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Top Agile Metrics

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The document details a webinar hosted by Xbosoft on agile metrics, focusing on the importance of metrics for improving software quality and predicting project outcomes. It discusses applying the Goal-Question-Metric (GQM) framework to agile methodologies, outlining various metrics, such as velocity and defect removal effectiveness, to enhance project management and reduce defects. The webinar emphasizes the need for collaboration, understanding metrics, and aligns agile goals with measurable outcomes to ensure continuous improvement in software development.

Software
Related topics:
agile-software-development • Agile Development • Agile Methodology • Agile Testing Overview
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 Agile Metrics
XBOSo'   Founded in 2006 Dedicated to software quality Software QA Consulting Software Testing Offices in San Francisco, Beijing and Amsterdam   XBOSo',  Inc.  All  Rights  Reserved.   2  
House  Rules   •  Everyone  except  the  speakers  is  muted   •  QuesDons  via  gotowebinar  control  panel  OR   via  TwiHer  @XBOSo'  using   #Top10AgileMetrics   •  QuesDons  can  be  asked  throughout  the   webinar,  and  will  be  answered  if  possible   •  You’ll  receive  informaDon  for  recording  a'er   the  webinar   XBOSo',  Inc.  All  Rights  Reserved.   3  
Meet Our Speakers •  CEO and Founder of XBOSoft •  Relevant specialties and passions –  Software quality process, evaluation, measurement and improvement –  Mobile User Experience and usability –  Cycling and travel XBOSo',  Inc.  All  Rights  Reserved.   4   Philip Lew •  CEO of Project Realms & TeamQualityPro •  A big fan of automated dashboard solutions •  Over 14 years in software testing and business intelligence Jay Philips Sabrina Gasson •  Marketing Manager of XBOSoft •  Emails you all regularly to join our industry hot topic webinars •  And invites you all to download our latest trends in software testing whitepapers.
WHAT  IS  ONE  OF  THE   MOST  FAMOUS  THINGS   HE  SAID?   XBOSo',  Inc.  All  Rights  Reserved.   5   “LIFE  IS  LIKE  A  BOX  OF   CHOCOLATES,  YOU  NEVER  KNOW   WHAT  YOU’RE  GOING  TO  GET”  
Agile  Metrics   By  using  metrics,  we  can  know  what   we  are  going  to  get!  
Agenda   1. Agile,  Frameworks  and  GQM   2. Applying  GQM  to  Agile   3. Top  10  Agile  Metrics   XBOSo',  Inc.  All  Rights  Reserved.   7  
Poll#1   XBOSo',  Inc.  All  Rights  Reserved.   8  
What  We  Can  Agree  On   •  Want  to  minimize  mistakes  and  doing  things   over  (rework)   •  Want  to  uDlize  resources  effecDvely   •  Want  to  predict  when  things  could  go  wrong   •  Want  to  do  what  we  say  we  will  do,  when  we   say  -­‐  Dmelines   •  Fix  defects  early  –  later  is  more  expensive   •  ProducDon  defects  are  bad  news     XBOSo',  Inc.  All  Rights  Reserved.   9  
What  We  Can  Agree  On  About   Metrics   •  Want  easy  to  get/capture   •  Should  be  communicated  and  understood   across  the  organizaDon     •  Should  have  a  valuable  purpose  toward   improvement   – Evaluate   – Guide   – Insighcul   – AcDonable   XBOSo',  Inc.  All  Rights  Reserved.   10  
Agile  –  How  Can  We  Improve?   •  Some  say  no  metrics  needed   •  Is  velocity  all  you  track?   •  What  is  sacrificed  for  velocity?   •  How  can  we  know  what  and  how  we  are  doing   or  where  to  improve?   •  How  do  we  know  we  are  spending  our  effort,   resources  and  Dme  in  the  right  place?   XBOSo',  Inc.  All  Rights  Reserved.   11  
