Don McGreal donmcgrealimprovingenterprisescom donmcgreal linkedincom in donmcgreal Agenda Types of Metrics Problems with Metrics Metrics in Software Development EvidenceBased Management ID: 591413
Download Presentation The PPT/PDF document "Agile Metrics, Value, and Software" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Agile Metrics, Value, and Software
Don McGrealdon.mcgreal@improvingenterprises.com @donmcgreal linkedin.com/in/donmcgrealSlide2
Agenda
Types of MetricsProblems with MetricsMetrics in Software DevelopmentEvidence-Based ManagementQuestionsSlide3
How do you measure progress on your software projects?
How about value?Slide4
What is Value?
val·uenounthe regard that something is held to deserve; the importance, worth, or usefulness of something.For companies, it is always presented in money terms. Profit derived from the use of a product or serviceSlide5
Delivery Metrics
Pizzas Delivered per TripTime taking an orderTime for DeliveryMiles per DeliveryFuel UsedOrder Accuracy (Quality)Route EfficiencyOrders per DriverOwner MetricsRevenueInvestments/CostsCustomer SatisfactionRepeat CustomersEmployee SatisfactionGrowthMarket Drivers & TrendsMarket ShareCircumstantial DirectSlide6
Delivery Metrics
VelocityNumber of TestsCode CoverageDefectsCoupling CohesionCode ComplexityBuild FailuresProcess Adherence Owner MetricsRevenue Per Release Per EmployeeInvestments/CostsCustomer SatisfactionEmployee SatisfactionLead & Cycle TimeInnovation Rate Customer UsageSoftwareCircumstantial DirectSlide7
So what?
3 ChallengesSlide8
1. Efficiency
Cargo CultsSlide9
1. Efficiency
Using circumstantial metrics as your main guide can lead to more overhead and waste.Slide10
2. Vision
Are we aligned?Slide11
2. Vision
Using circumstantial metrics as your main guide can misalign the business and the delivery organizations.Slide12
3. Incentive
Suboptimal MetricsSource: Robert D. Austin, Measuring andManaging Performance in Organizations PerformanceTimemeasurementindicatorstrue performanceSlide13
3. Incentive
Once a measure of performance is made a target or incentive for the purpose of driving behavior, it loses the information content that qualifies it to play such a role.This is even more true of circumstantial metrics.Slide14
Who?
Delivery MetricsPizzas Delivered per TripTime taking an orderTime for DeliveryMiles per DeliveryFuel UsedOrder Accuracy (Quality)Route EfficiencyOrders per DriverOwner MetricsRevenueInvestments/CostsCustomer SatisfactionRepeat CustomersEmployee SatisfactionGrowthMarket Drivers & TrendsMarket ShareCircumstantial Direct??Slide15
Who?
Delivery MetricsVelocityNumber of TestsCode CoverageDefectsCoupling CohesionCode ComplexityBuild FailuresProcess Adherence Owner MetricsRevenue Per Release Per EmployeeInvestments/CostsCustomer SatisfactionEmployee SatisfactionLead & Cycle TimeInnovation Rate Customer UsageSoftwareCircumstantial Direct??Slide16
Agile DevelopmentSlide17
Teams Have Organizational Impediments
Copyright Scrum.org 2013impedimentsmanagementSlide18
Management Makes Investments
Copyright Scrum.org 2013impedimentsmanagementtraining, coaching, infrastructure, tools, facilitiesBut how do we know these investments are making a difference?Slide19
Evidence Based Medicine
Frame a proper, pertinent, focused, and answerable questionSystematically assemble best available evidenceClinically appraise evidence for validity and usefulnessApply results in practice of the artEvaluate performanceSlide20
Evidence Based Management
http://www.ebmgt.org/Slide21
Evidence Based Management
Current Value
Ability to Innovate
Time to Market
Release Frequency
Release Stabilization
Cycle Time
Installed Version Index
Usage Index
Innovation Rate
Defects
Revenue per Employee
Employee Satisfaction
Customer Satisfaction
Product Cost RatioSlide22
Evidence Based Management
Direct EvidenceCircumstantial EvidenceImproveDiagnoseSlide23
Tracking MetricsSlide24
Tracking MetricsSlide25
Tracking Metrics
SalesEmployee SatisfactionSlide26
So…
Agility isn’t just for IT.Agility can provide the business with a true competitive advantage.The right measurements are essential for this. They can improve communication, productivity, and business alignment.Slide27
Thank You!
Don McGrealdon.mcgreal@improvingenterprises.com @donmcgreal linkedin.com/in/donmcgrealSlide28
28
84www.synerzip.comHemant Elhence hemant@synerzip.com469.322.0349 Slide29
Synerzip in a Nutshell
Software product development partner for small/mid-sized technology companiesExclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phaseBy definition, all Synerzip work is the IP of its respective clientsDeep experience in full SDLC – design, dev, QA/testing, deploymentDedicated team of high caliber software professionals for each clientSeamlessly extends client’s local team, offering full transparencyStable teams with very low turn-overNOT just “staff augmentation”, but provide full mgmt supportActually reduces risk of development/deliveryExperienced team - uses appropriate level of engineering disciplinePractices Agile development – responsive, yet disciplinedReduces cost – dual-shore team, 50% cost advantageOffers long term flexibility – allows (facilitates) taking offshore team captive – aka “BOT” optionSlide30
Our ClientsSlide31
Call Us for a Free Consultation!
Hemant Elhence hemant@synerzip.com469.322.0349Thanks!