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PROSPEROUS METRICS
Solving the Scenarios We Struggle to Measure
Zach Bonaker
@zachbonaker zbonaker@gmail.com agileoutloud.wordpress.com
PROSPEROUS METRICS Solving the Scenarios We Struggle to Measure - - PowerPoint PPT Presentation
PROSPEROUS METRICS Solving the Scenarios We Struggle to Measure - - PowerPoint PPT Presentation
PROSPEROUS METRICS Solving the Scenarios We Struggle to Measure Zach Bonaker @zachbonaker zbonaker@gmail.com agileoutloud.wordpress.com So, about those agile metrics I asked from you... It is wrong to suppose that if you
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“So, about those agile metrics I asked from you...”
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if you can’t measure it, you can’t manage it “It is wrong to suppose that
- - a costly myth.”
- W. Edwards Deming, The New Economics (P. 35)
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A framework for “Prosperous Metrics”
“Measure Up” Success Metric
Improvement Metrics
Systems Focused Likely need just
- ne
Long-term To Test: What decision? When no longer useful?
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Scenario One
“How can we show people are more productive?”
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Productivity is a qualitative trap… … and quantitatively easy to grasp. Yet, maddingly invisible and (perceivably) inefficient.
(for knowledge work, like software development)
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“To make knowledge work productive will be the great management task of this century.”
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Any measure we use in the name of productivity must be a proxy to what really matters: *effectiveness.
Period.
*as it relates to process, not product.
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Measuring Successful Effectiveness
LEAD TIME
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Measuring Improved Effectiveness
What decisions?
Where is the delay? What does our delay cost? Are we focusing on the delay?
What conditions?
When the constraint changes. Lead Time = Cycle time * WIP (Little’s Law)
Cycle Time
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Measuring Improved Effectiveness
What decisions?
Are we going too fast? Is this sustainable? What is our “normal state”?
What conditions?
Until it’s no longer useful. E.g., fix in next working hour
Time to Fix Build
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Measuring Improved Effectiveness
What decisions?
Are we predictable? How much disruption occurs? Are we too optimistic?
What conditions?
Until it’s no longer useful. The value is in the picture…
Done Forecast
Forecast Delta
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Forecast Delta
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Measuring Improved Effectiveness
What decisions?
Do we have a closed loop? What is our system of work? Are sprints valuable?
What conditions?
Until it’s no longer useful. The value is in the picture…
Ø:0:1
null hold ship
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Ø:0:1 Ø Ø Ø Ø Ø Ø Ø Ø 1 Ø Ø 1 Ø Ø 1 Ø Ø 1 Ø Ø 1 Ø Ø 1 1 1 1 1 1 1 1 1 1
Fixed date, Fixed scope Need help slicing Let’s chat with PO Winning
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Scenario Two
“How do I know quality is improving?”
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Hard on systems. Soft on people.
Start Here. Via Tim Ottinger:
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Quality is rich in qualitative info. Your story reveals quantitative needs.
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Measuring Successful Quality
FIRST TIME YIELD
[Units Produced] – [Units Defective] [Units Produced]
FTYa * FTYb … FTYn = FTYall
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Measuring Improved Quality
What decisions?
Is this sustainable (cost)? What needs to change? What does the trend tell us?
What conditions?
T eam tells us they have time/space needed to maintain.
Ratio of features vs technical risk
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Measuring Improved Quality
What decisions?
What is gained by improving? What would increase trust? Our teams tell us they don’t fear refactoring code.
Automated Test Coverage
What conditions?
The work to improve outweighs the perceived benefit.
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Scenario Three
“How can I see if transformation is happening?
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Via Karen Ribback | KR Global Consulting
It will be better. It will be different. Change Transform
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The key to “measuring” transformation is seeing the difference
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Measuring SuccessfulTransformation
USE A PICTURE
HOW?!
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Transformation Sliders
Description A Description B
Numbers are most important for transformation A visual method is preferred for transformation
Are we here?
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Example: Scrum Guide
Backlog items are scoped and solutioned for team. No one tells team how to create slices of releasable functionality. T eam members work according to functional silo or sub-team. No sub-teams, regardless of domain like testing or analysis.
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Example: Agile Transformation
Performance reviews emphasize the individual; discussion is annual. Performance reviews emphasize the team; discussion is ongoing. Managers with a tactical, problem- solving orientation. Manages 1:1. Managers intent upon creating a highly participative team.
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http://bit.ly/2vmTiwZ
Want the whole Scrum Guide in slider format?
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Measuring ImprovedTransformation
Let the picture guide you
HOW?!
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Force-Field Analysis
Describe the desired state
What is supporting? What is working against?
Thing Thing Thing Thing Thing Thing
What could we do to increase support? What would help this be less of a block?
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Perspective Mapping
Old Behavior A New Behavior A Old Behavior B New Behavior B Old Behavior C New Behavior C
M T M T M T
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MUST BE
QUANTITATIVE
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Zach’s Experimental Environment Metric
#ppl(#ppl – 1) 2 #teams 1 + Depend. Avg Rel Items # Rel Items Done Median Safety (a # from 1 to 5)
< = 150
(Dunbar’s Number)
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MEASURE UP IMPROVEMENT METRICS SUCCESS METRIC
1 2 3
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LEAD TIME
Cycle Time Time to fix build Forecast delta null:0:1
Productivity
FTY (First Time Yield)
Be Qualitative First! Ratio: Feature - Defect Auto Test Coverage “the perceived benefit”
Quality
PAINT A PICTURE, TELL A STORY
Your picture will guide the way!
i.e., Effectiveness!
Transformation
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THANK YOU!
@zachbonaker zbonaker@gmail.com agileoutloud.wordpress.com
Enjoy the rest
- f the show!