"An Agile Throwdown: Munich Takes On the Columbus Agile - - PDF document

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"An Agile Throwdown: Munich Takes On the Columbus Agile - - PDF document

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! K3 K3 Keynote! 6/5/2014!8:45:00!AM ! ! ! ! "An Agile Throwdown: Munich Takes On the Columbus Agile Benchmark Study" ! ! ! Presented by: Michael Mah QSM Associates, Inc. ! ! ! ! Brought(to(you(by:( ! ! !

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!

K3 K3

Keynote! 6/5/2014!8:45:00!AM!

! ! !

"An Agile Throwdown: Munich Takes On the Columbus Agile Benchmark Study"

! ! !

Presented by: Michael Mah QSM Associates, Inc.

! ! ! !

Brought(to(you(by:(

! ! ! 340!Corporate!Way,!Suite!300,!Orange!Park,!FL!32073! 888E268E8770!F!904E278E0524!F!sqeinfo@sqe.com!F!www.sqe.com

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! ! ! ! !

!Michael Mah

QSM Associates, Inc.

! !

With twenty-five years of industry experience Michael Mah teaches, writes, and consults for QSM Associates to tech companies on measuring and estimating software projects for offshore, waterfall, and agile. Michael and his QSM partners have researched thousands

  • f projects worldwide. His work examines time-pressure dynamics of

teams and their contribution to project success and failure. Michael’s clients include Boeing, Progressive, Verizon Wireless, Nationwide, JPMorgan Chase, and other Fortune 100 companies. He is the director of the Benchmarking Practice at the Cutter Consortium in the United States. A private pilot, Michael lives in the mountains of western Massachusetts. Reach Michael at qsma.com.! !

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3/17/14 1

Michael Mah QSM Associates, Inc. June 1-6, 2014 Las Vegas, Nevada Caesars Palace

An Agile Throwdown: Munich Germany Takes on the Columbus Agile Benchmark Study

(#2)

Without metrics,

youre just another person with a different opinion.

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(#3) (#4)

The Columbus Agile Benchmark Study (Columbus vs the World)

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(#5)

Industry Average Schedules* Industry Average Defects* AGILE 30% Quicker Schedules AGILE 75% Fewer Defects 20 40 60 80 100 Comparing Columbus AGILE projects vs. Industry Averages*

  • - 75% Fewer Defects, 30% Quicker Schedules --

*Industry Averages for Defects & Schedules come from the QSM, In database of several thousand Business type applications. (#6)

The QSM SLIM Database

QSM maintains the worlds largest benchmarking database of 12,000+ completed software projects collected worldwide. We put industry productivity statistics on the desktop. The QSM SLIM database contains projects in all industries, waterfall, Agile, offshore/outsourced, in- house, new development, and maintenance. SLIM tools enable managers to measure and estimate Agile and/or waterfall projects.

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(#7)

British Telecom SAP Microsoft Intel AT&T/BellSouth Nationwide Motorola VerizonWireless Roche Diagnostics Fiserv Corp IBM Global Misys Healthcare JPMorganChase Boeing Bank of New York Mellon Lockheed Martin Progressive Insurance DirecTV

The QSM SLIM Database

(#8)

How Might Agile Be Successful?

Agile projects can be considered more successful in the sense that they deliver more functionality with fewer defects.

  • Kent Beck

(xp creator)

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(#9) (#10)

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(#11) (#12)

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(#13) (#14)

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(#15) (#16)

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(#17) footer

The SLIM-Suite

SLIM- Estimate: Size, Schedule, Cost & Quality Estimating

SLIM-DataManager Software Project Metrics Repository

SLIM-Control: Variance Analysis & Adaptive Forecasting SLIM-Metrics: Industry Benchmarking & Process Improvement SLIM- MasterPlan: Incremental Development & Project Aggregation

The SLIM-Suite

(#18)

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(#19) (#20)

Project Sketch – Core Metrics

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(#21)

Input to SLIM

Size Time Defects Effort

(#22)

Trendline Assessment – Build Phase Schedule

Main Build Phase Duration vs Size 100 1,000 Effective SLOC (thousands) 1 10 100 Time (Months) Rel 5.0 Rel 6.0 Rel 6.5 Rel 7.5 Rel 7.0 Rel 8.0 Rel 5.0 Rel 6.0 Rel 6.5 Rel 7.5 Rel 7.0 Rel 8.0

Business Systems Avionic Systems Command & Control Microcode Systems Process Control QSM 2005 Business

  • Avg. Line Style

1 Sigma Line Style

Faster Schedules

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(#23)

