Post on 13-Apr-2017
transcript
Agile metrics: Measure and Improve: Mattia Battiston (SKY) and David Leach (Reed Online) share their expert views on velocity, agile ROI, reporting and measuring impact.
Sponsored by:
What does agile mean to our clients? Agile is a business strategy.
Delivers on your business KPIs
CHANGEPEOPLE DELIVER
Engage your people better
Helps you adapt to change
STRATEGY
Aligned to strategy:
* Action plus strategy * C-level experience
* Long term view
Our clients trust us because we represent:
Focused on quality:
* Excellent design* High quality
* Industry leading
USERS QUALITY RESULTS
Focused on users:
* User-centric* Open to change
* Real world
Achieving results:
* Tangible results * Value for you
* Innovation in context
5
Our culture
LearningSharingOpen
Wemanity in numbers
1 team of
certified coaches with 20+ co-operators
10+ companies
in our Wemanity incubator5 sites in Europe (London, Paris, Brussels, Amsterdam, Madrid)
€11M+ turnover in 2015
30 Clients from startups to global names
+130 People in Europe
Dominic Mason dmason@wemanity.com
+44 7972107920 / @dom_mason
David LeachHead of Agile
Measuring Agile
0% Agile 100% Agile
£500m revenue
2m page views
Operations/Monitoring
Alignment to strategy
reg gate
“Tell me how you will measure me and I will tell you how I will behave”
- Dr Goldratt (1990)
how does my day job and strategy relate?
agile, digital….it’s all a way to make more efficient, effective and successful
workplaces filled with happy teams. carrying out worthwhile, valuable and
meaningful work that delights our customers
purpose
autonomy
mastery
in a safe work environment...needs trust
for trust to emerge to facilitate self organizing , autonomous and successful
teams we need clear goals and alignment to strategic intent.
trust needs to go upwards and downwards.
visualise strategy and measure
performance
with the balanced scorecard
Why did we build the scorecard?
9 of 11 members of the leadership team felt that their staff did not believe that
daily tasks were aligned to our strategy
10 of 11 members of the leadership team felt that reed.co.uk’s success
was due to our ‘ability to react’ rather than our ‘execution of a
strategy’
but...
8 of 11 members of the leadership team felt Reed Online
was ‘about the same’ as other companies
★ Align the business to clear objectives
★ Focus on fewer, clearer, more strategic metrics
★ Measure performance against our objectives
“By adopting the Balanced Scorecard approach we will see significant improvement across our four BSC perspectives and greater alignment of individuals to our strategy within one year of the creation of the first scorecard”
You can’t manage what you cannot measure- Peter Drucker
you cannot measure what you cannot describe…..
Strategic objectives-
Measures of success-
Targets per quarter-
strategic Initiatives-
portfolio management-
Skills mapping, Investment decisions and value creation-
Delivery Goals, opportunity and time ranges
you cannot achieve the strategic until you master
the tactical
1000 lines
…..
2000 lines……
Try and see if you can catch me
Team A vs Team B
Velocity tracker...
so what should we measure?- How often teams reach goals- sustainable pace and improvement- cross skilling (t-shape)- fail wall - learning from failures- team happiness and cooperation - time to market of mvp- Return on investment…...
Distractions
maturity is not measured by age, it’s attitude built on by experience
“To measure is to know, if you can’t measure it you cannot improve it”
- Lord Kelvin
leading Metrics training
“Going agile” is to create the foundation, framework, culture and vision such that the individual, team, department and organisation can react to change with agility
to react we need signals, good leading measures are these signals
“Profit in business comes from repeat customers, customers that boast about
your project or service, and that bring friends with them.”
W. Edwards Deming
Questions?
@agileleachy
The balanced scorecard - Kaplan and Norton
Evidence based mgt guide - Ken Schwaber
Team performance measures blog - http://www.innolution.com/
Grow your system from good to awesome!
Kanban Metrics in practice
@ SNSGOOD
CRAP
AWESOME!
