Lean & Agile Performance Measurement: Metrics, Models, & Measures
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The document discusses performance measurement metrics and models for managing agile programs and projects, emphasizing the importance of various agile metrics such as collaboration, quality, and customer satisfaction. It also outlines different categories of agile metrics including code, project, tracking, testing, value, health, and portfolio metrics, aimed at ensuring continuous improvements and successful outcomes. Furthermore, it highlights the need for effective metrics to maximize business value and minimize risks in agile methodologies.
![ Costs based on avg. productivity and quality
Productivity ranged from 4.7 to 5.9 LOC an hour
Costs were $588,202 and benefits were $3,930,631
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Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation.
Ft. Lauderdale, FL: J. Ross Publishing.
d1 = [ln(Benefits Costs) + (Rate + 0.5 Risk2) Years] Risk Years, d2 = d1 Risk Years
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Agile Methods—Return on Invest.](https://image.slidesharecdn.com/s0tbv1lsncbgslpek1ex-signature-2e92a81d6f9f33e1b34d1eb0447daf9eafc09a1deaec675d7f78151ab40ca696-poli-180619221531/85/Lean-Agile-Performance-Measurement-Metrics-Models-Measures-28-320.jpg)
Lean & Agile Performance Measurement: Metrics, Models, & Measures
- 1. Lean & Agile Performance Measurement Metrics, Models, and Measures for Managing Programs & Projects Dr. David F. Rico, PMP, CSEP, FCP, FCT, ACP, CSM, SAFE, DEVOPS Twitter: @dr_david_f_rico Website: http://www.davidfrico.com LinkedIn: http://www.linkedin.com/in/davidfrico Agile Capabilities: http://davidfrico.com/rico-capability-agile.pdf Agile Cost of Quality: http://www.davidfrico.com/agile-vs-trad-coq.pdf DevOps Return on Investment (ROI): http://davidfrico.com/rico-devops-roi.pdf Dave’s NEW Leadership Video: http://www.youtube.com/watch?v=70LRzOk9VGY Dave’s NEW Business Agility Video: http://www.youtube.com/watch?v=hTvtsAkL8xU Dave’s NEWER Scaled Agile Framework SAFe 4.5 Video: http://youtu.be/1TAuCRq5a34 Dave’s NEWEST Development Operations Security Video: http://youtu.be/X22kJAvx44A DoD Fighter Jets versus Amazon Web Services: http://davidfrico.com/dod-agile-principles.pdf
- 2. Author Background Gov’t contractor with 35+ years of IT experience B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys. Large gov’t projects in U.S., Far/Mid-East, & Europe 2 Career systems & software engineering methodologist Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000 NASA, USAF, Navy, Army, DISA, & DARPA projects Published seven books & numerous journal articles Intn’l keynote speaker, 200+ talks to 14,500 people Specializes in metrics, models, & cost engineering Cloud Computing, SOA, Web Services, FOSS, etc. Professor at 7 Washington, DC-area universities
- 4. Size vs. Quality DEFECTS 0.00 3.20 6.40 9.60 12.80 16.00 0 2 6 25 100 400 SIZE Size vs. Productivity PRODUCTIVITY 0.00 1.00 2.00 3.00 4.00 5.00 0 2 6 25 100 400 SIZE Size vs. Change CHANGE 0% 8% 16% 24% 32% 40% 0 2 6 25 100 400 SIZE Size vs. Success SUCCESS 0% 12% 24% 36% 48% 60% 0 2 6 25 100 400 SIZE 4Jones, C. (1991). Applied software measurement: Assuring productivity and quality. New York, NY: McGraw-Hill. Large TRADITIONAL Projects
- 5. Always 7% Often 13% Sometimes 16% Rarely 19% Never 45% WASTE 5 Other 7% Requirements 47% Design 28% Implementation 18% DEFECTS $0.0 $0.4 $0.7 $1.1 $1.4 $1.8 2002 2003 2004 2005 2006 2007 2008 2009 2010 GLOBAL IT PROJECT FAILURES 16% 53% 31% 27% 33% 40% 26% 46% 28% 28% 49% 23% 34% 51% 15% 29% 53% 18% 35% 46% 19% 32% 44% 24% 33% 41% 26% 0% 20% 40% 60% 80% 100% 1994 1996 1998 2000 2002 2004 2006 2008 2010 IT PROJECT FAILURES Large TRADITIONAL Projects—Cont’d
- 6. What are Agile Metrics? Met-ric (mĕt′rĭk) A standard of measurement; system of related measures; quantification of a characteristic Quantitative measure of a degree to which agile project processes or resulting systems possess some property Numerical ratings to measure the size, cost, complexity, or quality of software produced using agile methods Measurement of a particular characteristic of an agile project’s scope, time, cost, progress, or technical perf. Measure of the degree of customer collaboration, team- work, iterative development, or adaptability to change Ensuring BUSINESS VALUE by measuring operational and team performance, customer satisfaction, and ROI 6 Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing.