Using Frameworks to Organizing Our Thoughts •  Putting metrics into a framework helps us to categorize and organize •  Helps us to make sure we have all functions in our organization and process covered •  Helps us to develop relationships between different elements in our process XBOSo',  Inc.  All  Rights  Reserved.   12  
Poll  #2  
Applying Basili’s GQM •  Many  so'ware  metrics  programs  have  failed  because  they   had  poorly  defined,  or  even  non-­‐existent  objecDves.     Goal   QuesDon  Metric   XBOSo',  Inc.  All  Rights  Reserved.   14  
Stakeholders and GQM Goal  1   Goal  2   Goal  3   QuesDon   1   QuesDon   2   QuesDon   3   QuesDon   4   QuesDon   5   Metric   1   Metric   2   Metric   3   Metric   4   Metric   5   Metric   6   Metric   7   QA  Manager  Dev  Mgr  CTO  CEO   XBOSo',  Inc.  All  Rights  Reserved.   15  
GQM - Example •  Goals –  Reduce total cost of development –  Reduce total cost of testing-effort –  Reduce the number of new feature bugs •  Questions –  Which areas have the highest re-work rates? –  Which functional areas have the most defects? –  How long does it take to repair defects? –  How complete are my requirements? –  How much time do I spend testing? XBOSo',  Inc.  All  Rights  Reserved.   16  
Metric Q&A Worksheet Category   QuesGon   Metric   Tool  to  Use   Needed   Customer   SaDsfacDon   Are  we  meeDng   schedule?   Schedule   Variance   Project   Management   Tool   None   So'ware   TesDng   Efficiency   When  are  we   finding  defects?   So'ware   Quality   What  kinds  of   defects  are  most   common?   Usability   Are  end  users   gemng  lost,   understand  our  UI   So'ware  Test   EffecDveness   ?   XBOSo',  Inc.  All  Rights  Reserved.   17  
Agile  ConsideraDons   Waterfall   •  Speed   •  Quality   •  Cost   Agile   •  Speed   •  Quality   •  Cost   XBOSo',  Inc.  All  Rights  Reserved.   18  
RETURN  TO  BASICS   Agile  Manifesto   XBOSo',  Inc.  All  Rights  Reserved.   19  
Excerpts  from  the  Agile  Manifesto   1.  Working  so'ware  over  comprehensive  documentaDon   2.  Our  highest  priority  is  to  saDsfy  the  customer   through  early  and  conDnuous  delivery  of  valuable  so'ware.   3.  Deliver  working  so'ware  frequently,  from  a  couple  of  weeks  to  a   couple  of  months,  with  a  preference  to  the  shorter  Dmescale.   4.  Business  people  and  developers  must  work  together  daily   throughout  the  project.   5.  Working  so'ware  is  the  primary  measure  of  progress.   6.  Agile  processes  promote  sustainable  development.  The  sponsors,   developers,  and  users  should  be  able  to  maintain  a  constant  pace   indefinitely.   7.  ConDnuous  aHenDon  to  technical  excellence  and  good  design   enhances  agility.   XBOSo',  Inc.  All  Rights  Reserved.   20  
Agile  –  Understanding  Where  We  Came  From?   XBOSo',  Inc.  All  Rights  Reserved.   21  
What  are  the  Goals  of  Agile?   Speed   Quality   Customer-­‐User   Sa.sfac.on   XBOSo',  Inc.  All  Rights  Reserved.   22  
Matching  Agile  CharacterisDcs  and   ObjecDves   Agile   CharacterisGc   Speed   Quality   Customer  and   End  User   SaGsfacGon   Other   CollaboraDve   x   x   Working   So'ware   x   Adapt  to   changing   requirements   x   x   From the agile manifesto XBOSo',  Inc.  All  Rights  Reserved.   23  
