lean agile scotland: using metrics as a map

Using Metrics as a [email protected]@praxisflow.com

7 Oct 2016 12:20-12:50pm in Pentland West#lascot16

“Cat Swetel is one of the few A.I.s to have passed both the Turing and Bechdel tests.”

-- Will Evans

“Cat Swetel is one of the most effective and capable producers of carbon dioxide in a North America. Possibly the world.”

-- Jeff Kosciejew

Who is Cat?

“Cat Swetel does fine at some stuff.”

-- Steve

AGENDA

Some awesome lagging indicators

Using different views to tell different stories or different versions of the same story

Leading indicators????

Relationships@CATSWETEL

Popular Agile

metrics

pic: @codinghorrorread the replies: bit.ly/10xfingers

http://bit.ly/10xfingers

“Everything’s made up and the points don’t matter.”

-Drew Carey

Assumptions: ● Our customers care about time

○ Calendar days○ Global markets and teams

● Our customers care about value ● We have data (per unit of value)

○ Start date○ End date ○ Date delivered

● The problem is usually (almost always) the system, not the people

“Everything’s made up and the points don’t matter.”

-Drew Carey

What’s the value of metrics?

● Tell stories, build shared context

● Make decisions in context

Cycle Time Scatter Plot

@CATSWETEL

Cycle Time

Units of time per unit of value

e.g. this story took 5 days

this ticket took 8 hoursthis feature took 2 weeks

End Date - Start Date = Cycle Time

Where does it begin and end?

@CATSWETEL


@CATSWETEL

“Never triangle-face! I hate triangle face!

It scares me!” --Danny McBride in Your Highness

@CATSWETEL

Run chart? Control chart?


Cycle time? Is there any old way? Probably at project level or maybe in ops there will be SLAs. This is a way under utilized metric. IMO

Freq

uenc

y

Cycle Time Distribution

@CATSWETEL

Weibull Curve

You can still buy Weebles! amzn.to/1WCxdze

@CATSWETEL

Weibull Curve

Great example from Eli Goldratt’s Critical Chain:

How long does it take you to get to work?

@CATSWETEL

85% Probability

Cycle Time Scatter Plotwith probability

@CATSWETEL

Cycle time new way….and with PROBABILITY not a real control chart with control limits based on sigmas

WTF?!

@CATSWETEL



Freq

uenc

yCycle Time Distribution

@CATSWETEL


WTF?!

@CATSWETEL



Freq

uenc

yCycle Time Distribution

@CATSWETEL

But what if it doesn’t look like that? What if it looks like a camel?

1 2 3 4 5 6 7 8 9 10 11

Multimodal

@CATSWETEL

1 2 3 4 5 6 7 8 9 10 11

Multimodal

Why? ● Different work item types● Different work flows ● External dependency● …etc

@CATSWETEL

1 2 3 4 5 6 7 8 9 10 11

Multimodal

Beware the blob.

@CATSWETEL

@CATSWETEL


85% Probability


Cycle Time Scatter Plotprobability??

95% probability

50% probability

@CATSWETEL


Cycle Time Scatter Plotwith throughput, max and min

@CATSWETEL

Throughput

Units of value per unit of time

e.g. stories per sprinttickets per day

features per month

@CATSWETEL


WTF?!

@CATSWETEL



WTF?!

@CATSWETEL


????????????


9 911

64

6 410

13

Cycle Time Scatter Plotthroughput

@CATSWETEL


9 911

64

6 410

13

Cycle Time Scatter Plotthroughput + probability

95% probability

50% probability

@CATSWETEL


95% probability

50% probability

30

16

Good for managing customer expectations

Good for CCPM

@CATSWETEL


95% probability

50% probability

30

16

@CATSWETEL

“What’s the likelihood we’ll hit this date?”

“How quickly can you get this to me?”


95% probability

50% probability

30

16

What is the cost of more certainty?

@CATSWETEL

Foreshadowing....

What is the cost of more certainty?

LAGGING vs LEADINGINDICATORS

@CATSWETEL

Lagging Indicators

@CATSWETEL

Predictive metrics! Is there such a thing common in agile teams today? Ummmm not really

DONE

REVIEW

DOING

TO DO

TUE WED THU FRI MON TUE WED@CATSWETEL

Leading Indicator: Cumulative Flow Diagram

@CATSWETEL


@CATSWETEL


?

Little’s Law

average # of items in a system

average arrival rate

average time spent in the system= *

average time spent in the system = average # of items in

a system / average throughput

@CATSWETEL

Little’s Law

average # of items in a system

average arrival rate

average time spent in the system= *

average time spent in the system = average # of items in

a system / average throughput

@CATSWETEL

“Every time you violate an assumption of Little’s Law your process becomes less predictable.”

--Dan Vacanti in Actionable Agile Metrics

Data is all about stories and

relationships

@CATSWETEL

The (useful) Agile metrics you might not know:

Cycle time, throughput, WIPKnow the bounds (time and space)

Different views change and often enrich the story

The value of metrics is in the relationships

Using Metrics as a [email protected]@praxisflow.com

lean agile scotland: using metrics as a map

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