An introduction to Agile Monitoring and Control & Agile Metrics
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Transcript of An introduction to Agile Monitoring and Control & Agile Metrics
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Heitor Roriz Filho, MSc, CSTAgile Coach and Trainer
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17+ years experience in IT market
Software developer and
Systems Analyst◦ Natural, Cobol, Clipper, Delphi, Java
2+ in the role of ScrumMaster, Product Owner and team member
Training and coaching since 2007
Agile Coach and Trainer, Massimus◦ English, Portuguese, Spanish and German
Coach and Trainer Partner, Rally Software
www.massimus.com
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Trainings◦ CSM, CSPO
◦ Scrum for PMPs (PMI-ACP prep course)
Agile Coaching◦ A Scrum Coach not only has stories to tell and
answers to give, above all he has the rightquestions for each occasion. He is very good in recognizing potential.
www.massimus.com
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Regularly measures and monitors progress in order to identify variances from the plan
Also allows corrective action to be taken when necessary to meet project objectives
Strongly related to measurement
Not only track, but steer
Thanks to Dave Nicolette for the example of metricsfound in this presentation
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Some words from the traditional world do notsound nice in Agile
In big projects good practices found in a compendium like the PMBOK are a helpfulextension
OrganizationDevelopment
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Focus on people
Agile Manifesto
Train and be a companion to the team◦ Make sure they understand the process
◦ Warranty continuos improvement
◦ Decrease measurement impacts
Align expectations
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Observation
Comparison
Take a step back: define metrics◦ What will be measured
◦ How will be measured
◦ Who will measure
◦ Effects of measurement
Hawthorne Effect: we impact what wemeasure
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Size: something that can be counted and measured.
Effort: the actual hours needed to develop a software or piece of product.
Duration: time to get something done.
Cost: strongly correlated with effort.
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To plan - When we have to do something? To Program - In what order we do things? To contract - Do we need more people to do
the job? To quote - What will it cost? To guide investment - Are we doing
something worthwhile?
We estimate to approximate the real, right?
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It feels good Answer “boss” requests I am used to do that way Fool ourselves and others: when will the
project be finished?
Think about what you are going to measurebefore starting measuring it
Is it really meaningful?
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Answer the following questions:1. Are you using them for adjustment of any BPUF
(Big Plan Upfront) attempt?2. Do you present only time as the most important
constraint despite quality? 3. Does your team feel uncomfortable with the
measurement?4. Do you compare real vs. planned and tosses back
to your team taking no further action?5. Does you client takes part in your definition of
quality?6. Does you definition of success relates only to the
traditional Iron Triangle constraints?
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Einstein’s Wisdom
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Measuring outcome, not activity.
Collaboration with the client means: Deriving common and meaningful metrics together
with the client
Internal metrics (those pertaining to theorganizational process) complement outcomemetrics
Defining quality as having its role fromspecification until delivery
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“Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.”
and
“Working software is the primary measure of progress.”
By Dave Nicollette
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Graphic from Dave Nicolette
0
2
4
6
8
10
12
Running Tested Features
RTF
Iteration
Fe
atu
res
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PrincipleWorking software is the primary measure of progress.
InformationalDirect measure of delivered results.
DiagnosticIf flat or declining over time, a problem is indicated.
MotivationalTeam members naturally want to see RTF increase.
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PrincipleOur highest priority is to satisfy the customer through early and continuous delivery of valuable software.
InformationalDirect measure of customer-defined value delivered.
DiagnosticTrend should be a steep curve; otherwise, problems in prioritization or valuation are indicated.
MotivationalTeam members like to deliver value because it makes them feel they are contributing to the success of the organization. Stakeholders are motivated to pay attention to the business value of incremental releases.
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Revenue
Cost savings
Market share
Customer relations
Reputation
Any formula you want
You can have it very simple, too...
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As a Team Member, I want
to work in a great team
As a Product Owner, I want to
the best ROI.
As a Team Member, I want
to work in a great team
As a Product Owner, I want to
the best ROI.
As a CSM, I want to have a senior
Team.
As a Team Member, I want
to work in a great team
As a CSM, I want to have a senior
Team.
As a Team Member, I want
to work in a great team
As a Product Owner, I want to
the best ROI.
As a Product Backlog, I want
to change all the time that is need,
to be able to become a great
product.
As a Product Backlog, I want
to change all the time that is need,
to be able to become a great
product.
As a CSM, I want to have a senior
Team.
As a Team Member, I want
to work in a great team
As a Product Owner, I want to
the best ROI.
As a Product Backlog, I want
to change all the time that is need,
to be able to become a great
product.
As a CSM, I want to have a senior
Team.
As a Product Owner, I want to
the best ROI.
As a Product Backlog, I want
to change all the time that is need,
to be able to become a great
product.
As a Team Member, I want
to work in a great team
As a CSM, I want to have a senior
Team.
As a CSM, I want to have a senior
Team.
As a Product Owner, I want to
the best ROI.
As a CSM, I want to have a senior
Team.
As a Product Owner, I want to
the best ROI.
As a Product Backlog, I want
to change all the time that is need,
to be able to become a great
product.
As a Team Member, I want
to work in a great team
As a CSM, I want to have a senior
Team.
As a Team Member, I want
to work in a great team
As a CSM, I want to have a senior
Team.
As a Product Owner, I want to
the best ROI.
As a CSM, I want to have a senior
Team.
As a Product Owner, I want to
the best ROI.
As a Team Member, I want
to work in a great team
As a CSM, I want to have a senior
Team.
This picture is a courtesyof Michel Goldenberg
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Quick registrationprocess
0.4
User accountregistration
0.7
Accountprocessing
0.3
As a user I can entermy data to get
registered
0.4
As a user I can enterpayment data to have a
valid account
0.6
As a financial analyst I need to check on user
data to release payment
0.1
The objective represents 40% of a client’s requirement.
Registrationrepresents 70% of theobjective.
The story implements60% of registration
value
% Delivered Value: 0.4x0.7x0.6 = 16.8%
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Mesuring velocity
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PrincipleOur highest priority is to satisfy the customer through early and continuous delivery of valuable software.
InformationalEmpirical observation of the team’s capacity for work; useful for projecting the likely completion date of a given amount of scope; useful for estimating the amount of scope that can be delivered by a given date.
DiagnosticPatterns in trends in velocity indicate various problems; provides a baseline for continuous improvement efforts
MotivationalTeam members take pride in achieving a high velocity and keeping it stable.
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The burndown chart tells us in a visual wayhow much work has been completed.
It can be relative to an iteration or to thewhole project.◦ In the latter case we have in the X-axis the
iterations of the project. In either case, we can use in the Y-axis either the number of Story Points ofUser Stories or the Ideal Hours of tasks.
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Burndown Chart
0
200
400
600
800
1000
1200
1400
1600
1800
2000
Initial 2 3 4 5 6 7 8 9
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Scrum Team Alpha
Scrum Team Beta
Scrum Team Gamma
TOTAL
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Project Portfolio Management is a challenge for allinterested in managing several projects
Agile Project Portfolio Managers should be able to answer questions like:◦ How to deal with different project areas?
◦ How to mirror actual project quality to the portfolio level?
◦ How effectively manage using indicators? What metrics are meaningful?
◦ What is the Agile definition of a successful project?
But this is another story...
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Heitor Roriz Filho, MSc, CST
Agile Coach and Trainer
http://www.massimus.com
http://br.linkedin.com/in/hroriz
@hroriz
An Introduction to
Agile Monitoring & Control
and Agile Metrics
@massimusct