Agile Monitoring and Control & Agile Metrics
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Heitor Roriz Filho, MSc, CSM, CSP Agile Coach and Trainer
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Agile MC and Metrics in Agile environments? This presentation gives an overview of how it could work.
Transcript of Agile Monitoring and Control & Agile Metrics
Heitor Roriz Filho, MSc, CSM, CSPAgile Coach and Trainer
Distribution and use license
17+ years experience in market
Software developer◦ Natural, Cobol, Clipper, Delphi, Java
Systems Analyst
ScrumMaster, Product Owner
Training and coaching since 2007
Agile Coach and Trainer, Massimus◦ English, Portuguese, Spanish and German
Coach and Trainer Partner, Rally Software◦ Latin America and Brazil
www.massimus.com
Trainings◦ Scrum for PMPs (Agile PM)
◦ Mastering User Stories
◦ Scrum Introduction (CSD track)
◦ Agile Estimation and Planning (CSD track)
Agile Coaching◦ A Scrum Coach not only has stories to tell and
answers to give, above all he has the rightquestions for each occasion. He is very good in recognizing potential.
www.massimus.com
Regularly measures and monitors progress in order to identify variances from the plan
Also allows corrective action to be taken when necessary to meet project objectives
Some words from the traditional world do notsound nice in Agile
In huge projects the good practices found in a compendium like the PMBOK are a helpfulextension
Development
Focus on people
Agile Manifesto
Train and be a companion to the team◦ Make sure they understand the process
◦ Warranty continuos improvement
◦ Decrease measurement impacts
Align expectations
Stakeholder satisfaction
Deliver on time
Deliver on budget
Deliver all planned scope
Meet quality requirements
Team satisfaction
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Observation
Comparison
Take a step back: define metrics◦ What will be measured
◦ How will be measured
◦ Who will measure
◦ Effects of measurement
Hawthorne Effect: we impact what wemeasure
Size: something that can be counted and measured.
Effort: the actual hours needed to develop a software or piece of product.
Duration: the time in the calendar to get something done.
Cost: strongly correlated with effort.
To plan - When we have to do something? To Program - In what order we do things? To contract - Do we need more people to do
the job? To quote - What will it cost? To guide investment - Are we doing
something worthwhile?
We estimate to approximate the real, right?
It feels good
Answer “boss” requests
I am used to do that way
Fool ourselves and others: when will theproject be finished?
Einstein’s Wisdom
Measuring outcome, notactivity.
Measuring everything necessary and nothing
more.
“Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.”
and
“Working software is the primary measure of progress.”
By Dave Nicollette
Running Tested Features
Graphic from Dave Nicolette
0
2
4
6
8
10
12
Running Tested Features
RTF
Iteration
Fe
atu
res
PrincipleWorking software is the primary measure of progress.
InformationalDirect measure of delivered results.
DiagnosticIf flat or declining over time, a problem is indicated.
MotivationalTeam members naturally want to see RTF increase.
PrincipleOur highest priority is to satisfy the customer through early and continuous delivery of valuable software.
InformationalDirect measure of customer-defined value delivered.
DiagnosticTrend should be an S curve; otherwise, problems in prioritization or valuation are indicated.
MotivationalTeam members like to deliver value because it makes them feel they are contributing to the success of the organization. Stakeholders are motivated to pay attention to the business value of incremental releases.
Revenue
Cost savings
Market share
Customer relations
Reputation
As a Team Member, I want to
work in a great team
As a Product Owner, I want to
the best ROI.
As a Team Member, I want to
work in a great team
As a Product Owner, I want to
the best ROI.
As a CSM, I want to have a senior
Team.
As a Team Member, I want to
work in a great team
As a CSM, I want to have a senior
Team.
As a Team Member, I want to
work in a great team
As a Product Owner, I want to
the best ROI.
As a Product Backlog, I want to
change all the time that is need,
to be able to become a great
product.
As a Product Backlog, I want to
change all the time that is need,
to be able to become a great
product.
As a CSM, I want to have a senior
Team.
As a Team Member, I want to
work in a great team
As a Product Owner, I want to
the best ROI.
As a Product Backlog, I want to
change all the time that is need,
to be able to become a great
product.
As a CSM, I want to have a senior
Team.
As a Product Owner, I want to
the best ROI.
As a Product Backlog, I want to
change all the time that is need,
to be able to become a great
product.
As a Team Member, I want to
work in a great team
As a CSM, I want to have a senior
Team.
As a CSM, I want to have a senior
Team.
As a Product Owner, I want to
the best ROI.
As a CSM, I want to have a senior
Team.
As a Product Owner, I want to
the best ROI.
As a Product Backlog, I want to
change all the time that is need,
to be able to become a great
product.
As a Team Member, I want to
work in a great team
As a CSM, I want to have a senior
Team.
As a Team Member, I want to
work in a great team
As a CSM, I want to have a senior
Team.
As a Product Owner, I want to
the best ROI.
As a CSM, I want to have a senior
Team.
As a Product Owner, I want to
the best ROI.
As a Team Member, I want to
work in a great team
As a CSM, I want to have a senior
Team.
Quick registrationprocess
0.4
User accountregistration
0.7
Accountprocessing
0.3
As a user I can entermy data to get
registered
0.4
As a user I can enterpayment data to have a
valid account
0.6
As a financial analyst I need to check on user
data to release payment
0.1
The objective represents 40% of a client’s requirement.
Registrationrepresents 70% of theobjective.
The story implements60% of registration
value
% Delivered Value: 0.4x0.7x0.6 = 16.8%
Mesuring velocity
PrincipleOur highest priority is to satisfy the customer through early and continuous delivery of valuable software.
InformationalEmpirical observation of the team’s capacity for work; useful for projecting the likely completion date of a given amount of scope; useful for estimating the amount of scope that can be delivered by a given date.
DiagnosticPatterns in trends in velocity indicate various problems; provides a baseline for continuous improvement efforts
MotivationalTeam members take pride in achieving a high velocity and keeping it stable.
Burn-down Chart
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600
800
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1200
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2000
Initial 2 3 4 5 6 7 8 9
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Scrum Team Alpha
Scrum Team Beta
Scrum Team Gamma
TOTAL
Gantt chart
Percent complete
Time per team member per task
Actual time vs. estimated time
Heitor Roriz Filho, MSc, CSM, CSPAgile Coach and Trainer
[email protected]://www.massimus.com
http://br.linkedin.com/in/hroriz@hroriz
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