- 7. What are Some Agile Metrics? 7 Collaboration maximizes customer satisfaction Iteration maximizes speed, quality, and feedback Adaptability maximizes continuous improvements CONTRACT COMPLIANCE Contract Deliverables Contract Change Orders LIFECYCLE COMPLIANCE Process Maturity Level Regulatory Compliance DOCUMENT COMPLIANCE Document Deliverables Document Volumes COST COMPLIANCE Scope Compliance Schedule Compliance CUSTOMER COLLABORATION WORKING SYSTEMS & SOFTWARE INDIVIDUALS & INTERACTIONS RESPONDING TO CHANGE valued more than CONTRACTS DOCUMENTATION PROCESSES PROJECT PLANS COLLABORATION QUALITY Communication Quality Continuous Feedback TEAMWORK QUALITY Communication Quality Continuous Improvement BUILD FREQUENCY Integration Frequency Deployment Frequency BEHAVIORAL FLEXIBILITY Process Flexibility Product Flexibility CUSTOMER SATISFACTION CUSTOMER RETENTION CUSTOMER DELIGHT TEAM MORALE TEAM MOTIVATION TEAM PRODUCTIVITY DELIVERY SPEED PRODUCT QUALITY PRODUCT RELIABILITY MARKET SHARE SALES REVENUE SHAREHOLDER VALUE valued more than valued more than valued more than Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing.
- 8. Network Computer Operating System Middleware Applications APIs GUI Agile requirements implemented in slices vs. layers User needs with higher business value are done first Reduces cost & risk while increasing business success 8Shore, J. (2011). Evolutionary design illustrated. Norwegian Developers Conference, Oslo, Norway. Agile Traditional 1 2 3 Faster Early ROI Lower Costs Fewer Defects Manageable Risk Better Performance Smaller Attack Surface Late No Value Cost Overruns Very Poor Quality Uncontrollable Risk Slowest Performance More Security Incidents Seven Wastes 1. Rework 2. Motion 3. Waiting 4. Inventory 5. Transportation 6. Overprocessing 7. Overproduction MINIMIZES MAXIMIZES JIT, Just-enough architecture Early, in-process system V&V Fast continuous improvement Scalable to systems of systems Maximizes successful outcomes Myth of perfect architecture Late big-bang integration tests Year long improvement cycles Breaks down on large projects Undermines business success Agile Methods—How they work?
- 9. 9 Traditional vs. Agile Cumulative Flow Work(Story,Point,Task)orEffort(Week,Day,Hour) Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.) Work(Story,Point,Task)orEffort(Week,Day,Hour) Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.) TRADITIONAL Cumulative Flow Late big bang integration increases WIP backlog Agile testing early and often reduces WIP backlog Improves workflow and reduces WIP & lead times Anderson, D. J. (2004). Agile management for software engineering. Upper Saddle River, NJ: Pearson Education. Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press. Agile Methods—Workflow Results AGILE Cumulative Flow
- 10. Agile Metrics Taxonomy Agile methods are based on traditional measures Story points, velocity, and burndown basic metrics Experts use Agile EVM, test, ROI & portfolio metrics 10Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing. AGILE METRICS 1. Agile CODE Metrics 2. Agile PROJECT Metrics 3. Agile TRACKING Metrics 4. Agile TESTING Metrics 5. Agile VALUE Metrics 6. Agile HEALTH Metrics 7. Agile PORTFOLIO Metrics 1. Agile CODE Metrics Code Size Code Complexity Object Oriented Code Coverage Code Defects Relational Design 2. Agile PROJECT Metrics Software Size Software Productivity Software Effort Software Quality Software Schedule Software Success 3. Agile TRACKING Metrics Story Points Sprint Burndown Release Burndown Velocity Feature Progress Agile Earned Value 4. Agile TESTING Metrics Test Coverage Test Automation Integration Builds Running Tested Features DevOps Automation Deployment Frequency 7. Agile PORTFOLIO Metrics Portfolio Kanban Epic Progress Portfolio Radar Release Train Radar Lean Portfolio Metrics Enterprise Scorecard 6. Agile HEALTH Metrics Teamwork Quality Collaboration Quality Agile Process Maturity Agile Adoption Rate Degree of Agility Product Flexibility 5. Agile VALUE Metrics Total Lifecycle Costs Total Lifecycle Benefits Benefit to Cost Ratio Return on Investment Net Present Value Real Options Analysis
- 11. Agile Code Metrics Software source metrics created in the 1960s/1970s Halstead software science & complexity very popular Complexity, OO, and defect metrics most widely used 11Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing. METRIC DESCRIPTION CODE SIZE Volume or amount of software source code CODE COMPLEXITY Intricacy, difficulty, or complication of software source code OBJECT ORIENTED Cohesion, coupling, or modularity of software source code CODE COVERAGE Executable, reachable, or testable software source code CODE DEFECTS Flawed, imperfect, or non-conformant software source code RELATIONAL DESIGN Normalized, non-redundant, or anomaly-free data schema
- 12. Agile Code Metrics—Example 12Chou, A. (2008). Coverity scan report: Open source software. San Francisco, CA: Coverity, Inc.
