Agile Measurement and metrics for Accountability

Measuring for AccountabilityAl GoernerAgile Edge - UK

30 April 2008

Metrics for Many Purposes

Keep metrics diagnosticand constructive!

Where are we?

Are we on track?

Are in trouble? Why?

What can we improve?

Project Sponsor

& Stakeholders

Expectation

Management

Business

Analysts

What can we improve?

Punitive metricsare self-defeating!

#2

Project Manager

Development

Team

Motivation

Direction and

Risk/Issue

Management

Test Team

“Tell me how you will measure me,

and I will tell you how I will behave.”

- Goldratt

Agile Metric Objectives … Distilled

Outcomes-OrientedMeasures value delivered to the customer, not effort consumed.

MotivatedIntended to address relevant questions, not random speculations.

Organic Organic Based on readily available data – from your current processes.

DiagnosticHelps determine what is going wrong and what to do about it.

Pattern-basedFounded on regular, reasonable, teachable patterns

#3

MetricsIteration-level

(day-to-day)

Pacing & Flow

LoB Product Owner

& Mgmt.

Executive & Line

ManagementUsing Resources Effectively!

Release-level(iteration-to-iteration)

Progress & Fitness

Portfolio-level(relse-to-relse, prod-to-prod)

Value & Opportunity

Enterprise(qtr-to-qtr, year-to-year)

Agility & Vitality

Metrics are

NOT Evil!

If You do

4

If You Don’t Measure It, You Don’t Understand It.

& Mgmt.Build the Right Thing!

Development TeamBuild the Thing Right!

Start w/ Basics

Then, Build Up

If You do

them Right,

Metrics are

Practical

Self-Defense!

Essential Release-level Project Mgmt. Questions

Essential Progress Questions

Is this release on-time?

Is this release healthy?

Essential Quality Questions

Is this release likely to be fit-for-release when it is Is this release likely to be fit-for-release when it is ready-for-release?

Is this project (in general) and this release (in particular) effectively satisfying our customer’s needs?

Ultimate Diagnostic Question

What can be done to get this project back on-track?

#5

47

52

6365

68

75

94

112

46 47 48 4850 51

50.0

60.0

70.0

80.0

90.0

100.0

110.0

120.0

Un

its o

f W

ork

Release Progress

#6

43

3840

4346 47

4038

4042

3734

31

363837 36 37 36

3330

26 27 28

36

2.55.25 5.75 4.75 5.25 4.75 3.75

13

1.53 3.5 3.5 4

0.5 0

0 0 0 0 0 0 0 0 0

33

29

24

20

15

11

6

1

0.0

10.0

20.0

30.0

40.0

50.0

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Un

its o

f W

ork

Iteration #

Ideal Burndown Cone - Low Ideal Burndown Cone - High All-Categories Scope Elements Value-Categories Scope Elements

Planned Cumulative Scope Expansion Planned Value Scope Expansion All-Categories Work Remaining Value-Categories Work Remaining

All-Categories Weighted Velocity Value-Categories Weighted Velocity Projected Burndown

562

3

810

2 22

6

13

222

4

60

80

100

120U

nit

s o

f W

ork

Workqueue/Backlog Breakout

#7

26 2831

34 35 35 35 36 37

1212

1212 12 13 13

14 141

4 4 4 55

622 2

20

40

1 2 3 4 5 6 7 8 9

Un

its o

f W

ork

Iteration #

FeatureRequests

FeatureChange Requests

RequirementsClarifications

CommittedDefect Repairs

TechnicalDebt

Special (Level-2)Tests

Risk/Issue Mgmt.Tasks

Value Scope

67%

117%

100% 100% 100% 100%

89%

78%80%

100% 100%

93%

100% 100% 100%

94%

88%

92%

60.0%

80.0%

100.0%

120.0%

30

40

50

60

#8

Level-1 Accepted

Level-2 Accepted

0 0 0

2

0 01

6

1222.0% 23.1%

24.9%26.6% 27.2% 27.7% 27.7% 28.9% 29.5%

0% 0%2%

9% 9% 8%10% 10%

12%

0.0%

20.0%

40.0%

0

10

20

1 2 3 4 5 6 7 8 9

Value Scope Level-1 Accepted Level-2 Accepted

Outstanding Technical Debt Feature Churn Requirements Churn

Planning Stability Regression Stability

MetricsIteration-level

(day-to-day)

Pacing & Flow

LoB Product Owner

& Mgmt.

Executive & Line

ManagementUsing Resources Effectively!

Release-level(iteration-to-iteration)

Progress & Fitness

Portfolio-level(relse-to-relse, prod-to-prod)

Value & Opportunity

Enterprise(qtr-to-qtr, year-to-year)

Agility & Vitality

Metrics are

NOT Evil!

If You do

9

If You Don’t Measure It, You Don’t Understand It.

& Mgmt.Build the Right Thing!

Development TeamBuild the Thing Right!

Start w/ Basics

Then, Build Up

If You do

them Right,

Metrics are

Practical

Self-Defense!

Management & Line-of-Business Dashboard Tiles

Support at-a-glance summary with drill-through.

Same 4 essential questions, at a higher level, plus …

“How much do I have to worry about this project?” – Riskabout this project?” – Risk

“Are we burning budget at a sustainable rate?” – Costs

“Does this project still make good business sense?” – Margin or ROI

“Does this project support further business or other initiatives within the company?” –Opportunity or Program Goals

#10 Dell Agile Summit

January 24, 2007

Chg. Request 1, 10.30

Feature 4, 5.00

Feature 3, 5.39

Feature 2, 3.16

5

6

7

8

9

10

Sev

eri

ty o

f R

isk

#11

Chg. Request 2, 9.06

Feature 1, 6.71

0

1

2

3

4

0 1 2 3 4 5 6 7 8 9 10

Sev

eri

ty o

f R

isk

Probability of Occurence of Risk

Which risks really *need* to be addressed *now*?

Three Things to Do Now…

Thank you for attending!

Questions???

Contacts:

Jonathan CookBusiness Development, United Kingdom

jonathan.cooke@valtech.com+44 7748638031

Al GoernerPrincipal Emterprise Consultant

al.goerner@valtech.com+01 214 724 7240