What  QuesDons  Tell  Me  If  I’m   Reaching  Those  ObjecDves?   Speed   Quality   Owner   ParDcipaDon   Requirements   Working   Product   Planned  versus   unplanned   Schedule   Technical  debt   XBOSo',  Inc.  All  Rights  Reserved.   24  
What  QuesDons  Tell  Me  If  I’m   Reaching  Those  ObjecDves?   Speed   Requirements   Did  I  get  them  in  Dme?   Do  I  understand  them?   Did  we  deliver  working  product?   Schedule   Am  I  on  schedule?   Can  I  be  more  producDve?   How  much  wasted  Dme?  Rework?   Unplanned   versus  planned   Did  I  esDmate  well?   Did  I  finish  what  I  said  I  would?   Do  I  make  mistakes  that  cause  more     (unplanned)  work?   XBOSo',  Inc.  All  Rights  Reserved.   25  
What  QuesDons  Tell  Me  If  I’m   Reaching  Those  ObjecDves?   Quality   Product   owner   Did    my  end  users  find  defects?   Did  product  owner  give  feedback   regularly?   Are  there  less  defects  than  before?   Requirements   Are  my  requirements  delivered  when   needed?   Did  the  delivered  product  match  the   requirement?  Or  reqt.  wrong?   Do  engineers  have  trouble   understanding  the  requirements?   Technical   Debt   Is  my  so'ware  performance  gemng   worse  and  worse?   Am  I  prepared  if  my  lead  engineer   leaves?   Do  I  mess  things  up  when  fixing  things?   XBOSo',  Inc.  All  Rights  Reserved.   26  
METRICS  THAT  HELP  US  ANSWER   THESE  QUESTIONS!   ARE  YOU  READY  FOR  THE   COUNTDOWN?   XBOSo',  Inc.  All  Rights  Reserved.   27  
VELOCITY   10.   XBOSo',  Inc.  All  Rights  Reserved.   28   Am I on schedule? Did I estimate well? Am I getting faster or slower?
Velocity   •  Tracking  velocity  over  Dme  tells  us  our   progress  and  capacity  and  helps  us  forecast   based  on  our  capabiliDes  (now  and  in  the   future).   •  Measurement  –  Sum  of  all  the  approved   esDmates  of  the  stories   •  One  point  in  Dme  measurement  has  liHle   meaning,  so  need  to  track  over  Dme  or  w.r.t.   another  metric   •  Metric  –  Velocity  (T)-­‐(T-­‐1)/Velocity  (T)     XBOSo',  Inc.  All  Rights  Reserved.   29  
Velocity   XBOSo',  Inc.  All  Rights  Reserved.   30   -­‐25%   -­‐20%   -­‐15%   -­‐10%   -­‐5%   0%   5%   10%   15%   20%   25%   30%   1   2   3   4   5   6   7   8   9   Velocity  Variance  
Burn  Down  –  (Distance  over  Time)   XBOSo',  Inc.  All  Rights  Reserved.   31  
Poll#3   XBOSo',  Inc.  All  Rights  Reserved.   32  
DEFECT  REMOVAL  EFFECTIVENESS   9.   XBOSo',  Inc.  All  Rights  Reserved.   33   Did my end users find defects? Are there less defects than before?
Defect  Removal  EffecDveness   •  We  don’t  want  the  end  user  to  find  defects   •  Any  defect  found  by  the  user  influences   quality   •  Metric  –  Defects  in  found  in  ProducDon  (DFP)   during  (90  day)  period  post  release  versus  Pre-­‐ Release  (DPR)   – DPR/(DFP  +  DPR)   XBOSo',  Inc.  All  Rights  Reserved.   34  
What  Should  Your  Goal  Be  For  DRE   •  EsDmated  (by  Capers  Jones)  that  defect   removal  effecDveness  differs  by  different   levels  of  process  capability  maturity  levels:   – Level  1:      85%   – Level  2:      89%   – Level  3:      91%   – Level  4:      93%   – Level  5:      95%     XBOSo',  Inc.  All  Rights  Reserved.   35  
DRE  DistribuDon   XBOSo',  Inc.  All  Rights  Reserved.   36   C A
ADDED  WORK   8.   XBOSo',  Inc.  All  Rights  Reserved.   37   Am I on schedule? Am I overcommitting? Is my rate of work sustainable?
