h ow ( fr ) agile we are metrics in an Agile world

1. how (fr)agilewe aremetrics in an Agile world Gaetano Mazzanti Gama-Tech

2. metrics • goals & proxies !

3. goal #1 makemoney survive

4. delivervaluetostakeholders makethemsuccessful/happy

5. successmeans differentthings todifferent people

6. proxyvariables indirectmeasures

7. typicalproxyvariables efficiency schedulevariance budget # ofdefects

8. measurement alters behavior

9. which metrics? agile metrics for a linear, deterministic world traditional no metrics code & fix rigidprocess top-down no processchaos ordered complex chaotic

10. product development is complex • “self-organizing, non-linear, • feedback systems are • inherently unpredictable • they are not controllable“ • D.Meadows

11. however, we can • watch, learn and work • with the system

12. metrics • learn & change

13. single loop learning actions results lead to how which shape future efficiency doing things right incremental change

14. double loop learning values, assumptions actions results Chris Argyris guide how why lead to new/improved effectiveness doing the right things efficiency doing things right question assumptions radical change incremental change

15. learn, change,move on values, assumptions results actions definemetric* setexpirationdate resultok orexpiration date passed? metric *shared, simple, controllable, transparent, time-bound

16. Agile/Lean question assumptions command & control efficiency full capacity conform to plan reduce variability large batches large queues aligned self-organization focus on value optimize flow embrace change reduce waste small batches reduce queues

17. metrics • quadrants &queues

19. metrics quadrants* Business Lead Time Cycle Time Quality of Service (SLA) Throughput Business Value Revenues ROI Customer Satisfaction Bugs Product Process WIP Cadence CI Failures Rework Impediments Retrospectives Reviews Morale Code QualityTechnical Debt Test Coverage *thanks to MatteoVaccari Paolo Perrotta Fabio Armani Team Maturity

20. metrics quadrants* Business what!? no velocity? Lead Time Cycle Time Quality of Service (SLA) Throughput Business Value Revenues ROI Customer Satisfaction Bugs Product Process WIP Cadence CI Failures Rework Impediments Retrospectives Reviews Morale Code QualityTechnical Debt Test Coverage *thanks to MatteoVaccari Paolo Perrotta Fabio Armani Team Maturity

21. metrics quadrants Business Lead Time Cycle Time Quality of Service (SLA) Throughput Business Value Revenues ROI Customer Satisfaction Bugs Product Process WIP Cadence CI Failures Rework Impediments Retrospectives Reviews Morale Code QualityTechnical Debt Test Coverage fragile Team Maturity

22. metrics quadrants Business Lead Time Cycle Time Quality of Service (SLA) Throughput Business Value Revenues ROI Customer Satisfaction agile Bugs Product Process WIP Cadence CI Failures Rework Impediments Retrospectives Reviews Morale Code QualityTechnical Debt Test Coverage fragile Team Maturity

23. fragility code quality technical debt lack of advanced engineering practices (i.e. TDD, CI) => rework

24. code quality evolution a short video

25. agility backlog to do in progress done 2 2

26. agility being agile is not the goal, it’s a mean if you are really interested there are plenty of agility tests on the Internet: Nokia Test Scrum Open Assessment - ScrumAlliance Agile Maturity Model Agile Evaluation Framework Comparative Agility Assessment etc.

27. impediments, retrospectives, reviews # of questions answered # of questions asked # action items addressed # action items assignedat previous meetings # of WTFs ? WTF!? WTF!?

28. backlogs & taskboardseverywhere tasks/user stories defects/SLA tickets impediments action items (reviews) new age based pruning kill old items! old

29. queues add cycle time risk variability overhead reduce quality motivation stop starting start finishing

30. cumulative flow diagram arrivals queue size (WIP) cumulative quantity time in queue (cycle time) departures (throughput) time source: Donald Reinertsen

31. cumulative flow diagramincreasing queue sizeincreasing cycle time cycle time WIP cumulative quantity time source: Donald Reinertsen

32. cumulative flow diagramWIP is a leading indicator cycle time cumulative quantity WIP time source: Donald Reinertsen

33. cumulative flow diagramlarge batches large queues cumulative quantity time

34. cumulative flow diagramsmall batches small queues cumulative quantity time source: Donald Reinertsen

35. cumulative flow diagramsmall batches continuous flow cumulative quantity time

36. Kanban board WIP throughput cycletime = backlog to do in progress done 2 2 cycle time inspired by HenrikKniberg

37. no WIP limit -> queue! in progress backlog to do ready done 2 3

38. no WIP limit -> queue! backlog to do ready done in progress 2 3 flow= speed * density

39. Slack (%) optimize flow absorb variation

40. cumulative flow diagram backlog to do in progress # user stories cycle time WIP throughput done time

41. controlcharts source: SamuliHeljo

42. additional flowrelated metrics active WIP tasks that are really in progress and not waiting around (#,%,% of time spent) buffered WIP tasks waiting to be handed-off process efficiency active time / cycle time technical debtWIP / standard WIP # of projects a person works in parallel

43. Happiness Index niko-niko calendar

44. how long since? you talked to a customer last useful retrospective you learned something at work your boss last freaked out last critical bug 3 1 6 52 2 days days days weeks week

45. and don’t forget bus factor # of key developers that need to be hit by a bus to kill a project

46. “for every true one thousands are fake” “per una vera mille sono finte” F. De André

48. Gaetano Mazzanti Gama-Tech @mgaewsj info@gama-tech.net