Unlocking Excellence with Agile Metrics

Unlocking Excellence with Agile Metrics

Data-Driven Continuous Improvement

May 2016 – Lean Agile Glasgow

@MartinBurnsSCO

www.linkedin.com/in/MartinBurnsUK

Avoiding EEEEEVIL with Agile Metrics

May 2016 – Lean Agile Glasgow

@MartinBurnsSCO

www.linkedin.com/in/MartinBurnsUK

3 ©2015CA.ALLRIGHTSRESERVED.

Martin BurnsLives in Edinburgh but spends too much time on planes

Improvement obsessive and caffeine addict

Been doing incremental and iterative since the 90s.

The usual certifications and many logos meant to impress you

Lapsed Partick Thistle Fan.


InGodwetrustAllothersbringdata

W.EdwardsDeming


Withoutdataourdecision-makingprocessiscorrupted

Source:http://www.vectorfreebie.com/wp-content/uploads/2016/01/Heart-Sketch.pnghttps://s-media-cache-ak0.pinimg.com/736x/40/05/a7/4005a76193de7788886ea0d0339284f8.jpg

Canberra

Sydney

Perth

Melbourne

Brisbane

London

Adelaide

Glasgow

HobartAuckland

546mm

557mm

569mm

597mm

603mm

725mm

1115mm

1158mm

1223mm1124mm


Thefirststepisadmittingyouhaveaproblem…


• We are a data-driven company• This is data• Therefore• We should be driven by it


Oh my!


WhyarewecollectingData?

Tomakedecisions


Question:

WhatMetricsareCoveted/Abused/Over-usedinYourOrganisation?


Common Metrics TrapsWhat will impede our outcomes?


Common Metrics Traps

ManipulationUnbalanced metricsAvailability biasMechanical decision-makingFalse positives/negatives

Lagging vs Leading Indicators

Mean, Median and Mode- 13 -


SummaryStats

§ Theaverage x valueis9foreachdataset

§ Theaverage y valueis7.50foreachdataset

§ Thevariancefor x is11andthevariancefor y is4.12

§ Thecorrelationbetween x and y is0.816foreachdataset

§ Alinearregression(lineofbestfit)foreachdatasetfollowstheequation y=0.5x+3

http://data.heapanalytics.com/anscombes-quartet-and-why-summary-statistics-dont-tell-the-whole-story


SummaryStats


Poor Data Integrity

Imagecoursesy ofFlickr


Beware the One-Metric to Solve Them All


PhotocourtesyofFlickr:CreativeCommons


ifmanagementsetsquantitativetargetsandmakespeople’sjob

dependonmeetingthem,theywilllikelymeetthe

targets– eveniftheyhavetodestroytheenterprise

todoit.W.EdwardsDeming


How Do I Unravel This AllWhat metrics help us achieve our desired outcomes?


First: You Need To Organize Based on Outcomes

••HowDeep/WideisourAgile?AdoptionOutcomes

••AreWeDeliveringValueFaster?OperationsOutcomes

••AreWeMeetingExpectations?BusinessOutcomes


Second– You Need Context (2 dimensions)Q1:HowMaturearetheAgilePracticesofYourGroup(Team/Program/Department/BusinessUnit)?

JustGettingStarted

We’reDoingItand…..

We’reDoingOurBestandWeCanImprove


Q2: Which Layer of the Business System are we focused on?

Second– You Need Context (2 dimensions)

Activity

Q. What Metrics are you Using to Track Agile Adoption?


Now Let’s Zero in on Operational MetricsSteering not Aiming


numericalgoalssetforotherpeople,

withoutaroadmaptoreachthegoal,

haveeffectsoppositetotheeffectssought.

W.EdwardsDemingOutoftheCrisis,p69


notaiming…

…butsteering



Focusattherightlevel

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AllTrains- StoryCountCFD– Release3

Done ReadyToValidate InProgress ToDo Blocked

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AllTrains- FeaturesCFD– Release3

Done InProgress ToDo


Some of My Favorites: Do It Fast

Responsiveness: Feature Cycle Time

Velocity(PlannedandActual)/WorkCapacitye.g.,InPlanningweaverage6storiesplannedperhuman

persprint.Wefinishabout2storiesperhumanpersprint

Productivity: Focus Factor *http://www.scruminc.com/wp-content/uploads/2014/05/Hyper-Productive-Metircs.pdf


Some of My Favorites: Do It On Time: Sprint Predictability Ranges

Keep Doing It: Employee NPS Score


Some of My Favorites:

TradeMetalkatAgileANZandnodtoDanPink(includeyouTubevideo)

Keep Doing It: Autonomy, Mastery and Purpose


Some of My Favorites: Keep Doing It: Simple Mood


Metrics Mantra #1: Teams Execute

Will we complete our work in a sprint (stories, tasks, defects, etc.)?


TeamsExecute

- 36 -


Teams:ConsistencyoverThroughput


Metrics Mantra #2: Programs Deliver Value

Will we meet our plan objectives (features, milestones, quality, etc.)?


Programs Deliver Value – Dashboard


Programs Deliver Value – Feature Progress


Programs Deliver Value – Timeline View


Metrics Mantra #3: Portfolios Steer


Portfolios Steer – Capacity Modeling


Metrics Mantra #4: Occasionally Glance Backward


Variance not Average


One final thought


http://cultivatingthought.com/author/aziz-ansari/


ROTI– returnontimeinvested(thissession)

Source:http://blogs.adobe.com/agile/files/2013/12/hands-counting.jpghttps://s-media-cache-ak0.pinimg.com/736x/4e/5c/f7/4e5cf7d4ccb9c59b6620a9c71944d51e.jpghttps://dq9ucdqjq6nrk.cloudfront.net/wp-content/uploads/2014/02/01_sad_emoticon-300x269.jpghttps://s-media-cache-ak0.pinimg.com/736x/e9/9b/54/e99b541789969921ebd0110309a35f63.jpg

[email protected]

MartinBurns

MartinBurnsSCO

SuzanneNottage

Unlocking Excellence with Agile Metrics

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