Added  Work   •  This  will  help  us  see  if  we  are  making   promises  that  maybe  we  should  not  –   overcommimng  and  unsustainable.   •  Measurement  –  Sum  of  work  (new  stories   added)  over  and  above  the  original  plan.   •  Metric  –  New  stories  added/Original  Stories   Planned   XBOSo',  Inc.  All  Rights  Reserved.   38  
Piling  On   XBOSo',  Inc.  All  Rights  Reserved.   39   0   5   10   15   20   25   30   35   1   2   3   4   5   6   7   8   9   Revised  Planned   Original  Plan  
WORK  CATEGORY  ALLOCATION   7.   XBOSo',  Inc.  All  Rights  Reserved.   40   Am I allocating resources optimally? Do I have trouble understanding requirements?
Work  Category  AllocaDon   •  This  will  help  us  see  where  we  are  spending  our  Dme     and  adjust  our  prioriDes.   •  Measurement  –  Sum  of  work  (for  each  category)   Metric  –  Divide  by  total  work  to  get  %  allocaDon   •  Categories  could  include:   –  Technical  debt  –  refactor  -­‐  redo   –  Regression  tesDng   –  New  feature  development   –  Research   –  Requirements  review   –  Defect  fixing   –  Other   XBOSo',  Inc.  All  Rights  Reserved.   41  
Is  Effort  in  Alignment?   XBOSo',  Inc.  All  Rights  Reserved.   42   0%   5%   10%   15%   20%   25%   30%   Are we spending enough time showing our stakeholders what we’ve done? Are we fixing things too much or making lots of mistakes?
WORK  SUSTAINABILITY   6.   XBOSo',  Inc.  All  Rights  Reserved.   43   Do I have the right people on my team? Did I estimate work well? Can I attain quality sustainably?
Work  Sustainability   •  “Sustainable”  -­‐  We  can’t  sustain  our  effort  if  we  are   conDnuously  pumng  in  overDme   •  OverDme  is  necessary,  but  needs  to  be  managed  and   causes  mistakes   •  Mistakes  manifest  themselves  in  many  ways,  such  as   technical  debt  or  defects   •  OverDme  o'en  results  from  poor  work  esDmates   and  directly  proporDonal  to  technical  debt   •  Metric  –  Unplanned  OverDme  Work/Total  Work   XBOSo',  Inc.  All  Rights  Reserved.   44  
Unplanned  OverDme  %   XBOSo',  Inc.  All  Rights  Reserved.   45   0%   2%   4%   6%   8%   10%   12%   14%   16%   1   2   3   4   5   6   7   8   9   Sprint What caused this?
Unplanned  OverDme  and  Defects   XBOSo',  Inc.  All  Rights  Reserved.   46   0   1   2   3   4   5   6   7   1   2   3   4   5   6   7   Defects  Found   Unplanned  OT  
DEFECT  REWORK  RATE   5.   XBOSo',  Inc.  All  Rights  Reserved.   47   Is my technical debt accumulating? Am I wasting time?
Defect  Rework  Rate   •  We  can’t  get  faster  if  we  are  always  fixing   things.   •  Depends  on  valid  data  whereby  people  are   logging  real  hours  to  tasks  they  take  on.     •  Metric  -­‐  Fix  Effort  RaDo  :  Time  to  fix  defects/ Total  effort  expended  (hours)   XBOSo',  Inc.  All  Rights  Reserved.   48  
Defect  ReWork  %   XBOSo',  Inc.  All  Rights  Reserved.   49   0%   5%   10%   15%   20%   25%   30%   35%   1   2   3   4   5   6   7   8   9  
Accumulated  Debt   XBOSo',  Inc.  All  Rights  Reserved.   50   0%   10%   20%   30%   40%   50%   60%   70%   80%   90%   100%   1   2   3   4   5   6   7   8   9   Defect  Rework%   Unfixed  %  
TOTAL  UNEXPECTED  WORK   4.   XBOSo',  Inc.  All  Rights  Reserved.   51   What is throwing me off schedule? Am I biting off too much?