- 13. Agile Project Metrics 13Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing. METRIC DESCRIPTION SOFTWARE SIZE Estimate of conceptual, logical, or physical software volume SOFTWARE PRODUCTIVITY Relative rate or speed at which software is produced SOFTWARE EFFORT Estimate of time needed for software development project SOFTWARE QUALITY Degree to which software conforms to its requirements SOFTWARE SCHEDULE Software timeline in milestones, activities, or deliverables SOFTWARE SUCCESS Average probability of on-time software schedule delivery Core software project metrics created in 1960s/1970s Software size, productivity, & effort were very popular Software productivity & quality metrics still relevant
- 14. Agile Project Metrics—Example 14Jones, C. (2007). Estimating software costs: Bringing realism to estimating. New York, NY: McGraw-Hill. Effort Schedule FP HTML Java Ruby Python C# SQL Hours Months 1 91 53 46 46 40 13 4 0.03 10 914 533 457 457 400 128 61 0.59 100 9,143 5,333 4,571 4,571 4,000 1,280 809 4.50 1,000 91,430 53,330 45,710 45,710 40,000 12,800 10,418 13.29 10,000 914,300 533,300 457,100 457,100 400,000 128,000 352,000 42.86 100,000 9,143,000 5,333,000 4,571,000 4,571,000 4,000,000 1,280,000 5,038,168 60.00 1,000,000 91,430,000 53,330,000 45,710,000 45,710,000 40,000,000 12,800,000 61,395,349 72.43 Quality Success FP HTML Java Ruby Python C# SQL Defects/LOC On-Time% 1 23.44 13.67 11.72 11.72 10.25 3.28 0.0012 83.16% 10 14.93 8.71 7.47 7.47 6.53 2.09 0.0031 81.25% 100 11.30 6.59 5.65 5.65 4.94 1.58 0.0057 74.77% 1,000 8.78 5.12 4.39 4.39 3.84 1.23 0.0134 60.76% 10,000 2.60 1.52 1.30 1.30 1.14 0.36 0.0238 28.03% 100,000 1.81 1.06 0.91 0.91 0.79 0.25 0.0386 13.67% 1,000,000 1.49 0.87 0.74 0.74 0.65 0.21 0.0498 7.18% Software Size (Lines of Code) Productivity (Lines of Code per Hour)
- 15. Agile Tracking Metrics 15Cohn, M. (2006). Agile estimating and planning. Upper Saddle River, NJ: Pearson Education. METRIC DESCRIPTION STORY POINTS Degree of size, difficulty, or complexity of a user story SPRINT BURNDOWN Estimated hours completed on a daily basis each iteration RELEASE BURNDOWN Estimated story points completed each iteration on a project VELOCITY Software productivity expressed in story points per iteration FEATURE PROGRESS Number, degree, or percent of planned features completed AGILE EARNED VALUE Simplified set of earned value measures for agile projects Basic agile metrics confluence of XP-Scrum practices XP release planning formed basis of Scrum planning Today’s basic agile metrics were tailored for Scrum
- 16. Agile Tracking Metrics—Example 16Cohn, M. (2006). Agile estimating and planning. Upper Saddle River, NJ: Pearson Education.
