Agile Measurement and metrics for Accountability
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The document discusses the importance of using metrics in agile project management to ensure accountability, assess progress, and improve decision-making. It emphasizes the need for metrics that focus on outcomes, customer value, and practical application within current processes. Additionally, it addresses the role of management in utilizing these metrics to understand project health and guide teams effectively.
Agile Measurement and metrics for Accountability
- 1. Measuring for Accountability Al Goerner Agile Edge - UK 30 April 2008
- 2. Metrics for Many Purposes Keep metrics diagnostic and constructive! Expectation Business Analysts Management Where are we? Project Sponsor & Stakeholders Are we on track? Are in trouble? Why? What can we improve? Direction and “Tell me how you will measure me, Project Manager Risk/Issue and I will tell you how I will behave.” Motivation - Goldratt Management Punitive metrics are self-defeating! Development Team Test Team #2
- 3. Agile Metric Objectives … Distilled Outcomes-Oriented Measures value delivered to the customer, not effort consumed. Motivated Intended to address relevant questions, not random speculations. Organic Based on readily available data – from your current processes. Diagnostic Helps determine what is going wrong and what to do about it. Pattern-based Founded on regular, reasonable, teachable patterns #3
- 4. Metrics Iteration-level Release-level Portfolio-level Enterprise (day-to-day) (iteration-to-iteration) (relse-to-relse, prod-to-prod) (qtr-to-qtr, year-to-year) Pacing & Flow Progress & Fitness Value & Opportunity Agility & Vitality Executive & Line Metrics are Management Using Resources Effectively! NOT Evil! LoB Product Owner If You do & Mgmt. Build the Right Thing! them Right, Metrics are Practical Development Team Start w/ Basics Self-Defense! Build the Thing Right! Then, Build Up If You Don’t Measure It, You Don’t Understand It. 4
- 5. Essential Release-level Project Mgmt. Questions Essential Progress Questions Is this release on-time? Is this release healthy? Essential Quality Questions Is this release likely to be fit-for-release when it is ready-for-release? Is this project (in general) and this release (in particular) effectively satisfying our customer’s needs? Ultimate Diagnostic Question What can be done to get this project back on-track? #5
- 6. Release Progress 120.0 112 110.0 100.0 94 90.0 80.0 75 68 70.0 Units of Work 65 63 60.0 52 50 51 47 47 48 48 50.0 46 43 43 40 38 40.0 42 33 40 40 37 38 37 37 38 29 36 36 36 30.0 33 34 24 30 31 27 28 20 26 20.0 15 11 10.0 6 5.25 5.75 4.75 5.25 4.75 6 3 2.5 3.75 0 0 0 0 0 0 0 0 0 1 0.0 3 3 3.5 3.5 4 1 1.5 0.5 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Iteration # Ideal Burndown Cone - Low Ideal Burndown Cone - High All-Categories Scope Elements Value-Categories Scope Elements Planned Cumulative Scope Expansion Planned Value Scope Expansion All-Categories Work Remaining Value-Categories Work Remaining #6 All-Categories Weighted Velocity Value-Categories Weighted Velocity Projected Burndown
- 7. Workqueue/Backlog Breakout 120 100 4 80 2 22 13 Units of Work 10 60 6 8 2 3 6 2 2 5 2 4 5 4 4 1 14 14 12 13 13 40 12 12 12 12 20 37 34 35 35 35 36 31 26 28 1 2 3 4 5 6 7 8 9 Iteration # Feature Feature Requirements Committed Technical Special (Level-2) Risk/Issue Mgmt. #7 Requests Change Requests Clarifications Defect Repairs Debt Tests Tasks
- 8. 60 120.0% 117% 50 100% 100% 100% 100% 100% 100% 100.0% 93% 94% 92% 89% 88% 40 80% 80.0% 78% 67% 30 Value Scope 60.0% 20 40.0% Level-1 Accepted 28.9% 29.5% 26.6% 27.2% 27.7% 27.7% 24.9% 12 22.0% 23.1% 10 20.0% Level-2 Accepted 6 12% 10% 10% 9% 9% 8% 2 2% 1 0 0% 0 0% 0 0 0 0 0.0% 1 2 3 4 5 6 7 8 9 Value Scope Level-1 Accepted Level-2 Accepted Outstanding Technical Debt Feature Churn Requirements Churn #8 Planning Stability Regression Stability
- 9. Metrics Iteration-level Release-level Portfolio-level Enterprise (day-to-day) (iteration-to-iteration) (relse-to-relse, prod-to-prod) (qtr-to-qtr, year-to-year) Pacing & Flow Progress & Fitness Value & Opportunity Agility & Vitality Executive & Line Metrics are Management Using Resources Effectively! NOT Evil! LoB Product Owner If You do & Mgmt. Build the Right Thing! them Right, Metrics are Practical Development Team Start w/ Basics Self-Defense! Build the Thing Right! Then, Build Up If You Don’t Measure It, You Don’t Understand It. 9
- 10. Management & Line-of-Business Dashboard Tiles Support at-a-glance summary with drill-through. Same 4 essential questions, at a higher level, plus … “How much do I have to worry about this project?” – Risk “Are we burning budget at a sustainable rate?” – Costs “Does this project still make good business sense?” – Margin or ROI “Does this project support further business or other initiatives within the company?” – Opportunity or Program Goals #10 Dell Agile Summit January 24, 2007
- 11. 10 Feature 4, 5.00 9 8 Feature 3, 5.39 7 Feature 2, 3.16 6 Severity of Risk 5 Chg. Request 1, 10.30 4 Feature 1, 6.71 3 Which risks really *need* 2 to be addressed *now*? 1 Chg. Request 2, 9.06 0 0 1 2 3 4 5 6 7 8 9 10 Probability of Occurence of Risk #11
- 12. Three Things to Do Now…
- 13. Thank you for attending! Questions??? Contacts: Al Goerner Jonathan Cook Principal Emterprise Consultant Business Development, United Kingdom al.goerner@valtech.com jonathan.cooke@valtech.com +01 214 724 7240 +44 7748638031