Total  Unexpected  Work   •  Measurement  –  Sum  of  work  done  above  the   original  esDmates  for  those  stories  in  the  plan.   •  Are  we  underesDmaDng  difficulty?   •  Many  reasons:   – Incomplete  user  stories   – Misunderstood  user  stories   – Bigger  and  more  complex  than  I  thought?   – Not  enough  Dme  for  research   – Too  hard…   •  Metric  –  (Total  work  done  –  Planned  work)/Planned   work   XBOSo',  Inc.  All  Rights  Reserved.   52  
Are  We  EsDmaDng  Well?     XBOSo',  Inc.  All  Rights  Reserved.   53   0   10   20   30   40   50   60   1   2   3   4   5   6   7   8   9   Planned   Unplanned   Per Person/Week During the Sprint
What  are  we  doing  that  is   unplanned?   XBOSo',  Inc.  All  Rights  Reserved.   54   Research   Requirements   Coding   TesDng   Other   29% 9% 19% 23% 20%
DEFECTS  IN  PRODUCTION  AVG.  FIX   TIME   3.   XBOSo',  Inc.  All  Rights  Reserved.   55   Are my customers/end users happy? Is the architecture prohibiting me?
Defect  in  ProducDon  Avg.  Fix  Time   •  If  defects  make  it  to  producDon,  that’s  bad  !   •  But  what  is  worse  is  if  an  important  defect  stays   unfixed.   •  Defects  that  take  a  long  Dme  to  fix  represent  either   technical  debt  or  poor  process   •  Metric  –  Time  to  fix  Defects  (released  to  producDon-­‐ usually  P1  defects  found)  /  Total  P1  Defects  (post   producDon)   XBOSo',  Inc.  All  Rights  Reserved.   56   Defect aging?
Don’t  Make  Them  Wait   XBOSo',  Inc.  All  Rights  Reserved.   57   0   10   20   30   40   50   60   1   2   3   4   5   6   7   8   9   #P1  Defects  Found   Average  Fix  Time  (Hrs)   Hey, we’re improving! WooHoo!
DEFECT  CATEGORIZATION   ALLOCATION  %   2.   XBOSo',  Inc.  All  Rights  Reserved.   58   Why are things breaking? Can I get faster?
Defect  CategorizaDon  AllocaDon   •  Reduce  rework  =  Increase  speed   •  Discover  when  defects  are  injected     •  Reduce  and  prevent  defects  from  happening   in  the  first  place.     •  Drive  down  the  Fix  Effort  RaDo  leading  to   beHer  quality  and  resulDng  in  higher  velocity.   •  Examine  defect  rates  per  category  by  %   XBOSo',  Inc.  All  Rights  Reserved.   59  
Defect  Rework  AllocaDon   XBOSo',  Inc.  All  Rights  Reserved.   60   Requirements   Coding   Environment   TesDng   38% 29% 21% 13% What’s going on here?
Rework-­‐Requirements  Errors   Requirements     •  Change  in  requirements   •  Don’t  understand  requirements   •  Incomplete  requirement   •  Requirement  does  not  exist-­‐  missing   – Didn’t  think  about  a  scenario   •  ?   ‘oh, I meant this…’ XBOSo',  Inc.  All  Rights  Reserved.   61  
WORKING  SOFTWARE  DELIVERY   RATE   1.   XBOSo',  Inc.  All  Rights  Reserved.   62   Am I delivering what I said I would? Am I getting feedback from the PO? Will I meet the release date?