- 17. Agile Testing Metrics 17 METRIC DESCRIPTION TEST COVERAGE Percent or degree to which software source code is tested TEST AUTOMATION Ratio or degree to which software tests are automated INTEGRATION BUILDS Frequency of automated software builds and integrations RUNNING TESTED FEATURES Number of completed and tested features or user stories DEVOPS AUTOMATION Ratio or degree to which deployments are automated DEPLOYMENT FREQUENCY Frequency of automated software deployments or deliveries Software test automation emerged during the 1970s Reached their height in personal computer (PC) era Most are FOSS and used by successful agile teams Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration: Improving software quality and reducing risk. Boston, MA: Addison-Wesley.
- 18. Agile Testing Metrics—Example 18Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration: Improving software quality and reducing risk. Boston, MA: Addison-Wesley.
- 19. Agile Value Metrics 19Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing. METRIC DESCRIPTION TOTAL LIFECYCLE COSTS Sum of all software development and maintenance costs TOTAL LIFECYCLE BENEFITS Sum of all software development and maintenance benefits BENEFIT TO COST RATIO Ratio of total lifecycle benefits to costs RETURN ON INVESTMENT Ratio of adjusted total lifecycle benefits to costs NET PRESENT VALUE Discounted value of adjusted total lifecycle benefits REAL OPTIONS ANALYSIS Risk-adjusted value of total lifecycle benefits to costs Business value metrics form basis of agile methods Most measures used throughout the 20th century Most useful at the portfolio and program levels
- 20. Agile Value Metrics—Example 20Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing.
- 21. Agile Health Metrics 21Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing. METRIC DESCRIPTION TEAMWORK QUALITY Degree to which teamwork results in project success COLLABORATION QUALITY Degree to which collaboration results in project success AGILE PROCESS MATURITY Degree to which agile processes are consistently applied AGILE ADOPTION RATE Degree to which agile processes are widely used DEGREE OF AGILITY Degree to which agile behaviors are consistently applied PRODUCT FLEXIBILITY Degree to which agile products are technologies are utilized Agile health metrics emerged in mid-2000s Designed to measure agile process compliance Best ones assess teamwork & collaboration quality
- 22. Agile Health Metrics—Example 22Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing.
- 23. Agile Portfolio Metrics 23 METRIC DESCRIPTION PORTFOLIO KANBAN Information display to optimize flow of portfolio epics EPIC PROGRESS Number, degree, or percent of planned epics completed PORTFOLIO RADAR Degree to which portfolio practices and behaviors are used RELEASE TRAIN RADAR Degree to which agile release train practices are utilized LEAN PORTFOLIO METRICS Degree to which lean measures are utilized ENTERPRISE SCORECARD Degree to which an agile enterprise scorecard is used Business value metrics traditionally used for portfolios Processes now emerging for portfolio management Lean-Kanban practices & measures most popular Leffingwell, D. (2015). Scaled agile framework (SAFe). Retrieved June 12, 2015 from http://www.scaledagileframework.com
- 24. Agile Portfolio Metrics—Example 24Leffingwell, D. (2015). Scaled agile framework (SAFe). Retrieved June 12, 2015 from http://www.scaledagileframework.com
- 25. 25 Late big bang integration increases WIP backlog Agile testing early and often reduces WIP backlog CI/CD/DevOps lower WIP, Cycle Time, & Lead Time Nightingale, C. (2015). Seven lean metrics to improve flow. Franklin, TN: LeanKit. KANBAN BOARD CUMULATIVE FLOW DIAGRAM LEAD TIME & CYCLE TIME PUTTING IT ALL TOGETHER Lean Methods—Basic Metrics
- 26. Agile DevOps Metrics 26 DevOps metrics gaining in widespread popularity Hybrid of development & IT operations measures Includes code, deployment & e-business analytics Velasquez, N. F. (2014). State of devops report. Portland, OR: Puppet Labs, Inc.
- 27. Analysis of 23 agile vs. 7,500 traditional projects Agile projects are 54% better than traditional ones Agile has lower costs (61%) and fewer defects (93%) Mah, M. (2008). Measuring agile in the enterprise: Proceedings of the Agile 2008 Conference, Toronto, Canada. Project Cost in Millions $ 0.75 1.50 2.25 3.00 2.8 1.1 Before Agile After Agile 61% Lower Cost Total Staffing 18 11 Before Agile After Agile 39% Less Staff 5 10 15 20 Delivery Time in Months 5 10 15 20 18 13.5 Before Agile After Agile 24% Faster Cumulative Defects 625 1250 1875 2500 2270 381 Before Agile After Agile 93% Less Defects 27 Agile Methods—Costs & Benefits
- 28. Costs based on avg. productivity and quality Productivity ranged from 4.7 to 5.9 LOC an hour Costs were $588,202 and benefits were $3,930,631 28 Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing. d1 = [ln(Benefits Costs) + (Rate + 0.5 Risk2) Years] Risk Years, d2 = d1 Risk Years 5 1i Agile Methods—Return on Invest.
