Columbus Agile vs. Industry Study

Path to Agility Conference

Columbus OHMay 23-24, 2012

Michael MahManaging PartnerQSM Associates, Inc.75 South Church StreetPittsfield, MA USA 01201413-499-0988Fax 413-447-7322e-mail: michael.mah@qsma.comWebsite: www.qsma.comBlog: www.optimalfriction.com

“Frothy eloquence neither

convinces nor convinces nor satisfies me. I'm from

Missouri, and you have got to

show me.”

Background

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

• - Kent Beck

Background

•“We don’t need no stinking metrics”

- Jim Highsmith

•“Without metrics, you’re just someone with another opinion”

- Michael Mah

The QSM SLIM Database• QSM maintains the world’s largest benchmarking database of 10,000+ completed software projects collected worldwide. We put industry productivity statistics on the desktop.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, and determine ROI.

Partial List of Clients

• British Telecom• SAP • Microsoft

• Fiserv Corp• IBM Global• Misys Healthcare• Microsoft

• Intel • AT&T/BellSouth • Nationwide • Motorola • VerizonWireless• Roche Diagnostics

• Misys Healthcare• JPMorganChase• Boeing• Bank of New York

Mellon• Lockheed Martin• Progressive

Agile Metrics Capture – Velocity etc.

Agile vs Waterfall - ScheduleC&T Duration (Months) vs Effective SLOC

100

C&T Duration (M

onths)

Traditional 1

Traditional 2

Traditional 1

Traditional 2

Industry Average10 mos

10 100 1000

Effective SLOC (thousands)

1

10

C&T Duration (M

onths)

Agile 1

Agile 3

Agile 2

Traditional 2

Agile 1

Agile 3

Agile 2

Traditional 2

All Sy stems Special Project QSM 2002 Scientific Av g. Line Sty le 1 Sigma Line Sty le

Elan 3.2 Release6 mos

FASTER

Agile vs Waterfall - Quality

FEWER BUGS

This Data Says: Kent was CORRECT

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

• - Kent Beck

Case Study: Co-Located XP -Follett Software

• Team size–24 Developers

–7 Testers–3 Customers

17

–3 Customers–3 Project Leaders

• Code Base–1,000,000 lines of code

–7,000 automated unit test

The force of concentration, or “clustering” of human creativity and talent… the powerful (economic) gains that come when smart and talented people (co-)locate in close proximity to

Robert Lucas – Nobel in Economics

talented people (co-)locate in close proximity to one another…

Distributed SCRUM – BMC Software

Agile Assessment — ScheduleSCHEDULE

100

C&T Duration (M

onths)

Faster Schedules

10 100 1,000

PROJECT SIZE (thousands)

1

10

C&T Duration (M

onths)

Agile Companies Company B SCRUM Company A XP QSM 2005 Business Avg. Line Style 1 Sigma Line Style

Agile Assessment – QualityBUGS

1,000

10,000Errors (S

ysInt-Del)

10 100 1,000

Effective SLOC (thousands)

1

10

100

Errors (S

ysInt-Del)

Agile Companies Company B SCRUM Company A XP QSM 2005 Business Avg. Line Style 1 Sigma Line Style

Fewer Defects

This Data also Says: Kent was CORRECT

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

• - Kent Beck

The Columbus Agile Benchmark Study(Columbus vs the World)

Industry Data from the QSM SLIM-Metrics Database

• QSM maintains the world’s largest benchmarking database of 10,000+ completed software projects collected worldwide. We put industry productivity statistics on the desktop.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, and determine ROI.

SLIM-Control:Variance

SLIM-MasterPlan: Incremental

Development & Project

Aggregation

SLIM-Estimate:

Size, Schedule, Cost & Quality Estimating

SLIM-DataManagerSoftware Project Metrics Repository

Variance Analysis

&Adaptive

Forecasting SLIM-Metrics: Industry

Benchmarking & Process

Improvement