Working  So'ware  Delivery  Rate   •  Does  the  so'ware  work  or  not?   •  Working  does  not  mean  perfect   •  Working  means  can  show  in  order  to  get  feedback   •  Metric  -­‐  #  story  points  delivered  that  ‘work’  /  #  story   points  that  were  to  be  shown  to  the  PO  but  could   not  be  shown  to  work   –  Many  variaDons   XBOSo',  Inc.  All  Rights  Reserved.   63  
Am  I  Gemng  BeHer?   XBOSo',  Inc.  All  Rights  Reserved.   64   0   5   10   15   20   25   1   2   3   4   5   6   7   8   9   Planning  Working  Visible   Actual  Working  
Am  I  Delivering  So  I  can  Get   Feedback?   XBOSo',  Inc.  All  Rights  Reserved.   65   0%   20%   40%   60%   80%   100%   1   2   3   4   5   6   7   8   9   %  Working  
Be   Do   Have   XBOSo',  Inc.  All  Rights  Reserved.   66   Process •  Iterative (sprints) •  Daily standups •  Face to face communication •  Post mortem – end of sprint •  Delivery meeting – end of sprint •  Planning meeting – before sprint •  Self organizing People •  Communicative •  Collaborative/Cooperative •  Flexible and willing •  Knowledgeable-multi •  Initiative/responsible •  Responsive/adaptive Results •  Speed •  Quality Agile  Is  a  Way  of  Thinking   “Be-­‐Do-­‐Have”  
JCARD   How  to  View  it  all?   Example  Dashboard   XBOSo',  Inc.  All  Rights  Reserved.   67   Am I improving? What should I plan?
JCard   •  Used  to  show  side  by  side  comparison  of   improvement  for  various  areas  (hours,  defects,   tesDng)   •  The  data  is  shown  in  a  table  format  to  show  data  and   visual  icons,  which  allows  a  user  to  automaDcally  see   if  there  was  an  improvement  or  not.   •  How  do  you  know  if  you’re  improving  if  you  can’t   look  back  at  what’s  already  happened?   •  Allows  you  to  plan  resources  for  future  releases   XBOSo',  Inc.  All  Rights  Reserved.   68  
Am  I  Improving?   XBOSo',  Inc.  All  Rights  Reserved.   69  
•  What  and   why   •  Goals  and   objecDves   Understand   Ask   yourself   quesDons   Evaluate   Measure   to  answer   those   quesDons   and  take   acDon   Improve   TAKE  AWAYS-­‐SUMMARY   XBOSo',  Inc.  All  Rights  Reserved.   70  
Post your questions on Twitter and we'll answer them @XBOSoft Join us to keep updated on all our webinars, reports and whitepapers: facebook.com/xbosoft +xbosoft linkedin.com/company/xbosoft We post regularly on our blog – check us out! http://xbosoft.com/software-quality-blog/ Why not download our free Agile Metrics Whitepapers, available here: http://xbosoft.com/go/agile-quality-metrics-whitepaper/ http://xbosoft.com/go/agile-velocity-testing-metrics-whitepaper/ You will receive an email with information on slides and recording. Any further queries regarding our services or ideas for future webinars please email us! services@xbosoft.com Q+A www.xbosoft.com Participate in our Agile Testing Survey! http://xbosoft.com/agile-testing-survey/

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Top Agile Metrics

  • 2. XBOSo'   Founded in 2006 Dedicated to software quality Software QA Consulting Software Testing Offices in San Francisco, Beijing and Amsterdam   XBOSo',  Inc.  All  Rights  Reserved.   2  
  • 3. House  Rules   •  Everyone  except  the  speakers  is  muted   •  QuesDons  via  gotowebinar  control  panel  OR   via  TwiHer  @XBOSo'  using   #Top10AgileMetrics   •  QuesDons  can  be  asked  throughout  the   webinar,  and  will  be  answered  if  possible   •  You’ll  receive  informaDon  for  recording  a'er   the  webinar   XBOSo',  Inc.  All  Rights  Reserved.   3  
  • 4. Meet Our Speakers •  CEO and Founder of XBOSoft •  Relevant specialties and passions –  Software quality process, evaluation, measurement and improvement –  Mobile User Experience and usability –  Cycling and travel XBOSo',  Inc.  All  Rights  Reserved.   4   Philip Lew •  CEO of Project Realms & TeamQualityPro •  A big fan of automated dashboard solutions •  Over 14 years in software testing and business intelligence Jay Philips Sabrina Gasson •  Marketing Manager of XBOSoft •  Emails you all regularly to join our industry hot topic webinars •  And invites you all to download our latest trends in software testing whitepapers.
