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Measuring the Success of Your Agile Transformation Part 1 June 19, 2014 #AgileLIVE

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The key to a successful agile journey is to identify concrete, measurable goals. Whether your challenge is to improve software quality, time to market, productivity, customer satisfaction, innovation, employee engagement, or some combination of these, agile metrics are crucial to your success. How do you use agile metrics early and often to know that you’re going in the right direction? And how do you know when your goals have been met?

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  • Measuring the Success of Your Agile Transformation Part 1 June 19, 2014 #AgileLIVE
  • 2014 VersionOne, Inc. 2 A few logistics #AgileLIVE
  • 2014 VersionOne, Inc. 3 Moderator #AgileLIVE Aaron Smith Editorial Director ProjectsAtWork
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company Brad Swanson Senior Agile Coach @agile42 [email protected] @bradswanson
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company The Enterprise Transition Framework (ETF) for empirical change 1. Assess 2. Strategy 3. Pilot 4. Rollout http://www.agile42.com/en/agile-transition/etf/
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company Goal PSF NC Agile Strategy Map Define the Goal we want to achieve Possible Success Factor (PSF) represents a hypothesis about a key factor that would enable us to achieve the Goal Necessary Condition (NC): what is needed in order to fulfill the Success Factor http://www.agile42.com/en/agile-transition/agile-strategy-map/ Agile Strategy Map - Framework for Strategy
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company Goal Agile Strategy Map PSF#1 PSF#1: we believe that by consolidating all projects in one Portfolio, we will be able to make better business decisions NC#1. 1 NC#1.2 NC#1.1 .1 To validate the hypothesis, we define what is needed to run a pilot which will measure the validity of the PSF NC#1.1: we need to list at least 3 projects per product area NC#1.1.1: we need to choose projects and define comparable dimensions such as: business value, strategic alignment, cost... NC#1.2: we need to define a sample Portfolio funnel, and check that Teams can deliver with the provided information What conditions are necessary to achieve the success factor (PSF)?
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company Success: we can compare the value of projects easily (using defined KPIs) and make consistent business decisions. Failure: we still have endless discussions about priority and its costly to prepare project info for the portfolio processIndicators (measures): < 1 day to prepare 1 project business case Allows objective comparison of projects < 8 hrs to select priorities each quarter No exec overrides on priority decisions How will we measure PSF success and failure? PSF#1: we believe that by consolidating all projects in one Portfolio, we will be able to make better business decisions
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company Goal CSF#1 NC#1.1 NC#1.2 Agile Strategy Map CSF#1: we must consolidate all projects in one Portfolio, so that will be able to make better business decisions NC#1.1 .1 The Pilot was successful... The Potential Success Factor becomes a Critical Success Factor (CSF). Update the strategy to roll out and institutionalize the change. Pilot success! Now what?
