Big visible charts for the business
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Big Visible Charts for the Business
Attend The Path To Agility Conference
May 27 – Columbus Ohio
thePathToAgility.org
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Agenda
• What is a Big Visible Chart
• How do they help the Business and IT communicate
• What are the Rules for creating Big Visible Charts
• Examples
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SURVEY WHO ARE YOU?
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SURVEY WILL THIS PROJECT BE DONE ON TIME?
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SURVEY WILL THIS PROJECT BE DONE ON TIME?
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Concept 1: Make it Big and Visible
• If you make a problem visible many times it will take care of it self
– This is true at work, home, society, etc.
• A picture is worth a 1000 words
– Should Create Action
– Should Set Mood
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Component Test Coverage
Address Service 85%
Customer Service 87%
Contract Service 22%
… 92%
… 77%
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Component Test Coverage
Address Service 85%
Customer Service 87%
Contract Service 22% 55% 84%
… 92%
… 77%
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Concept 2: Manage based on Data not opinion
• If you are getting status by asking the people doing the work you are just guessing.
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SURVEY WITCH PROJECT IS FURTHER ALONG?
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HOW THEY HELP
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What Can they measure?
• Any question you care about
– When will development be complete?
– Am I going to stay on budget?
– When will we be in production?
– Is the business happy?
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Are there rules?
• Keep them as simple as possible
• Collaborate
• Keep them up to date
• Resist automation (initially)
• Rarely are emails big and visible
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Common Mistakes
• Using a Chart that answers a different than you are asking?
• Forgetting that different people have different questions?
• Forgetting that people’s concerns can change over time?
• Loosing the fact that the chart is for the user not the producer.
• Keep It Simple – reader should not need training to read
• Bad Data = Lost Confidence / Credibility
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Types of Big Visible Charts
• Trend Based– Usually something over time– Reader interprets– Easy to create
• Status– Usually red / Green type items
• Is the Build working• Are we on time
– Builder/Metric Interprets• Be sure it is right• Inspect under the covers
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22 29 April 2010
gantt chart
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Practice Quality Spider Chart
63%
44%
48%
63%55%
65%
66%
0%
25%
50%
75%
100%
PO
RP
IP
TETP
DP
CV
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Examples
• Will I hit my target date?
– Work Burn Down Chart
• Will I stay under budget?
– Budget Burn Down
• How does this align to my IT strategy?
– nnn
• Is my project adding value?
– Value Story Delivery
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Tracking Delivery Date
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26 29 April 2010
Gantt vs. Burn Down
• Gantt Chart– Sequence of Tasks
– Task Length
– Time Spent
• Burn Down Chart– Scope
– Velocity
– Value Delivered
Scope
Value
Delivered
Velocity
Time Spent
Sequence
of
Tasks
Task Length
Key Difference: Burn Down measures output
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How does it work? - Estimating Work
27
This is the
Project
Effort
VerifiedBy Business
Complete
Remaining Work
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28 29 April 2010
reading and interpreting a BVC –what is the end date?
9 0
8 0
6 5
5 1
3 7
2 5
1 0
1 5
1 4
1 4
1 2
1 3
0 1 0
1 5
1 8
1 5
1 3
1 1
2 0 . 5
4 0
5 5
0
20
40
60
80
100
120
Ver i f i ed Compl ete 11 20.5 40 55
Compl eted Days 0 10 15 18 15 13
Act i ve Days 10 15 14 14 12 13
Remai ni ng Days 90 80 65 51 37 25
38353 38360 38367 38374 38381 38388 38395 38402
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29 29 April 2010
You read the chart?
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SURVEY WHAT IS HAPPENING TO PROJECT SCOPE?
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Tracking Budget
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0
200000
400000
600000
800000
1000000
1200000
1 2 3 4 5 6 7 8 9 10 11 12
Remaining budget
Projected Remaining Spend
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0
200000
400000
600000
800000
1000000
1200000
1 2 3 4 5 6 7 8 9 10 11 12
Remaining budget
Projected Remaining Spend
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0
200000
400000
600000
800000
1000000
1200000
1 2 3 4 5 6 7 8 9 10 11 12
Remaining budget
Projected Remaining Spend
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Tracking Value Delivered
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-200,000
-150,000
-100,000
-50,000
0
50,000
100,000
150,000
200,000
250,000
300,000
1 2 3 4 5 6 7 8 9 10 11 12
Release 1 Value Delivered
Release 1 Value Delivered
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-150000
-100000
-50000
0
50000
100000
150000
1 2 3 4 5 6 7 8 9 10 11 12
Release 2 Value Delivered
Release 2 Value Delivered
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-140000
-120000
-100000
-80000
-60000
-40000
-20000
0
20000
40000
60000
1 2 3 4 5 6 7 8 9 10 11 12
Release 3 Value Delivered
Release 3 Value Delivered
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-140000
-120000
-100000
-80000
-60000
-40000
-20000
0
1 2 3 4 5 6 7 8 9 10 11 12
Release 4 Value Delivered
Release 4 Value Delivered
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Multiple Consecutive Releases
-200,000
-150,000
-100,000
-50,000
0
50,000
100,000
150,000
200,000
250,000
300,000
1 2 3 4 5 6 7 8 9 10 11 12
Release 1 Value Delivered
Release 2 Value Delivered
Release 3 Value Delivered
Release 4 Value Delivered
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-300,000
-200,000
-100,000
0
100,000
200,000
300,000
400,000
500,000
1 2 3 4 5 6 7 8 9 10 11 12
Total Value Delivered
Total Value Delivered
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Incremental Release vs. Single Release
-800,000
-600,000
-400,000
-200,000
0
200,000
400,000
600,000
1 2 3 4 5 6 7 8 9 10 11 12One Release (all 4 Value Stories)
Value Story Based Releases
Where
would
y
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Additional Resources
act differently.
•Upcoming Webinars: Please visit http://pillartechnology.com/events. •All of the webinar content is available to your business in a 1-2 day on-site workshop or as a “lunch and learn” format. Please contact us for details.•Visit www.pillartechnology.com/events to access presentation slides and full archived broadcasts of past webinars.•Twitter.com/agilesoftware•Blog: www.pillartechnology.com/blog•LinkedIn: Join the Agile Enthusiast Group on LinkedIn: http://bit.ly/agilegroup•YouTube: http://www.youtube.com/user/PillarTechnology•Phone: (888) 3-pillar•Web: pillartechnology.com•Email: [email protected]