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Metrics That Bring Value

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Introduction

Svetlana Mukhina

ICAgile ICP, ICP-ATF, ICP-BVA, PSM I

Agile and Career Coach at Luxoft Agile Practice

Experience: 12+ years in IT, Project and department management, Computer Linguistics, Technical Writing, Quality Assurance

Interests: Project management, Agile transformation, Career and performance coaching, Psychology

Hobbies: Horse riding, music, poker, travelling

Linkedin - https://www.linkedin.com/in/svetlanamukhina

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What Metrics We Gather on Projects

ü  Capacity – number of ideal hours available during next sprint

ü  Velocity – number of story point completed during previous sprint

ü  Requirements stability index – percentage of requirements changed in the current sprint

ü  Burn-down chart – visual representation of story points burned to the given moment

ü  We also log work time on daily basis

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Capacity

Capacity is a number of ideal hours available during next sprint

ü  To understand how many hours we really can do the work, e.g. write code or do testing

Ø  A usual developer don’t work more then 5h per day

ü  To be able to distribute tasks effectively

Ø  No sense to plan tasks for the ones on holiday

Ø  No good to refine or investigate tasks by those who will not take part in the sprint development

ü  To do precise planning

Ø  We estimate sub-tasks in hours and during planning map it to capacity

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Ideal Hour and Load Factor

§  Read specification §  Discuss specification with BA §  Plan development activities §  Develop DB §  Develop server side §  Develop UI §  Check integration §  Build §  Development testing §  Bug-fixing

§  Unit tests create §  Unit tests running §  Bug-fixing after unit tests run §  Prepare test date §  Run story test §  Prepare and test deployment

procedures §  Deployment on server §  Merging §  Jira task update §  Sanity check §  Bug-fixing after testing §  Knowledge transfer and sharing §  Mentoring and training

Included in ideal hour

Included in load factor

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Velocity

Velocity is a number of story points completed during previous sprint.

ü  To track performance and see area of improvements on a team and individual basis;

ü  To form Sprint scope basing on experience from previous Sprint;

ü  To mitigate hard push from Product Owner/Manager when they would like to do extra in-scoping;

ü  To see that we have technical debt on the project;

Ø  Technical debt does not calculated into velocity, but time is spent on it

²  Using velocity and capacity all together helps to align workload basing on the past experience and future availability of development time, it make planning more accurate and results more expectable

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Velocity Visualization

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Requirements Stability Index

RSI is a percentage of requirements changed in the current sprint ü  To understand how much time was spent on re-work;

ü  To show the re-work time to PO;

Ø  It can be an argument to keep the sprint scope stable

Ø  It can persuade PO to prepare requirements beforehand

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Work Log

ü  To see what types of task are usually underestimated

Ø  Bring it on Retro or lessons learned session

Ø  In such a way one team has found out they always late with UI tasks

Ø  A team got statistics that tasks that done via virtual machines takes 30% more time

Ø  Other guys were able to present bottleneck in testing to the management

ü  To get information on re-opened tasks and investigate the reasons

Ø  One more team found out the necessity of sanity tests

ü  To track personal performance

Ø  Playing table tennis is not about writing code

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44

-15.5 0

23

-6.5

Hours Underestimate (delta >= 10 h)

Overestimate (delta <= -10 h )

Perfect estimate

Small underestimate (0 <delta <10)

Small overestimate (-10 < delta < 0)

2 1

5 6

3

Count

Underestimate (delta >= 10 h)

Overestimate (delta <= -10 h )

Perfect estimate

Small underestimate (0 <delta <10)

Small overestimate (-10 < delta < 0)

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Burndown Chart

Burn-down is visual representation of story points burned to the given moment

ü  To make forecasting about ability to deliver scope in time;

ü  To see visually in-scoping and delays in order to be able to do de-scoping when it is necessary;

ü  To focus on team, not individual work;

Ø  Draw it as a team, be involved and take responsibility

ü  To discover and remove impediments in time;

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Ideal team

ü  Not over-committing ü  Finished on time ü  Estimated correctly q  No corrections is necessary

Great team

ü  Completed work on time ü  Adapted a scope to complete the sprint ü  At the end can complete additional work

q  Discuss the reasons of late progress in Sprint first half q  Consider the capacity on planning

By Dusan Kocurek, ScrumDesk

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By Dusan Kocurek, ScrumDesk

ü  Complete commitment on time. ü  Adapted the scope or worked harder to complete

the sprint. ü  The team is self-reflecting q  Discuss change of plan immediately as they see

the progress is slowing down q Move a low priority item from next sprint backlog or

to product backlog.

Typical team Let’s have a rest

ü  Committed to less than they are able to complete ü  PO does not provide enough stories for the sprint. ü  Over-estimation of complexity q  Identify this problem earlier q  Ask the product owner to provide more work q  Continue with refined stories from the next

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ü  Didn’t complete the commitment ü  Was late for the entire sprint ü  Didn’t adapt the sprint scope to appropriate level q Move not completed or low priority stories to the

next sprint. q  Lower capacity of the next sprint q  Take corrective actions after a few days when

slower progress is observed.

Boom. It is too late

By Dusan Kocurek, ScrumDesk

Boom. Too early

ü  Finished work sooner than expected ü  Didn’t work on additional stories even it had capacity

to do it. ü  Stories were overestimated ü  The velocity is estimated incorrectly q  Ensure additional refined stories are ready to add

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By Dusan Kocurek, ScrumDesk

ü  Didn’t update progress accordingly ü  PO added the same amount of work that was already

completed ü  Didn’t able to predict the end of the sprint q  Explain why and how it is necessary to track the progress q  Stop the team after two or three days that shows a flat

progress line and should apply corrective actions

ü  Non-functional team on many levels. ü  No coaching of the team ü  PO does not care about development progress q  Cancel the sprint q  Restart the team q  Train the team

Oh, management is coming! Do Your Duties

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ü  Scope was not estimated ü  Sprint was started q  Arrange a planning meeting q  Estimate the user stories q  Create sprint backlog q  Start working on sprint backlog

By Dusan Kocurek, ScrumDesk

ü  First sprint typically looks like that ü  Scope was added to backlog daily without progress recorded. ü  Tasks were re-estimated constantly during the sprint q  Reevaluate sprint backlog q  Facilitate reevaluation session q  Coach the team

Zero effort

Up to the sky

Bump on the road ü  Sprint is started incorrectly. ü  Scope was added after the sprint start. q  Restart the sprint, even within a shorter timeframe. q  Start sprints with planning session using metrics

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