Top Metrics for Agile @Agile NCR2011
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The document discusses various metrics that can be used to measure performance in Agile software development such as velocity, burn down, defects, and quality metrics. It explains metrics like effort, schedule, cost, size, defects, and velocity that provide insight into productivity, predictability, and value. Key Agile principles of adaptive planning, value-driven prioritization, and continuous delivery are important to consider when selecting and using metrics.
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Top Metrics for Agile @Agile NCR2011
- 1. AGILENCR 2011 © Cybercom Datamatics Information Solutions. Priyank email: [email_address] TOP METRICS FOR AGILE
- 4. ABOUT US
- 6. DEFINITIONS Effort – the actual hours required to write the software. Defect – the unaccepted functionality, hopefully identified by test case… through web search - A flaw in a component or system that can cause the component or system to fail to perform its required function. Schedule/Duration –the calendar time to get something done Cost – strongly correlated with effort, but duration also plays a role Size – something that can be counted/measured. Hopefully it is representative of effort. Plan/Estimated – our educated guess, is a probability. Actual – measured result. Quality – A delight
- 7. METRICS FOR AGILE Efforts ,Top-Line, Velocity, Burn-Down, Cost Schedule, Time to market , Cycle time Defects Technical debt Can help you Understand about scrum performance Drawing scrum progress, productivity, predictability Analyze quality and value Pain points, Improvement areas Motivation & Performance Simple Scrum (Time Boxed Continuous Iterations & Release) NEED OF THESE METRICS
- 8. MANIFESTO FOR AGILE © Agile Alliance http://agilemanifesto.org
- 9. AGILE IS VALUE DRIVEN & ADAPTIVE Constraints Estimates Features Schedule Cost Cost Schedule Requirement Agile - Adaptive Predictive Value Driven Plan Driven
- 10. TOP-LINE, RELEASE BURN-UP Base Measure – Total Number of Story Points Total Number of Sprints Planned Story Points planned at each sprint Story Points completed in each sprint
- 11. VELOCITY Velocity is relative measure of progress. It can be measured by Feature delivered in an iteration & It is a measure of how much Product Backlog the team can complete in a given amount of time. Feature are usually initial stories and some times are set of feature with some non features.
- 12. BURN DOWN Burn-down chart shows the estimated number of hours required to complete the tasks of the Sprint. And similar to earned-value chart if you count the delivered functionality over time – Accepted work. It shows both the status and rate of progress (“velocity”) in a way that is both clear and easy to discuss.
- 13. BURN UP Burn-up chart shows the amount of Accepted work (that work which has been completed, tested and met acceptance criteria) And is shows the Scope - how much work is in the project as whole.
- 14. SCHEDULE & COST METRICS Metrics can be derived from this – Actual percent complete (APC) = Complete Story Point/Total Story Points Expected Percent Complete(EPC) = Number of completed iterations /number of planned iteration Planned Value (PV)= EPC x Budget AC =Actual Cost in $ or soft-cost in Hrs spent EV(Earned Value)=APC x Budget Schedule Performance Index (SPI) = EV/PV, greater than 1 is good (ahead of schedule) Cost Performance Index (CPI) = EV/ AC, greater than 1 is good (under budget) Cost variance (CV) = EV – AC, greater than 0 is good (under budget) Schedule variance (SV)= EV –PV, greater than 0 is good (ahead of schedule ) Value realization or Velocity. Base Measure – Budget Allocated for the project Total Number of Story Points Total Number of Sprints Planned Story Points planned at each sprint Story Points completed in each sprint Release variance – plan vs. actual © Source : Agile EVM: Earned Value Analysis in Scrum Projects by Tamara Sulaiman Runyon
- 15. In the given example - Budget = 100 $ Total SP = 120 Total Sprint = 12 After 4 th Sprint where in First Sprint SP Accepted 9 out of 10, in Second Sprint 10 out of 10, in Third 10 : 10 & in Fourth 10:10 APC = 39/120 which is 0.325 , in % 32.5 EPC = 4/12 = 0.33 , in % 33.33 PV = 0.33 x 100 = 33 EV = 0.325 x 100 = 32.5 Lets assume is AC = 40 $ (or 400 Hrs, where 10 Hrs = 1 $) SPI = 32.5/33 = 0.98 CPI = 32.5/40 = 0.81 VALUE REALIZATION (VELOCITY)
- 16. DEFECTS Defect Removal Efficiency (DRE) is a base measure which we can tailor for Scrum DRE = E / ( E + D ) Where E = No. of Errors found before delivery of the software and D = No. of Errors found after delivery of the software @Scrum E = No. of Errors found before delivery of the software in any iteration (@ during sprint execution )and D = No. of Errors found after delivery of the software (@ Production ) Ideal DRE = 1. DRE less than 1 needs RCA
- 17. TECHNICAL DEBT Quality can be best view through code …. Reference : http://nemo.sonarsource.org Copyright : http://sonarsource.org
- 18. FEW MORE BASICS QUALITY METRICS Technical debt Test case, Bugs Complexity Cyclomatic Complexity Violations Class, Methods, Duplication, Comments etc..
- 19. QUALITY METRICS - Reference : http://nemo.sonarsource.org Copyright : http://sonarsource.org
- 20. REFERENCES - http://www.mountaingoatsoftware.com http://www.agilemodeling.com http://jamesshore.com/ http://java.net/projects/hudson/ http://www.sonarsource.org/ http://docs.codehaus.org/display/SONAR/Metric+definitions https://wiki.rallydev.com http://www.infoq.com/ http://www.appliedscrum.com
- 21. cdis.in
Editor's Notes
- #8: Qualitative and Quantitative Motivation & Informative External and Internal Fully Supervise and Partial Supervise. Team over Individual
- #12: Predictability Baseline, Estimation Productivity Value delivered to Customer Progress rate Trend
- #15: In the given example - Budget = 100 $ Total SP = 120 Total Sprint = 12 After 4 th Sprint where in First Sprint SP Accepted 9 out of10, in Second Sprint 10 out of 10, in Third 10 : 10 & in Fourth 10:10 APC = 39/120 which is 0.325 , in % 32.5 EPC = 4/12 = 0.33 , in % 33.33 PV = 0.33 x 100 = 33 EV = 0.325 x 100 = 32.5 Lets assume is AC = 40 $ (or 400 Hrs, where 10 Hrs = 1 $) SPI = 32.5/33 = 0.98 CPI = 32.5/40 = 0.81
- #21: Book : Laws of Simplicity