Trendline Assessment – Defects/ Quality

Defects During Test 100 1,000 Effective SLOC (thousands) 10 100 1,000 10,000 Errors (SysInt-Del) Rel 5.0 Rel 6.0 Rel 6.5 Rel 7.5 Rel 7.0 Rel 8.0 Rel 5.0 Rel 6.0 Rel 6.5 Rel 7.5 Rel 7.0 Rel 8.0

Business Sy stems Av ionic Sy stems Command & Control Microcode Sy stems Process Control QSM 2005 Business Av g. Line Sty le 1 Sigma Line Sty le

Fewer Defects

Defects During Test 100 1,000 Effective SLOC (thousands) 10 100 1,000 10,000 Errors (SysInt-Del) Rel 5.0 Rel 6.0 Rel 6.5 Rel 7.5 Rel 7.0 Rel 8.0 Rel 5.0 Rel 6.0 Rel 6.5 Rel 7.5 Rel 7.0 Rel 8.0

Business Systems Avionic Systems Command & Control Microcode Systems Process Control QSM 2005 Business

  • Avg. Line Style

1 Sigma Line Style

Fewer Defects

(#24)

Industry Average Current Performance Delta

Project Cost $3.5 Million $2.2 Million

  • $1.3M

Schedule 12.6 months 7.8 months

  • 4.8 mos

QA Defects 242 121

  • 50%

Staffing 35 35 n/a

Follett vs. Industry Average

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(#25) (#26)

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(#27) (#28)

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(#29) (#30)

Agile Captures the Right Metrics for SLIM

Velocity/Burndown Headcount Stories and Point Sizing Bugs

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(#31)

The Columbus Agile Benchmark Study (Columbus vs the World)

(#32)

Industry Average Schedules* Industry Average Defects* AGILE 30% Quicker Schedules AGILE 75% Fewer Defects 20 40 60 80 100 Comparing Columbus AGILE projects vs. Industry Averages*

  • - 75% Fewer Defects, 30% Quicker Schedules --

*Industry Averages for Defects & Schedules come from the QSM, In database of several thousand Business type applications.

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(#33)

The Munich Agile Benchmark Study (Munich vs the World)

(#34)

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(#35)

Munich vs. Columbus

(#36)

July Release: · 4 months duration · 10 FTE staff · 139 Stories, 553 Story Points · Delivered by Adding/Creating (an additional) 26,579 New Code, plus 7,615 Changed Code = 34,194 New and Changed Code (Other code = same/unchanged or deleted) · 45 Defects during QA Testing

Sample Agile Release Summary

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(#37) (#38)

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(#39)

Staffing - Columbus

Average Staff 1 10 100 1,000 New + Modified Size (thousands) 0.1 1 10 100 FTE Headcount

United States QSM Business

  • Avg. Line Style

1 Sigma Line Style

Larger Teams

(#40)

Average Staff 1 10 100 1,000 New + Modified Size (thousands) 0.1 1 10 100 FTE Headcount

United States QSM Business

  • Avg. Line Style

1 Sigma Line Style

Larger Teams

Staffing - Columbus

Larger Teams

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(#41)

Average Staff 1 10 100 1,000 New + Modified Size (thousands) 0.1 1 10 100 FTE Headcount

Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Smaller Teams

Staffing - Munich

Smaller Teams

(#42)

Average Staff 1 10 100 1,000 New + Modified Size (thousands) 0.1 1 10 100 FTE Headcount

Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Smaller Teams Smaller Teams

Staffing - Munich

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(#43)

Staffing – Columbus and Munich

Average Staff 1 10 100 1,000 New + Modified Size (thousands) 0.1 1 10 100 FTE Headcount

United States Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Larger Teams Smaller Teams

(#44)

Average Staff 1 10 100 1,000 New + Modified Size (thousands) 0.1 1 10 100 FTE Headcount

United States Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Staffing – Columbus and Munich

Larger Teams Smaller Teams

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(#45)

Effort – Columbus

Effort 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 Person-Months

United States QSM Business

  • Avg. Line Style

1 Sigma Line Style

Higher Effort/Cost Lower Effort/Cost

(#46)

Effort – Columbus

Effort 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 Person-Months

United States QSM Business

  • Avg. Line Style

1 Sigma Line Style

Higher Effort/Cost Lower Effort/Cost

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(#47)

Effort - Munich

Effort 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 Person-Months

Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Higher Effort/Cost Lower Effort/Cost

(#48)

Effort - Munich

Effort 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 Person-Months

Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Higher Effort/Cost Lower Effort/Cost

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(#49)

