Value Metric - как использовать бизнес-метрики в agile-проектах
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The document discusses the use of business metrics in agile projects, emphasizing principles like measuring for a purpose, improving through useful metrics, and the importance of transparency. It introduces Objectives and Key Results (OKRs) as a framework for setting and evaluating goals, highlighting their iterative nature and role in fostering learning and collaboration. Key takeaways include promoting values, visualizing metrics, and avoiding the use of metrics for rewards to enhance motivation and performance.
Value Metric - как использовать бизнес-метрики в agile-проектах
- 1. www.luxoft.com VALUE METRIC КАК ИСПОЛЬЗОВАТЬ БИЗНЕС- МЕТРИКИ В AGILE-ПРОЕКТАХ Moscow Agile Leadership Network Alexey Pikulev 21 October 2015
- 4. www.luxoft.com Measure for a Purpose We measure things in order to make decisions toward a purpose 1
- 5. www.luxoft.com Shrink the Unknown Measure from multiple perspectives and don’t jump to conclusions 2
- 6. www.luxoft.com Seek to Improve Not all metrics are useful; use the ones that help you learn and improve 3
- 7. www.luxoft.com Delight All Stakeholders Everything depends on everything; don’t focus on just one client’s goal 4
- 8. www.luxoft.com Distrust All Numbers The observer effect and biases in human minds make metrics very suspicious 5
- 9. www.luxoft.com Set Imprecise Targets Give direction to support the goal, and don’t focus on one precise end-point. 6
- 10. www.luxoft.com Own Your Metrics Everyone should measure for themselves; don’t measure someone else 7
- 11. www.luxoft.com Don’t Connect Metrics to Rewards Incentives cause problems in motivation and performance; don’t use them 8
- 12. www.luxoft.com Promote Values and Transparency Shared values and transparency reduce people’s desire to game the system. 9
- 13. www.luxoft.com Visualize and Humanize Give metrics meaning by connecting them to real work and people 10
- 14. www.luxoft.com Measure Early and Often Measurements fail when you don’t measure soon and often enough 11
- 15. www.luxoft.com Try Something Else Don’t let metrics get stale; keep experimenting with different metrics 12
- 17. www.luxoft.com OKRs Developed at Intel Used by Google, LinkedIn, Spotify, Zynga and many more
- 18. www.luxoft.com Example of an OKR Objective • “Launch an awesome MVP” Key Results • “40% of users come back 2 times in one week” • “100+ recommendations” • “15% conversion”
- 19. www.luxoft.com About the objectives Supporting a higher-level purpose Qualitative, not measurable Ambitious, time-bound, actionable Make people feel uncomfortable Between 1 and 5 objectives per person
- 20. www.luxoft.com About the key results Quantitative (objective evaluation) Maximum of 4 key results Preferably outcome-based (not tasks) Work from baseline (where am I now?) to target (where do I want to be?)
- 21. www.luxoft.com About the OKRs Process repeats every quarter Process is not top-down but iterative Company + team + personal OKRs Company / team OKRs have an owner Mutual agreement manager/employee Most OKRs emerge bottom-up
- 23. www.luxoft.com Evaluation • Each key result graded on scale 0-100 • No science but an honest assessment • Calculate average of grades • Should take only a few minutes
- 24. www.luxoft.com OKRs Example • “40% of users come back 2 times” 75% • “100+ recommendations” 20% • “15% conversion” 67% Objective Avg() • “Launch an awesome MVP” 54%
- 25. www.luxoft.com Learning • Score > 90% = goals are too easy • Score < 40% = goals are too hard • Aim for 60-70% completion • Low scores are not failures but learning opportunities • Scores matter less than the process
- 26. www.luxoft.com Last but not least • OKRs + scores are transparent for all • OKRs are not used for appraisals • OKRs are not used for bonuses • OKRs drive learning and collaboration