EFFECTIVE AGILE METRICS

Agile Turkey Summit 2015

Cüneyt Gül

SBM

CÜNEYT GÜL PMP, PSMI

2010 Agile Solutions and ADC

Manager, SBM

2009 Architech, Milgem Project,

Havelsan

2002 Development Manager,

Sahinler Holding

2000 Developer, Core Banking

Project, Finansbank & Cybersoft

2000 Marmara University,

Computer Engineering

WHY METRICS

DO TRACK METRICS •Measurable and Create actionable insight •Align with core business and team tenets •Changes the way you behave •Be able to stand alone

DO NOT TRACK METRICS •Force you to look at more data •You can’t do anything about •You can’t somehow track back to something is important

“A method of measuring something, or the results obtained from this.”

—metrics defined by Google

KAIZEN = CONTINUOUS IMPROVEMENT

WHY METRICS

“At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.”

—From Principles behind the Agile Manifesto

Measuring Agile Metrics Lead to Improvement

WHY METRICS Drive the strategy and direction of the organization

Provide focus for an organization, department or employee

Help make decisions

Drive performance

Change and evolve with the organization

Produce good internal and external public relations

PERFORMANCE METRICS

KPI - “Quantifiable metrics which reflect the performance of an organization in achieving its goals and objectives

KPIs are Graded Metrics – have explicit thresholds that grade the difference (or gap) between the actual value and the target.

Measure teams and processes not people

THE HAWTHORNE EFFECT

Positive Hawthorne Effect

Features Accepted Sponsor Confidence Customer Satisfaction Defect Cycle Times

Negative Hawthorne Effect

Lines of Code Written Function Points Delivered Hours Worked

The Product Owner is responsible for maximizing the value of the product and the work of the Development Team. How this is done may vary widely across organizations, Scrum Teams, and individuals

- From scrum-guide

WHO IS RESPONSIBLE FOR TEAM PERFORMANCE IN SCRUM

FEEDBACK LOOP COLLECT - Collect data MEASURE - Do your analysis REACT - Apply Adjustments REPEAT - Continuously analysis and adjust

SOURCE SYSTEMS FOR TRENDS AND DATA

* From Agile Metrics In Action, Christopher W. H. Davis

QUESTIONS

How fast can you deliver changes to your consumer?

How much change is happening in your codebase?

How well are you serving the consumer?

Are you delivering the right things?

How consistent is the team in completing work?

How good are the team’s requirements?

And more .....

QUESTIONS DIFFICULT TO ANSWER

Are you delivering the right things?

Project

tracking

Application monitoring

How good are the team’s

requirements?

Project

tracking

Source control

• Easy To Answer With Project Tracking Data

How good your team is at

estimating work ?

TRENDS AND DATA FROM PROJECT TRACK SYSTEMS

How well does your team understand the project? How fast is the team moving? How consistent is the team in completing work? Burn down, Release Burnup Velocity Cumulative flow, Lead time Bug counts (Escaped, Found )

PROJECT TRACK SYSTEMS

Burn down Cumulative flow

Velocity

TRENDS AND DATA FROM SOURCE CONTROL

How much change is happening in the codebase? Who is working on what? How much effort is going into the work? Pull requests Merged pull requests Commits Reviews Comments CLOC (help risk calculation)

TRENDS FROM SOURCE CONTROL

TECHNICAL DEBT

Describes code that causes the system to be less extensible and more expensive to maintain. - from Agile Performance

Improvement, Bob Winter

Like borrowing money. Eventually you have to pay it back, with interest

Measure technical debt with tracking quality metrics and static code analysis

REFACTORING

New feature : A functionality that did not exist Refactoring : Changing the internal structure without changing the external functionality

A disciplined technique for restructuring an existing body of code, altering its internal structure without changing its external behavior.

- from Martin Fowler

Make It Work and Then Make It Clean

TRENDS AND DATA FROM CI AND DEPLOYMENT SYSTEMS

How fast are you delivering changes to your consumer? How consistently does your team do their work? Are you producing good code? How consistently you’re delivering ? Total number of tests Percentage of passing and failing tests Static analysis Test coverage percentage Code violations

INTEGRATION

DELIVERY

TESTING

CONTINUOUS DEVELOPMENT Continuous development is a series of practices — of developing and testing software in a way that lets organizations quickly issue updates anytime. CO

NTI

NU

OU

S

FIRST STEP : CONTINUOUS INTEGRATION The practice of continuously building and testing your code as multiple team members update it

Reduced risk No longer integrations Easier to find and remove bugs Increase visibility Remove barriers to frequently deployment

CONTINUOUS TESTING It’s the practice of having tests continuously running on your codebase as you make changes to it.

CONTINUOUS DELIVERY “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.”

—Principles behind the Agile Manifesto

Allow smaller changes deployments Quicker get user feedback and improve software. Reduce deployment risk

TRENDS AND DATA FROM APPLICATION MONITORING How your consumers are using your product? What experience your consumers have with your applications?

Consumer usage Convertion rate Server health statistics Semantic logging analysis

AGILE PERFORMANCE MEASUREMENT AT SBM

TEAM METRICS (KPIs)

TEAM ASSESSMENTS

SURVEYS AT THE END OF EACH SPRINT

Team Metrics 40% Customer Satisfaction 20% D/C 20% Innovation Rate 20% Lead Time Improvement 10% Quality 20% Velocity consistency 10% TOTAL 100%

AGILE PERFORMANCE MEASUREMENT AT SBM TEAM METRICS

Team Assessment 30% TEAM Mgr1 Mgr2 Technical knowledge 10%

50% 30% 20%

Business Knowledge 10% Focus on delivering quality work 10% Communication skill 10% Analytical thinking 10% Agile Process Knowledge 10% Contribute to the self-organizing 10% Learning and research skills 5%

Team cohesion 10%

Responsibility 10% Compliance with corporate rules and procedures

5%

AGILE PERFORMANCE MEASUREMENT AT SBM TEAM ASSESSMENT

AGILE PERFORMANCE MEASUREMENT AT SBM SURVEY AT THE END OF EACH SPRINT

Sprint Metrics 30% Participating in planning 25% Individual contribution to Sprint goals and team’s output to/commitment 25% Contributing to empirical process. 25%

Focus on delivering quality work 25% TOTAL 100%

AGILE PERFORMANCE MEASUREMENT AT SBM INDIVIDUAL SCORE

Weight Score (1-5) TOTAL

TOTAL SCORE (5)

Team Metrics 40% 3,700 1,480 Team Assessment 30% 3,485 1,046 Sprint Survey 30% 3,250 0,975

Participating in planning 4,00 1,000 UP Individual contribution to Sprint goals and team’s output 2,00 0,750 DOWN

Contributing to empirical process. 2,00 0,500 DOWN

Focus on delivering quality work 4,00 1,000 UP

TOTAL 100% 3,501

QUESTIONS &

THANK YOU