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Outsourcing agile software development – output-based metrics to manage team performance VALUE Driven Contracting

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PowerPoint-presentatieVALUE Driven Contracting
Supplier Performance Measurement
Common Software Measurement International Consortium COSMIC - Dutch representative International Advisory Council (IAC)
International Cost Estimation and Analysis Association ICEAA trainer of CEBoK chapter 12: Software Cost Estimation
Speaker at many international conferences on software measurement, estimation and benchmarking
[email protected]
@haroldveendam
www.linkedin.com/in.haroldvanheeringen
Haroldveendam
Started out in Benchmarking More than 15 years of history/track
record Market leader in Benelux International focus USP: Component Based
Measurement
Service -, Cost-, Performance- and Value management
IT sourcing: strategy, selection, contracting, transition & provider relationship management
Supplier performance Measurement
Fact Based Research Market research and knowledge
projected to your daily challenges Using METRI’s Eco System for
reflection and verification
Quick scan of IT function Target operating model Governance digital transformation Benchmark IT workforce
IT Governance
Strong Partnership4
Application Services:
Estimation models
Reality Checks
Bid Support
Price models
Functional Size is main cost driver for many application services, e.g. supplier performance measurement.
Functional size is hard to measure, especially for large applications.
Source Code analytics
VALUE Driven Contracting
Supplier Performance Measurement
Agile and DevOps teams take over the Application Development world.
These teams use their own metrics that are useful on team level, but not on management level
How to measure team performance?
Sourcing trend: Source complete teams of one or more suppliers, add a product owner, and start developing
Sourcing challenge 1: How to contract the team that is going to deliver the best performance?
Sourcing challenge 2: How to measure and control the performance of these teams.
VALUE Driven Contracting
Estimates
Budgets
15-11-2017
Software industry: low maturity in performance measurement and estimation.
Organizations don’t know their capability and can’t compare to the industry.
Application Size
Estimation accuracy
For sourcing, pricing and contracting of Agile teams, this is a huge challenge!
T&M contracts are the norm
Performance Measurement9
Productivity is the most important metric in performance measurement processes.
Productivity is universally defined by output / input.
Input? Easy to measure! Hours.
But how do we measure output in a standardized way ? What is the size of the software developed or maintained?
Story Points Lines of Code Usecase Points Other Points?
Function Points
Cost Efficiency - Money spend per FP
Time to Market - FP per calendar month
Quality - Defects per 1000 FP
Only one solution: Functional Size! Function Points!
International standards.
Independent of technical solution.
Objective, repeatable, verifiable defensible.
Independent of technical implementation. 500 FP Mobile app = 500 FP Legacy Cobol system
Just as a 20 m2 glass wall = 20 m2 brick wall
Effort to realize the software depends on productivity
Cost depends on productivity and labor rates.
Independent of the systems requirements and development methodology
FP Metrics can be used for benchmarking, estimation, budgeting, performance measurement, etc.
More function points means more functionality: (business) value!
Functional size is the basis for objective software metrics:
Function Points
Value Driven Contracting13
METRI and CAST developed a Value Driven Contracting pricing model where the price the customer pays depends on the performance of the team based on the 5 different metrics categories:
The pricing model is completely flexible and the metrics used can easily be adjusted per sprint or release by customer/supplier.
Value Driven Contracting: For a measurement period:
1. Measure the structural quality metrics of the application and the project size in FP [CAST]
TQI, Robustness. Efficiency, Security, Transferability, Changeability
Technical debt, Critical Violations
2. Determine performance metrics and compare them to contractual value/benchmark [METRI]
AD metrics: Productivity, Cost Efficiency, Velocity, Quality
AM metrics: Effort/1000 FP, P1 resolution time, hours per incident, etc.
Emotional metrics: user/customer/team happiness
3. Calculate the under- or overperformance [METRI]
Per metric, per category and then for the total performance
4. Adjust price accordingly [Supplier]
Value Driven Contracting Example14
Performance contract Weight
Availability % uptime Month 98,00% 100,00% 2,0% 15,0% Technical Debt Technical Debt Index Month 1,00 1,17 -17,4% 10,0% Total Quality Index CAST TQI Month 2,90 3,19 10,0% 10,0% Robustness CAST Robustness Month 2,90 3,10 6,9% 10,0% Efficiency CAST Efficiency Month 2,90 3,01 3,8% 10,0% Transferability CAST Transferability Month 2,90 3,30 13,8% 10,0% Security CAST Security Month 2,90 2,84 -2,1% 15,0% Changeability CAST Changeability Month 2,90 3,37 16,2% 20,0% Application Value Score 4,95% 100,00%
Objective measurements Determine performance per category
For this measurement period, supplier performed 4,95% better than the agreed target.
