Download - Big visible charts for the business

Big Visible Charts for the Business

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May 27 – Columbus Ohio

thePathToAgility.org

Agenda

• What is a Big Visible Chart

• How do they help the Business and IT communicate

• What are the Rules for creating Big Visible Charts

• Examples

SURVEY WHO ARE YOU?

SURVEY WILL THIS PROJECT BE DONE ON TIME?

Concept 1: Make it Big and Visible

• If you make a problem visible many times it will take care of it self

– This is true at work, home, society, etc.

• A picture is worth a 1000 words

– Should Create Action

– Should Set Mood

Component Test Coverage

Address Service 85%

Customer Service 87%

Contract Service 22%

… 92%

… 77%

Component Test Coverage

Address Service 85%

Customer Service 87%

Contract Service 22% 55% 84%

… 92%

… 77%

Concept 2: Manage based on Data not opinion

• If you are getting status by asking the people doing the work you are just guessing.

SURVEY WITCH PROJECT IS FURTHER ALONG?

HOW THEY HELP

What Can they measure?

• Any question you care about

– When will development be complete?

– Am I going to stay on budget?

– When will we be in production?

– Is the business happy?

Are there rules?

• Keep them as simple as possible

• Collaborate

• Keep them up to date

• Resist automation (initially)

• Rarely are emails big and visible

Common Mistakes

• Using a Chart that answers a different than you are asking?

• Forgetting that different people have different questions?

• Forgetting that people’s concerns can change over time?

• Loosing the fact that the chart is for the user not the producer.

• Keep It Simple – reader should not need training to read

• Bad Data = Lost Confidence / Credibility

Types of Big Visible Charts

• Trend Based– Usually something over time– Reader interprets– Easy to create

• Status– Usually red / Green type items

• Is the Build working• Are we on time

– Builder/Metric Interprets• Be sure it is right• Inspect under the covers

22 29 April 2010

gantt chart

Practice Quality Spider Chart

63%

44%

48%

63%55%

65%

66%

0%

25%

50%

75%

100%

PO

RP

IP

TETP

DP

CV

Examples

• Will I hit my target date?

– Work Burn Down Chart

• Will I stay under budget?

– Budget Burn Down

• How does this align to my IT strategy?

– nnn

• Is my project adding value?

– Value Story Delivery

Tracking Delivery Date

26 29 April 2010

Gantt vs. Burn Down

• Gantt Chart– Sequence of Tasks

– Task Length

– Time Spent

• Burn Down Chart– Scope

– Velocity

– Value Delivered

Scope

Value

Delivered

Velocity

Time Spent

Sequence

of

Tasks

Task Length

Key Difference: Burn Down measures output

How does it work? - Estimating Work

27

This is the

Project

Effort

VerifiedBy Business

Complete

Remaining Work

28 29 April 2010

reading and interpreting a BVC –what is the end date?

9 0

8 0

6 5

5 1

3 7

2 5

1 0

1 5

1 4

1 4

1 2

1 3

0 1 0

1 5

1 8

1 5

1 3

1 1

2 0 . 5

4 0

5 5

0

20

40

60

80

100

120

Ver i f i ed Compl ete 11 20.5 40 55

Compl eted Days 0 10 15 18 15 13

Act i ve Days 10 15 14 14 12 13

Remai ni ng Days 90 80 65 51 37 25

38353 38360 38367 38374 38381 38388 38395 38402

29 29 April 2010

You read the chart?

SURVEY WHAT IS HAPPENING TO PROJECT SCOPE?

Tracking Budget

0

200000

400000

600000

800000

1000000

1200000

1 2 3 4 5 6 7 8 9 10 11 12

Remaining budget

Projected Remaining Spend

Tracking Value Delivered

-200,000

-150,000

-100,000

-50,000

0

50,000

100,000

150,000

200,000

250,000

300,000

1 2 3 4 5 6 7 8 9 10 11 12

Release 1 Value Delivered


-150000

-100000

-50000

0

50000

100000

150000

1 2 3 4 5 6 7 8 9 10 11 12



-140000

-120000

-100000

-80000

-60000

-40000

-20000

0

20000

40000

60000

1 2 3 4 5 6 7 8 9 10 11 12



-140000

-120000

-100000

-80000

-60000

-40000

-20000

0

1 2 3 4 5 6 7 8 9 10 11 12



Multiple Consecutive Releases

-200,000

-150,000

-100,000

-50,000

0

50,000

100,000

150,000

200,000

250,000

300,000

1 2 3 4 5 6 7 8 9 10 11 12





-300,000

-200,000

-100,000

0

100,000

200,000

300,000

400,000

500,000

1 2 3 4 5 6 7 8 9 10 11 12

Total Value Delivered

Total Value Delivered

Incremental Release vs. Single Release

-800,000

-600,000

-400,000

-200,000

0

200,000

400,000

600,000

1 2 3 4 5 6 7 8 9 10 11 12One Release (all 4 Value Stories)

Value Story Based Releases

Where

would

y

Additional Resources

act differently.

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