- 29. Activity Def CoQ DevOps Economics Hours ROI Development Operations 100 0.001 100 Defects x 70% Efficiency x 0.001 Hours 0.070 72,900% Continuous Delivery 30 0.01 30 Defects x 70% Efficiency x 0.01 Hours 0.210 24,300% Continuous Integration 9 0.1 9 Defects x 70% Efficiency x 0.1 Hours 0.630 8,100% Software Inspections 3 1 2.7 Defects x 70% Efficiency x 1 Hours 1.890 2,700% "Traditional" Testing 0.81 10 0.81 Defects x 70% Efficiency x 10 Hours 5.670 900% Manual Debugging 0.243 100 0.243 Defects x 70% Efficiency x 100 Hours 17.010 300% Operations & Maintenance 0.073 1,000 0.0729 Defects x 70% Efficiency x 1,000 Hours 51.030 n/a 29 Agile testing is orders-of-magnitude more efficient Based on millions of automated tests run in seconds One-touch auto-delivery to billions of global end-users Rico, D. F. (2016). Devops cost of quality (CoQ): Phase-based defect removal model. Retrieved May 10, 2016, from http://davidfrico.com Under 4 Minutes 4,500 x Faster than Code Inspections Agile Methods—Cost of Quality
- 30. 30 Hewlett-Packard is a major user of CI, CD, & DevOps 400 engineers developed 10 million LOC in 4 years Major gains in testing, deployment, & innovation Gruver, G., Young, M. & Fulghum, P. (2013). A practical approach to large-scale agile development. Upper Saddle River, NJ: Pearson Education. TYPE METRIC MANUAL DEVOPS MAJOR GAINS CYCLE TIME IMPROVEMENTS Build Time 40 Hours 3 Hours 13 x No. Builds 1-2 per Day 10-15 per Day 8 x Feedback 1 per Day 100 per Day 100 x Regression Testing 240 Hours 24 Hours 10 x DEVELOPMENT COST EFFORT DISTRIBUTION Integration 10% 2% 5 x Planning 20% 5% 4 x Porting 25% 15% 2 x Support 25% 5% 5 x Testing 15% 5% 3 x Innovation 5% 40% 8 x Agile Methods—HP Case Study
- 31. Assembla went from 2 to 45 releases every month 15K Google developers run 120 million tests per day 30K+ Amazon developers deliver 136K releases a day 31Singleton, A. (2014). Unblock: A guide to the new continuous agile. Needham, MA: Assembla, Inc. 62 x Faster U.S. DoD IT Project 3,645 x Faster U.S. DoD IT Project Agile Methods—Dot Com Cases
- 32. 32Ashman, D. (2014). Blackboard: Keep your head in the clouds. Proceedings of the 2014 Enterprise DevOps Summit, San Francisco, California, USA. Productivity STOPS due to excessive integration Implements DevOps & Microservices around 2010 Waste elimination, productivity & innovation skyrocket DEVOPS & MICROSERVICES IMPLEMENTED Agile Methods—Blackboard Case
- 33. 33Denayer, L. (2017). U.S. DHS citizenship and immigration services: USCIS agile development. Washington, DC. iSDLC Seminar. 1st gen replete with large portfolios & governance 2nd-3rd gen yield minor incremental improvements 4th-5th gen enables big order-of-magnitude impacts Automated GovernanceManual Governance Agile Methods—U.S. DHS Case
- 34. 34 Detailed DevOps economics starting to emerge ROI ranges from $17M to $195M with minor costs Benefits from cost savings, revenue, and availability Forsgren, N., Humble, J., & Kim, G. (2017). Forecasting the value of devops transformations: Measuring roi of devops. Portland, OR: DevOps Research. Rico, D. F. (2017). Devops return on investment (ROI) calculator. Retrieved August 29, 2017, from http://davidfrico.com/devops-roi.xls Agile Methods—Enterprise ROI
- 35. Objective Experiments Vision-Strategy Time Based Change-Adapt Customer Focus Relationships Leadership Talent Purpose Collaborative Communication Empowerment Improvement Continuous Iterative Operational Lightweight Disciplined Improving Automation Fewer Smaller Modular Flexible Reconfigurable Inexpensive Throwaway Software Open Source Microservices Commercial Reusable Cloud Computing Mobile Intranet Internet Text Email Cellphone Video Workflow Narrow Flatter Networked Organic Self Organizing Cross Functional Light Governance Virtual Telepresence Outsourced Offshoring Global Leased Commercial 1 2 3 4 5 6 7 1. Strategic Agility8. Capital Infrastructure Agility 2. Cultural Agility 3. Process Agility 4. Product & Service Agility5. Technology Agility 6. IT Infrastructure Agility 7. Organization Design Agility Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies. Retrieved March 1, 2016, from http://davidfrico.com 35 Agile Business/Enterprise Metrics
