Seven Key Metrics to Improve Agile Performance
- 1. Influenced by: Jeff Sutherland & Scott Downey Scrum Metrics TEAM LEVEL METRICS TO GUIDE TACTICAL AND STRATEGIC DECISION MAKING
- 2. • Agile Coach, Trainer and Scrum Master • CSP, CSM, CSPO, Innovation Games Orange Belt • 15+ Years in management, senior level consulting, product management and engagement management • Head of Product Management for XRM Global • COO for a publicly held software company • Scrum Master and Agile Coach for various companies including Accenture/AT&T, Milliman, GPC , IHG, Blinds.com etc… Andrew Graves
- 3. What’s Ahead Metrics: What can we measure, why do we want to measure it and what drives the metrics?
- 4. Objective To develop and standardize a set of Easy to Capture Metrics Help Scale agile across the enterprise Help Scrum Masters & Coaches Evaluate and Guide Teams Provide Insights about team performance for our business stakeholders
- 5. THE MATH AND PURPOSE OF EACH Metrics
- 6. Metrics • Velocity / Story Point Capacity • Adopted Work • Found Work • Injected Work • Targeted Value Increase • Accuracy of Estimation • Reliability • Cost per Story Point Metrics Comparable Across Teams Team Specific Metrics
- 7. Metrics: Velocity I, as a… Scrum Product Owner who is trying to create an accurate Roadmap for future releases …need… a reliable metric on which to base my assumptions about the rate of the team’s progress and sprint capacity …so that… with our Leadership, we can make well- informed tradeoffs and commitments based on the reality of our teams capabilities. Formula: Sum of Original Estimates of All Approved Cards
- 8. Metrics: Velocity 8 8 1 8 3 5 8 PBL SBL DONE Original Commitment: 19 Total Completed: 19 3
- 9. Metrics: Adopted Work I, as a… a Scrum Master, who is trying to coach a team toward more accurate Commitments during each Sprint Planning Meeting, …need… a way to measure how much work the Team can do in a given Sprint, a metric that clearly shows if the Team has a tendency to under Commit and is consistently having to pull work forward from the Product Backlog before the end of the Sprint …so that… I can encourage the Team toward higher Commitments during the Sprint Planning Meetings without the risk of pushing them to failure. Formula: Sum of Original Estimates for Work Pulled Forward Original Commitment
- 10. Adopted Work: 3 Metrics: Adopted Work 8 8 1 8 3 5 8 PBL SBL DONE Total Commitment: 19 Original Commitment: 19 Total Completed: 22 3
- 11. Metrics: Found Work I, as a… a Scrum Master, who is trying to help my Team make more accurate and reliable Commitments in Sprint Planning, …need… a clear way to measure the likelihood of unexpected work based on a Card’s Original Estimate …so that… I can offer advice to the Team on making achievable Commitments and provide them fair warning when they start commit to story that will probably surprise them. Formula: Sum of Total Work Reported per Story – Original Estimate
- 12. 3 Found Work: 3 Metrics: Found Work 3 1 5 2 8 13 5 8 3 PBL SBL In Prog DONE Total Commitment: 19 Original Commitment: 19 Total Commitment: 22 Source : Jeff Sutherland & Scott Downey
- 13. Metrics: Injected Work I, as a… a Scrum Master, who is trying to help my Team make more accurate and reliable Commitments in Sprint Planning, …need… a clear way to measure the likelihood of unexpected work based on a historical behavior …so that… I can help the team manage the scope for the sprint and strive for achievable commitments. Formula: Sum of Total Story points from new stories added to sprint after sprint planning
- 14. Metrics: Targeted Value Increase I, as a… a Scrum Product Owner who is trying to evaluate the effectiveness of the product directions I have chosen …need… a reliable way to measure the increased value contribution of the Team sprint-over-sprint …so that… I can compare the Team’s rate of contribution increase to see if contributions are in alignment with ROI expectations and continuous improvement is taking place. Formula: Current Sprint’s Velocity ÷ Original Velocity Source: Jeff Sutherland & Scott Downey
- 15. Sprint # Velocity Original Velocity Current Velocity 1 8 2 13 3 21 4 37 5 42 TVI: 8 ÷ 8 = 100%13 = 162.5%21 = 237.5%33 = 412.5%42 = 525% Metrics: Targeted Value Increase Source : Jeff Sutherland & Scott Downey
- 16. Metrics: Accuracy of Estimation I, as a… a Scrum Product Owner who is interested in creating reliable roadmaps, including Optimistic, Likely and Pessimistic release dates for larger initiatives, …need… a metric that tracks the margin of error on the Team’s Original Estimates …so that… I can multiply their good-faith estimates by this factor and create more realistic date projections. Formula: 1 – (Estimate Delta ÷ Total Commit)
- 17. = 0.2272- 0.2272 = 5 2 8 3 1 SBL In Prog DONE Delta: 5 Metrics: Accuracy of Estimation Original Commitment: 19 Total Commitment: 22 Estimate Delta: 5 Total : 22 Actual 2 2 8 5 7 Delta -1 +1 +3 +3 -1 1 0.7728 = 77% Source : Jeff Sutherland & Scott Downey
