E F F E C T I V E U S A G E S O F M E T R I C S F O R A G I L E P R O J E C T

C H A N D A N L A L P A T A R Y

EFFECTIVE USAGES OF METRICS FOR AGILE PROJECTA G E N D A :

• W H Y T O M E A S U R E M E T R I C S ?

• H O W T O M E A S U R E M E T R I C S ?

• W H A T T O M E A S U R E I N M E T R I C S ?

• H O W M U C H M E T R I C S S H O U L D W E M E A S U R E ?

• S I D E A F F E C T O F M E T R I C S !

• Q & A

EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT

• “ Y O U G E T W H A T Y O U M E A S U R E ” S T A T E S A N O L D M A N A G E M E N T M A X I M

• N O T H I N G C A N B E I M P R O V E D W I T H O U T M E A S U R I N G .

• M E A S U R E M E N T I N D U C E D Y S F U N C T I O N A L B E H A V I O R .

Running an organization without some basic measurements is like driving a plane without a dashboard.

EFFECTIVE USAGES OF METRICS FOR AGILE PROJECTW H A T I S M E A S U R E M E N T ?

“ A M E A S U R E I S A W A Y T O A P P R A I S E O R D E T E R M I N E B Y C O M P A R I N G T O A S T A N D A R D O R U N I T O F M E A S U R E M E N T , S U C H A N E X T E N T , D I M E N S I O N S A N D C A P A C I T Y A S A D A T A P O I N T . T H E A C T O R P R O C E S S O F M E A S U R I N G I S R E F E R R E D T O A S M E A S U R E M E N T “

“ ( … . . ) M E T R I C S I S A Q U A N T I T A T I V E M E A S U R E O F T H E D E G R E E T O W H I C H A C O M P O N E N T , S Y S T E M O R P R O C E S S P O S S E S A G I V E N C H A R A C T E R I S T I C O R A N A T T R I B U T E ( … . ) ”

EFFECTIVE USAGES OF METRICS FOR AGILE PROJECTW H E N D O W E G O T O D E T A I L S ?

M R I D I S P L A Y V S X - R A Y !

EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT

P A T I E N T M O N I T O R I N G S Y S T E M V S A I R C R A F T C O C K P I T !

C A N W E F LY B L I N D ! T R E A T P A T I E N T B L I N D A T I C U !

EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT F E E D B A C K A N D D E C I S I O N M A K I N G I N C O N T R O L

S Y S T E M .

EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT

HOW AND WHO SHOULD MEASURE!

• Metrics should be designed by the people who understand the agile paradigm, so that they reinforce agile principle

EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT

HOW SHOULD WE MEASURE?

• M E A S U R E S H O U L D B E T O P D O W N , B O T T O M U P D O E S N O T W O R K , S H O U L D B E G O A L D R I V E N .

• I T S H O U L D B E “ A U T O M A T I C ” T H R O U G H T O O L S T O M I N I M I Z E M A N U A L I N T E R V E N T I O N A N D “ J U S T E N O U G H " M O S T LY “ T R E N D S ” .

EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT

WHAT SHOULD WE MEASURE?

• W O R K I N G S O F T W A R E I S B E S T T O M E A S U R E I N A G I L E A N D U S E D B Y T H E C U S T O M E R F O R A S S E S S I N G “ V A L U E ”

EFFECTIVE USAGES OF METRICS FOR AGILE PROJECT

• W H A T I S T H E G O A L ?

• Quality , productivity,predicitbility,Customer satisfaction/Value generation(QPPC)

• Self-discipline, Self-organization, Self-awareness

• A S K Q U E S T I O N S , W H Y , W H A T A N D H O W T O M E A S U R E ?

• C O N T I N U O U S I M P R O V E M E N T T H R O U G H M E A S U R E M E N T .

IMPROVE PREDICTABILITY?• R E L E A S E B U R N D O W N C H A R T :

• By reviewing a release burn down report, PO can understand how quickly team has delivered backlog items and track how much work the team must still perform to complete a product release.

IMPROVE PREDICTABILITY?• B U R N U P C H A R T :

• A burn up chart clearly shows work completed and project scope when total is fixed

IMPROVE PREDICTABILITY?• V E L O C I T Y

• Velocity is the sum of the estimates of delivered (i.e., accepted) features per iteration.

IMPROVE PREDICTABILITY?• D A I LY B U R N D O W N C H A R T : U S E F O R M E A S U R I N G

W O R K R E M A I N I N G .

• N O T M E A S U R E A C T U A L P R O G R E S S . M A Y B E 5 H R S . R E M A I N I N G B U T N O A C T U A L P R O G R E S S !

IMPROVE PREDICTABILITY?• W H A T V E L O C I T Y W I L L N O T T E L L ?

• It can be easy to misuse• Fudge the definition of done and you finish more stories!• Change the scale and complete more points (what once was a

2 point story is now a 5 point story)!• Too much speed increase technical debt.

