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Agile normalized size
Agile normalized
size
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Agile normalized size
an approach to measure productivity in agile system development
Nesma Autumn Conference, Utrecht, November12th, 2015
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When applicable
Software development in an agile way
Functional size is required for e.g. productivity determination and/or benchmarking
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What is the problem?
Methods of productivity measurement, benchmark analysis techniques and historical data are products of another era / approach
Agile: product owner (customer) has a direct influence on the productivity
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Example
Takeover of an application management contract Delivery in sprints Financial settlement based on hours per FP Used benchmark: PDR of the previous supplier
Due to an increasing number of non-functional backlog items the PDR of
the previous supplier could not be met Loss-making project
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Previous supplier
Application developed from scratch About 15 sprints Sprints with very different functional sizes Achieved PDR about 17 hours per FP
Most backlog items were functional in character
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Non functional backlog items are involved
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Sprint X FP SP Hours
BLI 1 4 4
BLI 2 0 6
BLI 3 0 2
BLI 4 5 3
BLI 5 4 3
Total 13 18 400
PDR = 30,7 HRS/FP
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Problem
Significant time spent on non-functional backlog items The PDR is significantly worse Inadequate registration of spent hours
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Solution
Agile normalized size (AGO) The functional size that could be realized if no non-functional backlog items were involved in the sprint. Subsequently, this size will be used to determine the PDR. This PDR is comparable with the PDR’s registered in databases with historical data.
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Method
1. Determine the nature of each of the realized backlog items (functional or non-functional);
2. Determine the functional size of the realized functional backlog items of the sprint using a standard FSM method (FPA, Cosmic);
3. Determine the number of story points of the functional backlog items realized in the sprint;
4. Determine the total number of story points of all the backlog items (functional and non-functional) realized in the sprint;
5. Determine the agile normalized size according the following formula:
(functional size/ functional story points) * total story points
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Back to the example…
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Sprint X FP SP Hours
BLI 1 4 4
BLI 2 0 6
BLI 3 0 2
BLI 4 5 3
BLI 5 4 3
Total 13 18 400
AGO = (13 / 10) * 18 = 23,4 gFP PDR = 17,1 hours/gFP
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The effect with various sprints - AGO
Sprint Size (FP) Functional SP Non funct. SP SP AGO (gFP)
16 20 32 12 44 27,5
17 25 28 16 44 39,3
18 18 24 20 44 33,0
19 29 35 4 39 32,3
20 4 6 36 42 28,0
21 15 16 24 40 37,5
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The effect with various sprints - PDR
Sprint Size (FP) AGO (gFP) Hours Hours/FP Hours/gFP
16 20 27,5 500 25,0 18,2
17 25 39,3 480 19,2 12,2
18 18 33,0 530 29,4 16,1
19 29 32,3 468 16,1 14,5
20 4 28,0 534 133,5 19,1
21 15 37,5 522 34,8 13,9
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The effect with various sprints - III
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0,0
20,0
40,0
60,0
80,0
100,0
120,0
140,0
160,0
1 2 3 4 5 6
Hours/FP
Hours/nFP
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Problem: complete non-functional sprint
One of the sprints contained only non-functional backlog items (0 FP, 0 functional SP)
Impossible to determine the size in gFP (AGO) Impossible to determine the productivity
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Solution: cumulative approach
Determination of size and productivity not per sprint but up to and including the last sprint.
Not focused on one sprint but on the progress of the overall project.
(∑1-n functional size/ ∑1-n functional story points) *
∑1-n total story points
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Back to the example…
Sprint Size (FP) Functional SP Non funct. SP SP AGO (gFP)
16 20 32 12 44 27,5
17 25 28 16 44 39,3
18 18 24 20 44 33,0
19 29 35 4 39 32,3
20 4 6 36 42 28,0
21 15 16 24 40 37,5
22 0 0 41 41 n/a
23 18 24 20 44 33,0
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Impossible to determine the productivity
Sprint Size (FP) AGO (gFP) Hours Hours/FP Hours/gFP
16 20 27,5 500 25,0 18,2
17 25 39,3 480 19,2 12,2
18 18 33,0 530 29,4 16,1
19 29 32,3 468 16,1 14,5
20 4 28,0 534 133,5 19,1
21 15 37,5 522 34,8 13,9
22 0 n/a 512 n/a n/a
23 18 33,0 508 28,2 15,4
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Cumulative approach
Sprint Size (FP) AGO (gFP) Hours Hours (cum) AGO vs (gFP (vs))
Hours (cum) / gFP (vs)
16 20 27,5 500 500 27,5 18,2
17 25 39,3 480 980 66,0 14,8
18 18 33,0 530 1.510 99,0 15,3
19 29 32,3 468 1.978 132,2 15,0
20 4 28,0 534 2.512 163,6 15,4
21 15 37,5 522 3.034 199,2 15,2
22 0 n/a 512 3.546 231,4 15,3
23 18 33,0 508 4.054 264,3 15,3
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Thank you for your attention!