- 36. Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation and adaptability and its effect on financial performance. Stamford, CT: BTM Institute. 36 Study of 15 agile vs. non-agile Fortune 500 firms Based on models to measure organizational agility Agile firms out perform non agile firms by up to 36% Agile Methods—Business Benefits
- 37. Suhy, S. (2014). Has the U.S. government moved to agile without telling anyone? Retrieved April 24, 2015, from http://agileingov.com Porter, M. E., & Schwab, K. (2008). The global competitiveness report: 2008 to 2009. Geneva, Switzerland: World Economic Forum. 37 U.S. gov’t agile jobs grew by 13,000% from 2006-2013 Adoption is higher in U.S. DoD than Civilian Agencies GDP of countries with high adoption rates is greater High Low Low HighAGILITY COMPETITIVENESS GOVERNMENT AGILE JOB GROWTH PERCENTAGE 13,000% 0 2006 2013YEARS GOVERNMENT COMPETITIVENESS Agile Methods—National Benefits
- 38. LEAN & AGILE METRICS Summary Traditional metrics and principles apply to lean & agile Metrics range from source code up to portfolio levels Metrics apply to teams, projects, and organizations 38 MEASURE - You can’t manage what you don’t measure. EARLY & OFTEN - Don‘t hesitate to measure early and often. TRADITIONAL METRICS - Don‘t throw the baby out with the bathwater. ALIGNMENT - Align metrics and measures with lean-agile principles. RESISTANCE - Expect resistance to change with respect to metrics. HIERARCHY - Use metric hierarchy ranging from code to portfolios. BASIC - Remember to use basic metrics such as burndown charts. TESTING - Testing metrics may be the single most important metrics. HEALTH - Use health metrics to assess team, project, and org. perf. PORTFOLIO - Portfolio metrics used to track organizational projects. EASY - Collecting and analyzing metrics is easier than you think. FOSS - Don’t break the bank on multi-million dollar metric tools.
- 40. Dave’s PROFESSIONAL CAPABILITIES 40 Software Quality Mgt. Technical Project Mgt. Software Development Methods Leadership & Org. Change Cost Estimates & Scheduling Acquisition & Contracting Portfolio & Program Mgt. Strategy & Roadmapping Lean, Kanban, & Six Sigma Modeling & Simulations Big Data, Cloud, NoSQL Workflow Automation Metrics, Models, & SPC BPR, IDEF0, & DoDAF DoD 5000, TRA, & SRA PSP, TSP, & Code Reviews CMMI & ISO 9001 Innovation Management Statistics, CFA, EFA, & SEM Evolutionary Design Systems Engineering Valuation — Cost-Benefit Analysis, B/CR, ROI, NPV, BEP, Real Options, etc. Lean-Agile — Scrum, SAFe, Continuous Integration & Delivery, DevOpsSec, etc. STRENGTHS – Communicating Complex Ideas • Brownbags & Webinars • Datasheets & Whitepapers • Reviews & Audits • Comparisons & Tradeoffs • Brainstorming & Ideation • Data Mining & Business Cases • Metrics & Models • Tiger Teams & Shortfuse Tasks • Strategy, Roadmaps, & Plans • Concept Frameworks & Multi-Attribute Models • Etc. ● Data mining. Metrics, benchmarks, & performance. ● Simplification. Refactoring, refinement, & streamlining. ● Assessments. Audits, reviews, appraisals, & risk analysis. ● Coaching. Diagnosing, debugging, & restarting stalled projects. ● Business cases. Cost, benefit, & return-on-investment (ROI) analysis. ● Communications. Executive summaries, white papers, & lightning talks. ● Strategy & tactics. Program, project, task, & activity scoping, charters, & plans. PMP, CSEP, FCP, FCT, ACP, CSM, SAFE, & DEVOPS 35+ YEARS IN IT INDUSTRY