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company Sustainably faster delivery of solutions that delight customers Faster time to market Alignment & support across the org Engaged & joyful people Transparent empirical view of org performance Grow and sustain agile practices Culture of continuous learning & improvement Org priorities aligned with Customer valu e Agile Transformation Example Goal + Success Factors (PSFs / CSFs)
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company Sustainably faster delivery of solutions that delight customers Faster time to market Balance workload & capacity: limit WIP Alignment & support across the org Engaged & joyful people Transparent empirical view of org performance Grow and sustain agile practices Culture of continuous learning & improvement Org priorities aligned with customer value Dedicated Guiding Coaltiion Pilot projects Clearly communicated vision & strategy Training & coaching Build internal expertise Collaborative prioritization with stakeholders Collaborative cross-functional teams Automated testing & deploymentIncremental delivery Visible metrics Leaders to remove fear Empowerment Clear, realistic goals Servant leadership Action taken to improve Foster innovation Celebrate failed experiments Example: Necessary Conditions for the PSFs Clear career path Goal Success factors Necessary conditions Legend:
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company A few metrics (KPIs) for the goal Sustainably faster delivery of solutions that delight customers These are lagging indicators; some leading indicators are described soon
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company Leading & lagging indicators for each PSF / CSF PSF Leading Indicators Lagging Indicators # total concurrent projects Avg # concurrent projects/person Program burn-up chart Lead time: idea to 1st delivery Cycle time: Dev start to 1st delivery Deployment frequency post 1st delivery (MVP/V1) Frequency & effectiveness of stakeholder collaboration on prioritization Standard way to compare project value Portfolio priorities highly visible All teams working on top portfolio priorities; no side projects Delivered value is measured and meets expectations Customer satisfaction survey Sales and/or usage statistics 1. Faster time to market 2. Org priorities aligned with customer value
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company CSF 1: Time to Market Lead time: from request to 1st deplo y Cycle time: dev start to 1st deploy
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company CSF 1: Time to Market leading indicator
  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2014. PSF 2: Org priorities aligned with customer value leading indicators Churn = % change after commit point
  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2014. Compare actuals with forecast PSF 2: Org priorities aligned with customer value lagging indicators
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company Leading & lagging indicators for each PSF PSF Leading Indicators Lagging Indicators Sr. Leadership consensus on strategy Frequency of comms on vision & strategy; # of different forums Short-term wins visibly celebrated # hours spent on Guiding Coalition activities Poll: % who agree with strategy Poll: % prefer new to old approach # of teams asking to go agile # people trained on Agile # people in coached projects # people in the coach the coach program Agile team practices maturity level # people completing coach the coach # people achieving 3rd party Agile certifications Monthly attendance in Agile Community of Practice (CoP) mtgs 4. Grow & sustain agile practices 3. Alignment & support across the org
  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2014. PSF 3: Alignment & support
  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2014. PSF 4: Grow & sustain agile practices
  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2014. Leading & lagging indicators for each PSF *Success ratio over 70% may indicate fear of failure PSF Leading Indicators Lagging Indicators Poll: things getting better or worse? Career path defined for all roles Poll: employee job satisfaction Attrition rate # employee referrals for hiring Avg frequency of team retrospectives # of experimental learnings celebrated (fast safe failures) Poll: Do you feel safe to experiment & innovate? # team-initiated process changes # team-initiated product innovations Success ratio of experiments* 5. Engaged & joyful people 6. Culture of continuou s learning & Improve- ment
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014. agile42 - The Agile Coaching Company agile42 | The Agile Coaching Company Measuring Team Progress on Agile Practices
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company Agile Practices Roadmap Team Level
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company Agile Practices Roadmap Team Level (p.2)
  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2014. Team Practices Dashboard
  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2014. Team Practices Dashboard Highest level achieved across all four dimension s
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014. agile42 - The Agile Coaching Company agile42 | The Agile Coaching Company Attack of the Killer Metrics! When metrics go bad
  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2014. Questions to ask about every metric 1. What decisions will be made based on this metric? 2. Is this the RIGHT thing to measure or an easy-to- measure proxy? 3. What might be the unintended consequences of this metric? 4. How could this metric be gamed? 5. What can we do to guard against unintended consequences and gaming?
  • agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright 2007 - 2014. Compensating / Balancing Metrics What unintended consequences might happen if you measure speed of delivery? What is a compensating metric to counteract it? Measure speed AND quality!
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014.agile42 | The Agile Coaching Company Management vs. Team Metrics https://creativecommons.org/licenses/by-nc-sa/2.0/ https://www.flickr.com/photos/joeshlabotnik/ https://www.flickr.com/photos/jeroen020/
  • www.agile42.com | All rights reserved. Copyright 2007 - 2014. agile42 - The Agile Coaching Company agile42 | The Agile Coaching Company Thank you! Brad Swanson Senior Agile Coach @agile42 [email protected] @bradswanson
  • 2014 VersionOne, Inc. 32 Q&A Join us for Part 2, June 25, Noon-1 PM ET
  • Thank you for joining us today! Join us for Part 2, June 25, Noon-1 PM ET #AgileLIVE