Effort – Columbus and Munich

Effort 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 Person-Months

United States Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Higher Effort/Cost Lower Effort/Cost

(#50)

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(#51)

Speed - Columbus

Time-to-Market 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 Months

United States QSM Business

  • Avg. Line Style

1 Sigma Line Style

Faster Schedules Faster Schedules

(#52)

Time-to-Market 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 Months

United States QSM Business

  • Avg. Line Style

1 Sigma Line Style

Faster Schedules

Speed - Columbus

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(#53)

Speed - Munich

Time-to-Market 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 Months

Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Faster Schedules

(#54)

Speed - Munich

Time-to-Market 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 Months

Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Faster Schedules

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(#55)

Speed – Columbus and Munich

Time-to-Market 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 Months

United States Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Faster Schedules

(#56)

Speed – Columbus and Munich

Time-to-Market 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 Months

United States Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Faster Schedules

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(#57) (#58)

Bugs - Columbus

Defects 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 10,000 Defects

United States QSM Business

  • Avg. Line Style

1 Sigma Line Style

Fewer Defects Fewer Defects

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(#59)

Bugs - Columbus

Defects 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 10,000 Defects

United States QSM Business

  • Avg. Line Style

1 Sigma Line Style

Fewer Defects

(#60)

Bugs - Munich

Defects 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 10,000 Defects

Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Fewer Defects

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(#61)

Bugs - Munich

Defects 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 10,000 Defects

Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Fewer Defects

(#62)

Bugs – Columbus and Munich

Defects 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 10,000 Defects

United States Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Fewer Defects

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(#63)

Bugs – Columbus and Munich

Defects 1 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 10,000 Defects

United States Germany QSM Business

  • Avg. Line Style

1 Sigma Line Style

Fewer Defects

(#64)

Scorecard USA - ? Germany - ?

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(#65)

But wait, theres more…

(#66)

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(#67)

Columbus Agile Benchmark Trends

Agile Trends - Iterations/Build Phase

Time-to-Market 10 100 1,000 New + Modified Size (thousands) 1 10 100 Months Effort 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 10,000 Person-Months Average Staff 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 Headcount Bugs During QA 10 100 1,000 New + Modified Size (thousands) 1 10 100 1,000 10,000 Defects

(#68)

Youre Invited!

Agile Benchmark Study Anytime Michael Mah The Web

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(#69)

Auf den OOP 2013 und 2014 haben Michael Mah und Andrea Gelli überzeugend gezeigt, dass agile Teams in den USA über eine Periode von 10 Jahren schnellere Entwicklungszyklen und eine bessere Qualität erreicht

  • haben. Eine ähnliche Studie wurde im 2013 von QSM in Europa

durchgeführt. Hiermit möchten wir herzlich zur Teilnahme an der QSM "Europe Agile Analysis 2014" einladen. Diese Analyse wird von Michael Mah und Andrea Gelli durchgeführt, ist kostenlos und wird ausschliesslich den Teilnehmenden der OOP 2014 offeriert. QSM wird für diese Studie die gleichen Techniken wie in der USA-Studie anwenden und die Resultate mit den QSM-SLIM Referenz-Daten vergleichen

  • einer der grössten Datenbanken von Software-Projekten.

Die Analyse beinhaltet zwei Teile: Eine Coaching-Session von 45 Minuten für die Erhebung der Projektdaten und, nach Abschluss der Studie, eine WEBEX-Präsentation, die zeigen wird, wie Ihre Projekte gegenüber den QSM-Referenz-Daten abschneiden. Diese Resultate werden vertraulich mitgeteilt: Sie entscheiden, ob Sie diese weitergeben möchten. Sie können mit bis zu fünf Agilen Projekten an der Studie teilnehmen. Für jedes Projekt müssen Sie folgende Grund-Daten ermitteln:

  • Dauer - Start der ersten, Ende der letzten Iteration
  • Aufwand - Personalbestand von Anfang bis Ende
  • Software-Grösse - Cumulative Velocity (Total Stories,

Story Points und Code Statistiken)

  • Qualität - Gefundene Bugs (in QA oder in den letzten 30%

des Projektes) Anmeldungen für die Analyse werden bis zum 28. Februar berücksichtigt (als Anmeldung genügt eine E-Mail an andrea.gelli@qsma.ch). Projektdaten werden bis zum 30. April erwartet. Die WEBEX Präsentation erfolgt anschliessend pro Teilnehmer. Nach der Anmeldung erhalten Sie von QSM eine kurze Anleitung und Termin-Vorschläge für die Coaching Session.

Einladung zur Europe Agile Analysis 2014