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Agile Metrics

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241 views28 pages

Agile Metrics

metrics

Uploaded by

thinkcomplete
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Agile Project Performance

Management
(a.k.a. Agile Metrics)
Kevin Aguanno, PMP, MAPM

V2.5 (6 Jan 2009)

What will we cover?


How traditional planning & metrics fail in
high-change projects
What is agile project management?
Benefits of agile approaches
Agile performance metrics
Agile adoption statistics

2008 Kevin Aguanno. All


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Traditional Planning Shortcomings


We plan by task not by feature
Tasks rarely finish early (Parkinsons Law)
Delays cascade through the schedule
We tend to ignore uncertainty
Estimates become commitments

2008 Kevin Aguanno. All


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Uncertainty Diminishes Over Time

2008 Kevin Aguanno. All


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And we rarely prioritize features


Feature Usage Within Deployed Applications

Source: Chaos Report v3


2008 Kevin Aguanno. All
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Multi-tasking causes further delays

2008 Kevin Aguanno. All


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So we Search for New Methods


< 1970:
1970:
1975:
1988:
1990s:
1993:
1996:
1998:
2001:
2002:

Iterative Incremental Development (IID)


Waterfall Model
Iterative Enhancement
Spiral Development Model
Crystal Methods, Lean, DSDM
Capability Maturity Model
Scrum
Extreme Programming (XP)
Agile Manifesto
Agile Modeling
2008 Kevin Aguanno. All
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What is Agile?
Month 1

Month 2

Waterfall
Iterative

A/B/C
A

Incremental
Agile

Month 3

A
A1

B1

B
C1

A2

B2

C
C2

A3

Agile Delivery is Iterative AND Incremental


2008 Kevin Aguanno. All
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B3

C3

Agile Methods Reduce Risk


Risk of building the wrong thing
what

I asked for, but not what I


meant/wanted
Being responsive to changing requirements
Risk of poor quality
More

time to correct defects

Risk of getting stuck in design churn


Build

what you know first


2008 Kevin Aguanno. All
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Agile Methods Improve Control


Frequent delivery of working code means

progress is objectively measurable


More chances for sponsor/stakeholders to
provide early feedback to redirect project
priorities where necessary
Misunderstandings are surfaced earlier
Can end project early and still get measurable
benefits

2008 Kevin Aguanno. All


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Agile Methods Improve


Communications
Co-located teams
Whiteboarding
Ability to look over each others shoulders to share ideas
Full communications (incl. 70% nonverbal)
Daily meetings
Knowledge transfer and collaboration
Daily customer/sponsor involvement
Quick and easy escalation
Snap decision-making
Instant feedback
2008 Kevin Aguanno. All
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Risk Benefits
In summary, it is all about reducing RISK:
Risk

of building the wrong thing


(requirements)
Risk of building a shoddy product (testing)
Risk of budget and/or schedule overruns
Project success helps build TRUST
Success

in early iterations can have the same


effect well before the project is complete
2008 Kevin Aguanno. All
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As Predictability Varies, so should


Metrics
Deterministic
(Plan-Based)

Empirical
(ObservationBased)

* LOW CHANGE *

* HIGH CHANGE *

ile
Ag

tiv

m
re

ar

ra
Ite

c
In

ne
Li

en
l
ta

Focus is on
adherence
to plan

2008 Kevin Aguanno. All


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Focus is on
delivering
value to
customer

Linear Tracking Techniques


% Complete
%

Budget used?
% Time used?
% Features completed?
% Tasks completed?
% Work hours completed?
Best practice is to use the Earned Value

Method (EVM)
2008 Kevin Aguanno. All
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EVM Example
Schedule Performance
BCWS
ACWP
BCWP

SV = BCWP - BCWS
SPI = BCWP / BCWS

Cost ($)

SV% = SV / BCWS

$40k
$30k

SV = -$10k
SPI = 0.75
SV% = -25%

(Behind Schedule)

Time
2008 Kevin Aguanno. All
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But EVM is not Perfect


You can work ahead on easy tasks, ignoring

important tasks, and these metrics wont catch


that.

2008 Kevin Aguanno. All


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The 90% Complete Syndrome


Linear Method metrics (including EVM) break

down when encountering high-change


situations.

Usually occurs in design phase (25% complete

syndrome) or testing phase (90% complete


syndrome).

2008 Kevin Aguanno. All


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Challenges with Traditional Metrics


Most tools do not permit conditional

branching
Difficult to use EVA when BCWS baseline
changes with each iteration
How do you calculate % Complete or other
progress indicators?

2008 Kevin Aguanno. All


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Incremental & Agile Methods Use


Velocity
# Features Completed at the end of each

iteration versus the # Features Planned at that


point (helps forecast team performance).
Can also use Function Points, Use Cases, or

another substitute for # Features. This allows


for consistent metrics even when content of
future increments has been changed.

2008 Kevin Aguanno. All


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Velocity is Easy to Calculate


For each iteration

Velocity =

# Features completed
# Features Planned

For an iteration (n)

# Features Planned (n) = Estimated # Features


x Velocity(n-1)
First iteration requires special handling
Velocity self-corrects over time
2008 Kevin Aguanno. All
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Earned Value vs. Velocity


Measures efficiency &

Measures efficiency &

estimating accuracy
(CPI or SPI)

estimating accuracy

Used to adjust estimates

to complete

Used to adjust estimates

to complete

New Forecast = ETC($)


CPI
(or SPI)

New Forecast = Est. Cost


Velocity
(Can use Est. #
Iterations)

2008 Kevin Aguanno. All


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Mid-Iteration Schedule Tracking

2008 Kevin Aguanno. All


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Quality Metrics are More Rigidly


Tracked
Same metrics we use today:
Defect

injection rate per iteration


# Outstanding defects sorted by severity
Etc.
Short iterations demand automated testing

tools to perform regression tests and gather,


track, and report on results metrics
Frequent builds demand more focus on quality
2008 Kevin Aguanno. All
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Agile Adopters Usually Meet with


Strong Resistance
Kuhn coined Paradigm Shift to
describe the impact on thinking
caused by new scientific
approaches.
Traditionalists:
Marginalize proponents
Express disbelief
May express anger
By Thomas S. Kuhn
Written in 1962

Eventually resign themselves to


the new thinking as it gains critical
momentum
2008 Kevin Aguanno. All
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That Critical Momentum is Here


Has Your Organization Adopted One or More
Agile Techniques?

Source: 2007 Agile Adoption Survey, Dr. Dobbs Journal

2008 Kevin Aguanno. All


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That Critical Momentum is Here


Of the 241 Who Had Not Yet Adopted Agile,
When Will They?

Source: 2007 Agile Adoption Survey, Dr. Dobbs Journal


2008 Kevin Aguanno. All
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Agile Improves Overall Success


Rates
Project Success Rate (%)

Source: 2007 Project Success Survey, Dr. Dobbs Journal


2008 Kevin Aguanno. All
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Additional Resources on Using Agile


Techniques
Sign up for the free monthly AgilePM Newsletter:

www.AgilePM.com

Kevin Aguanno (your speaker) is available for consultation

at [email protected]. He is the author of several


books, audiobooks, and CD-ROMs related to this subject
matter:
Books:

Audiobooks:

CD-ROMs:

2008 Kevin Aguanno. All


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