@BattistonMattia
About me
● from Verona, Italy
● software dev & continuous improvement
● Kanban “helper”
● ~2 years Sky Network Services
Mattia Battiston
@BattistonMattia
mattia.battiston@gmail.com
Ciao!
Why do we need metrics?
#1: drive continuous improvement #2: forecast the future
How do we collect the data?
Cumulative Flow Diagram
Description: Each day shows how many stories are in each state
no.
stor
ies
days
Cumulative Flow Diagram
● Objective: retrospect (but needs a good facilitator)
CFD used for Retrospective
● Objective: demonstrate effectiveness of changes
changed WIP limit in DEV to 2
CFD Patterns
(taken from CFD article by Pawel Brodzinski)
growing lines: indicate large WIP + context switching. action: use WIP limits
stairs: indicates large batches and timeboxes action: move towards flow (lower WIP,
more releases, cross-functional people)
flat lines: nothing’s moving on the board action: investigate blockers, focus on finishing, split in
smaller stories
single flat line: testing bottleneck action: investigate blockers, pair with testers,
automate more
typical timeboxed iterationdropping lines: items going back action: improve policies
metrics for
Delivery Time
Control Chart
Description: For each story it shows how long it took. Displays Upper and Lower control limits; when a story falls out of limits something went wrong and you should talk about it.
stories
cycl
e tim
e (d
ays)
Lead Time distribution
WEIBULL DISTRIBUTION
50%
85%
cycle time (days)
no.
stor
ies
that
too
k th
at lo
ng
Description: For each lead time bucket (#days), how many stories have taken that long. Useful to show as a percentage to know probability.
Story Health
50-80% >90%80-90%0-50%
Description: Indicates if the story is in good health or if we should worry about it. Based on lead time distribution
0-6d 6-10d 10-14d 14+d
metrics for
Predictability
Points vs Cycle Time
cycl
e tim
e (d
ays)
story points
Description: Shows low correlation between estimated points and actual cycle time
Iteration Throughput
iteration
no.
stor
ies
com
plet
ed
Description: Number of stories that get done for each iteration
Disney Stations
Description: Like queueing at Disneyland. “How long in here? How long from here?”
metrics for
Quality
Bugs percentage
Description: Percentage of bugs over stories. Also expressed as “1 bug every X stories”
metrics for
Continuous Improvement
Flow Efficiency
Description: Shows how long stories have spent in queues - nobody was working on them. Shows how much you could improve if you removed waiting time.
Time in status
tim
e sp
ent
in s
tate
(da
ys)
story
Description: for each story visualise how long it spent in each status (absolute and percentage). Shows trends of where stories spend more time
ResourcesBooks
Presentations
● Troy Magennis LKUK13 LKCE13 Agile 2014
● David Anderson Kanban's 3 Agendas
LKUK13
● Hakan Forss The Red Brick CancerArticles
● Cycle-time Analysis and Monte Carlo Simulation Results (Troy Magennis)
● The Seven Deadly Sins of Agile Measurement (Larry Maccherone)
● A Tool for tracking Kanban projects (Emily Webber)
● FocusedObjective@Github
● Lean Forecasting Tutorial by Troy Magennis
● Cumulative Flow Diagram (Pawel Brodzinski)
Case Studies
Siemens Health Services Sandvik IT Ericsson SAP Lean Kanban Case Studies series
● Dan Brown Flow Like Ketchup (LLKD14)
● Dimitar Bakardzhiev LKUK14 webinar
● Larry Maccherone LKUK14
● Analyzing Lead Time Distribution Chart (Alexei Zheglov)
● Inside a Lead Time Distribution (Alexei Zheglov)
● Forecasting Your Oranges (Dan Brown)
● worldofchris@github (Chris Young)
Thank you!
@BattistonMattia
mattia.battiston@gmail.com
really, really appreciated! Help me improve
Our system
Iteration-Based
On-demand
Direct