The same applies for the other 4 categories, resulting in an under/over performance percentage per category.
Performance metrics: Agreed target (based on baseline or market)
Compare each metric with target.
Weights per metric, can be adjusted on mutual agreement
Value Driven Contracting - Model15
Basis remains the same: objective, repeatable, verifiable metrics.
Agreed targets based on baselines or benchmarks.
VDC results in Value Price Index (VPI) score. Example: Value Price Index calculation.
Supplier VPI:+21,23 %: Price adjustment of +5%.
Metric Score Weight Application performance 5,0 % 25,00% AM performance 53,8 % 25,00% AD performance -10,4 % 25,00% Emotional performance 0,0 % 0,00% DevOps performance 12,3 % 25,00%
Total score 21,23%
VPI From Till Price correction 1,0 -500% -50% -10,0% 1,5 -50% -30% -8,0% 2,0 -30% -10% -5,0% 2,5 -10% 0% -2,0% 3,0 0% 15% 0,0% 3,5 15% 30% 5,0% 4,0 30% 50% 8,0% 4,5 50% 70% 12,0% 5,0 70% 500% 15,0%
Score 21,23% 3,5 5,00%
Why is Value Driven Contracting interesting for Customer and Suppliers?16
Customers
Contracting based on output instead of input and cheap rates.
Incentive for supplier to deliver value, not burn hours.
Influence to adjust the measurement model every period.
Pay more for excellent value, pay less for underperformance.
Suppliers
Stay away from rate card sourcing.
Rewarded for improvement and delivering value to the customer.
Higher profits by overperformance instead of lower profits by discounts on hour rates.
Show the world how good you are.
17
15-11-2017
[email protected]
@haroldveendam
www.linkedin.com/in.haroldvanheeringen
Haroldveendam
Sourcing Application Development: risks shift over time20
Many organizations don’t recognize this, but the risks in Application Development have shifted through time from customer (T/M) to supplier (fixed price), but now back to the customer (agile T&M)
Contracting on a T&M basis: financial planning, allocation and monitoring necessary for sound fiscal management is not possible.
Budgetary estimation is far less precise, possibly not useful.
90%
10%
20%
80%
95%
5%
Typical pitfall of agile teams
Issue: Often the focus is on new functionality, as this is what the stakeholders in the business request. quality is of lesser concern. Maintainability drops and Technical Debt increases.
Result: • New functionality developed and deployed fast which is good for the business. • Total Cost of Ownership goes up and more/longer outages may appear, which is bad for
the business.
Source: Standish Chaos report
capability Poor understanding of
Agile does not fix this!
22
Sourcing Application Development: risks shift over time23
Many organizations don’t recognize this, but the risks in Application Development have shifted through time from customer (T/M) to supplier (fixed price), but now back to the customer (agile T&M)
Contracting on a T&M basis: financial planning, allocation and monitoring necessary for sound fiscal management is not possible.
Budgetary estimation is far less precise, possibly not useful.
90%
10%
20%
80%
95%
5%
Agile teams are only a small part of the organization24
Pressure on the application portfolio25
Application portfolio’s become more and more complex. New and adjusted software is integrated continuously. New development languages are introduced. This has impact on the quality of the application portfolio and therefore on the TCO.
Agile DevOps often focus too much on delivering new functionality, forgetting about maintainability of the software, resulting in increased risks.
When quality is not managed sufficiently, the chance for security breaches, (GDPR) compliancy breaches and unplanned outages increases significantly.
Project Size: sizing the complete effort26
Automated Function Points Automated Enhancement Function
Points
functionality: increased the
function point count
point count
point count
4 to 5. Added new functionality: increased the function point count
X EFP Y EFP Z EFP X’ EFP
1 2 3 4 5
AFP
AEP
Technical Point
15-11-2017
AEFP
Determines the TCO for the customer.
OMG/CISQ standard, ISO 25010 compliant.
Dashboard29
Team happiness is also important. Happy people are more productive.
Method: Short questionnaire after each release or per quarter.
Application Maintenance & Support32
Average resolution time
Productivity: Average hours spent per support question
# unplanned outages
Example AM Effort33
M&S Effort per 1000 FP
AM Effort per 1000 AFP Market Average Linear (AM Effort per 1000 AFP)
DevOps Metrics34
DevOps teams have partly different goals from pure agile teams.
Continuous integration and delivery.
Change Lead time.
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