- 18. Metrics: Reliability I, as a… Scrum Master, who is concerned about the accuracy of my teams commitments …need… a metric that informs me of the margin of error when the Team commits to a body of work …so that… I can use this margin of error to predict reliable dates, and know when it is safe to lobby for a higher Commitment at each Planning Meeting Formula: (Sum of Points Committed) ÷ (Sum of Points Accepted)
- 19. Chart: Reliability -15% -10% -5% 0% 5% 10% 15% Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Reliability Variance Reliability Variance
- 20. Metrics: Cost per Point I, as a… Executive, who is concerned about the value of my teams contributions …need… a metric that informs me of the cost of a story point …so that… I can better estimate much projects will cost and measure the level of value a team can produce over time Formula: (total cost of a sprint) ÷ (sum of Story Points accepted in that sprint)
- 21. Metrics: Cost per Point $- $200.00 $400.00 $600.00 $800.00 $1,000.00 $1,200.00 $1,400.00 Sprint 18 Sprint 19 Sprint 20 Sprint 21 Sprint 22 Sprint 23 Cost Per Point
- 22. Metrics: Effort by Class of Service (COS) I, as a… Stakeholder, who is concerned about the focus of my scrum teams …need… a metric that informs me where my teams are spending their time …so that… I can better estimate much projects and keep my team focused on the highest priority work Formula: (Sum of Point dedicated to a COS a sprint) / (Sum of Story Points complete in that sprint)
- 23. Effort by Class of Service
- 25. Additional Data
- 26. ITS ALL ABOUT THE RETROSPECTIVE How do you capture the data?
- 27. Example Retro Agenda 1. Opening & Set the Stage 2. Review each story for context and to capture data for metrics 3. Capture Retro Data 4. Generate Insights 5. Decide What to do 6. Close the Retrospective
- 29. MAPPING METRICS TO SMELLS So… What can I do with these Metrics
- 30. Velocity & Cost Per Point 38 52 50 48 54 55 - 20 40 60 Sprint 18 Sprint 19 Sprint 20 Sprint 21 Sprint 22 Sprint 23 Total Points Accepted (Velocity) $- $500.00 $1,000.00 $1,500.00 Sprint 18Sprint 19Sprint 20Sprint 21Sprint 22Sprint 23 Cost Per Point • Spike might indicate an overly manual deployment and CI process
- 31. Points Found • Missed Estimates • Incomplete User Stories • Not enough time allotted for Research and Discovery • Just In Time Sprints • Missunderstood requirements
- 32. Targeted Value Increase & Points Adopted • Minimal or no evolutionary design • Disjointed development strategy • Small backlog
- 33. Points Injected 5 - 13 18 5 - - 2 4 6 8 10 12 14 16 18 20 Sprint 18 Sprint 19 Sprint 20 Sprint 21 Sprint 22 Sprint 23 Points Injected • Immature Scrum Organization • No Respect for Sprint Scope or the Sprint Plan • Lack of focus
- 34. Effort by Class of Service • Look for a good blend here • Things like UAT rework and tech debt are good things so long as it’s a small slice • Too much spread indicated lack of focus
- 35. Example 1
- 36. Example 2
- 37. Example 3
- 38. Q & A
Editor's Notes
- #4: We are going to explore 8 metrics that can help scrum teams and agile coach identify smells that can be addressed to help team become more productive. Like all metrics they should be used carefully, they are merely indicators as to how a team is doing
- #5: The goal here is to keep the impact to the team to a minimum while gaining higher levels of insight
- #10: If the team finishes work early in a sprint they can then look to adopt new work for that sprint. When the team looks to bring in a new story they look to the back log and find a story the meets the definition of ready. We need to continually look at the adopted work metric to make sure in is at or above 80%
- #12: The amount of work associated with a committed story that the team did not predict that materially increases the complexity of the story. We need to shoot for 80% of the original commitment with 20% or less found work. This also allows us to provide a estimate factor that can be applied to our release planning targets
- #14: The amount of work associated with a committed story that the team did not predict that materially increases the complexity of the story. We need to shoot for 80% of the original commitment with 20% or less found work
- #15: Target value increase is the increase in velocity over time. Teams that reach 240% are high performing mature teams 500% indicates a hyper performing team. By taking the increase in velocity and comparinging to the change in revenue or projected revenue you can get an idea how much value is being received
- #17: How often are team correct in estimating their estimations? Over time you can apply this metric to a teams estimate to help adjust estimate to manage expectations
- #18: When you get number this low you start seeing smells that might point to miss communicated requirements, insufficient skills. If they are always over 90% the team is probably taking too much time in planning meetings. When using the fibonacci scale just round up to the closet value on the fibonacci scale