question: Is everyone contributing to the trip?
- 16. Question: Is everyone contributing to the trip? Por$olio Metric: Whole team contribu/on • What – how many people contributed to each epic/project? • Why – encourage shared work to avoid single points of failure – reduce operaJonal risk – Make epics/projects that are only supported by 1 or 2 individuals transparent to enable learning & sharing – Allow/encourage staff members to learn new skills to promote engagement – engagement = happy people (HBR) Techniques recommended: • Names / pictures on work items (card punching / tagging) • Whole-team demos (everyone able to demo epic/project) • Validated learning stats reviewed by leadership (are we learning conJnuously as a team?)
- 17. Question: Do we understand why we are slowing down?
- 18. Question: Do we understand why we are slowing down? Por$olio Metric: Blocker Clustering & Cost of Delay • What – what types of incidents are causing us to slow down, are they acceptable, how will they impact us • Why – understand common source of delay, provide support to teams to address, and/or leadership/investment to address common avoidable delays – Enable leadership to serve teams and measure the impact of what leadership does Techniques recommended: • Blocker boards (with categories/taxonomy) • OperaJons Review / Scrum of Scrums • NEW – MiJgaJon Marketplace (team members are investors using a Buy-A-Feature model)
- 19. Question: How often do we check that we are on course?
- 20. Question: How often do we check that we are on course? Por$olio Metric: Release Frequency • What – how frequently do you get “real feedback” on your soKware/project from “real users” – ideally tracked in days, or number of daily releases • Why – encourage more frequent feedback by linking Jme/investment to events that provide genuine feedback – Reduce risk – “we’ve invested $$$ since our last release, are we OK wriJng that off?” – Provides addiJonal benefit of team/customer engagement – Promotes deployment automaJon to free up investment for innovaJon and other value-add projects Techniques recommended: • Team user feedback review sessions • Post number of days/hours since last release • Post investment/burn in $$$ since last release
- 21. Question: Do we like the journey & our passengers the destination?
- 22. Question: Do we like the journey & our passengers the destination? Por$olio Metric: Net Promoter Score • What – two measurements: – Would team members recommend the project to a colleague? – Would users recommend the epic/project to other users? • Why – receive true confirmaJon we are building the “right” thing and it is being built in a “sustainable” manner Techniques recommended: • Solicit user feedback at the epic/project level – Rate a epic within an app (design panern w/feature toggles) • Transparent team/project assessment – Project / team reviews (5-star) – team happiness
- 23. Your Roadmap • Have we brought along our most important stuff? – Metric: Rela/ve value of epics/projects • How many tanks of gas do we need to make it? – Metric: Planned vs. actual investment • Are we driving safely & following the laws? – Metric: Percent Complete & Accurate • Is everyone contribuJng to the trip? – Metric: Whole team contribu/on • Do we understand why we are slowing down? – Metric: Blocker Clustering & Cost of Delay • How oKen do we check that we are on course? – Metric: Release Frequency • Do we like the journey & our passengers the desJnaJon? – Metric: Net Promoter Score (5-star)