IMPROVE PREDICTABILITY AND PRODUCTIVITY?

D O N E N E S S : H O W M U C H I S “ D O N E ” W H I C H A D D V A L U E

IMPROVE QUALITY? B U G S T A T U S

IMPROVE QUALITY? T E S T C A S E S T A T U S : % A U T O M A T E D ?

IMPROVE QUALITY? C O D E C H U R N

W H A T T H I S C H A R T I S N O T T E L L I N G ?

WHAT ELSE TO MEASURE …..

T E A M C A N G O O N … . .

A C C E L E R A T I O N , R A N G E D R E L E A S E B U R N D O W N , V E L O C I T Y , I T E R A T I O N B U R N D O W N , A C T I V I T Y T I M E ( D E P L O Y M E N T ) , D E P L O Y M E N T T E S T I N G , T E A M M O R A L E , B L O C K I N G W O R K I T E M S , B U I L D H E A LT H , C O D E Q U A L I T Y , D E F E C T T R E N D , A G E O F W O R K I T E M S , R A N G E D R E L E A S E B U R N D O W N , B U S I N E S S V A L U E D E L I V E R E D , N P V , R O I , E F F O R T / C O S T P R O J E C T I O N , S T A K E H O L D E R S A T I S F A C T I O N , T E S T C O V E R A G E , A T T R I T I O N R A T E , L I F E C Y C L E T R A C E A B I L I T Y , R I S K M I T I G A T I O N … …

GOAL - QUESTIONS - METRICS “ H O W ” C A N W E A C H I E V E C O N T I N U O U S “ V A L U E

G E N E R A T I O N ”

GOAL - QUESTIONS - METRICS “ H O W ” C A N R E D U C E “ D E F E C T T R E N D ” R E P O R T E D

F R O M F I E L D ?

SATISFACTION SURVEYS H A P P Y C U S T O M E R ! O N E O F T H E M E T R I C S N E E D T O

C O L L E C T M A N U A L LY !

VISUAL EFFECT

GOLDEN QUESTIONS

Be careful – only measure meaningful easy-to-collect items.

SIDE EFFECT OF MEASUREMENT?

M E T R I C S I N F L U E N C E B E H A V I O R A N D P E O P L E S T A R T M A N I P U L A T E T H E D A T A .

C O M P A R I N G T E A M S I S N O T H E A LT H Y

“ T E L L M E H O W Y O U M E A S U R E M E , A N D I W I L L T E L L Y O U H O W I W I L L B E H A V E . ” D R . E L I G O L D R A T T

SIDE EFFECT OF MEASUREMENT?• C O M P A R I N G T E A M A V E L O C I T Y W I T H T E A M B

• I N D I V I D U A L V E L O C I T Y

• T E A M V E L O C I T Y A N D C O N T I N U O U S I M P R O V E M E N T

• M A N A G E M E N T M I S U S E T H E M E T R I C S K I L L S T E A M T R U S T .

PERFORMANCE APPRAISAL• T E A M P E R F O R M A N C E

• I N D I V I D U A L F E E D B A C K I F N E E D E D W I T H D A T A D R I V E N

A good metric is comparative, understandable, ratio or a rate

TAKE AWAY!• M E T R I C S W I L L

• Tell about team • Tell about the product• Tell about progress• It will unleash hidden something……

• B Y M E A S U R I N G I M P R O P E R M E T R I C S , W E U N W I T T I N G LY I N V I T E U N W A N T E D B E H A V I O U R S W H I C H H A S N E G A T I V E A F F E C T O N P E R F O R M A N C E O F T H E T E A M .

• D O N ’ T D O T O O M A N Y T H I N G , F O C U S 1 - 2 T H I N G S , D O N ' T T R Y T O “ B O I L T H E O C E A N ”

• E N D U S E R S W I L L N O T C A R E A B O U T P R O J E C T M E T R I C S . T H E Y C A R E A B O U T H O W O U R S Y S T E M I N C R E M E N T S M A K E T H E I R L I F E B E T T E R / S I M P L E R / M O R E J O Y F U L .

TAKE AWAY!

• M E A S U R E M E N T I S N O T D E M O N S T R A T I N G S T A T I S T I C A L C A P A B I L I T Y

• B U I L D P A S S I O N F O R T H E P R O D U C T . T H I N K S Y S T E M I C .

• “ W H A T W I L L I D O D I F F E R E N T LY B A S E D O N T H I S I N F O R M A T I O N ? ”

• T E A M W I L L L O O K I N T O T R E N D T H A N S T A T I C N U M B E R A N D I M P R O V E T O B E C O M E M O R E A G I L E

TAKE AWAY!

T A L K T O P E O P L E . W I T H O U T T A L K I N G W I T H T H E T E A M I T I S D I F F I C U LT T O I D E N T I F Y W H A T I S A C T U A L LY G O I N G O N .

V A L U E F R O M M E T R I C S > T O T A L C O S T T O C O L L E C T T H E M E T R I C S