  • 5. WHAT  IS  ONE  OF  THE   MOST  FAMOUS  THINGS   HE  SAID?   XBOSo',  Inc.  All  Rights  Reserved.   5   “LIFE  IS  LIKE  A  BOX  OF   CHOCOLATES,  YOU  NEVER  KNOW   WHAT  YOU’RE  GOING  TO  GET”  
  • 6. Agile  Metrics   By  using  metrics,  we  can  know  what   we  are  going  to  get!  
  • 7. Agenda   1. Agile,  Frameworks  and  GQM   2. Applying  GQM  to  Agile   3. Top  10  Agile  Metrics   XBOSo',  Inc.  All  Rights  Reserved.   7  
  • 8. Poll#1   XBOSo',  Inc.  All  Rights  Reserved.   8  
  • 9. What  We  Can  Agree  On   •  Want  to  minimize  mistakes  and  doing  things   over  (rework)   •  Want  to  uDlize  resources  effecDvely   •  Want  to  predict  when  things  could  go  wrong   •  Want  to  do  what  we  say  we  will  do,  when  we   say  -­‐  Dmelines   •  Fix  defects  early  –  later  is  more  expensive   •  ProducDon  defects  are  bad  news     XBOSo',  Inc.  All  Rights  Reserved.   9  
  • 10. What  We  Can  Agree  On  About   Metrics   •  Want  easy  to  get/capture   •  Should  be  communicated  and  understood   across  the  organizaDon     •  Should  have  a  valuable  purpose  toward   improvement   – Evaluate   – Guide   – Insighcul   – AcDonable   XBOSo',  Inc.  All  Rights  Reserved.   10  
  • 11. Agile  –  How  Can  We  Improve?   •  Some  say  no  metrics  needed   •  Is  velocity  all  you  track?   •  What  is  sacrificed  for  velocity?   •  How  can  we  know  what  and  how  we  are  doing   or  where  to  improve?   •  How  do  we  know  we  are  spending  our  effort,   resources  and  Dme  in  the  right  place?   XBOSo',  Inc.  All  Rights  Reserved.   11  
  • 12. Using Frameworks to Organizing Our Thoughts •  Putting metrics into a framework helps us to categorize and organize •  Helps us to make sure we have all functions in our organization and process covered •  Helps us to develop relationships between different elements in our process XBOSo',  Inc.  All  Rights  Reserved.   12  
  • 14. Applying Basili’s GQM •  Many  so'ware  metrics  programs  have  failed  because  they   had  poorly  defined,  or  even  non-­‐existent  objecDves.     Goal   QuesDon  Metric   XBOSo',  Inc.  All  Rights  Reserved.   14  
  • 15. Stakeholders and GQM Goal  1   Goal  2   Goal  3   QuesDon   1   QuesDon   2   QuesDon   3   QuesDon   4   QuesDon   5   Metric   1   Metric   2   Metric   3   Metric   4   Metric   5   Metric   6   Metric   7   QA  Manager  Dev  Mgr  CTO  CEO   XBOSo',  Inc.  All  Rights  Reserved.   15  
  • 16. GQM - Example •  Goals –  Reduce total cost of development –  Reduce total cost of testing-effort –  Reduce the number of new feature bugs •  Questions –  Which areas have the highest re-work rates? –  Which functional areas have the most defects? –  How long does it take to repair defects? –  How complete are my requirements? –  How much time do I spend testing? XBOSo',  Inc.  All  Rights  Reserved.   16  
  • 17. Metric Q&A Worksheet Category   QuesGon   Metric   Tool  to  Use   Needed   Customer   SaDsfacDon   Are  we  meeDng   schedule?   Schedule   Variance   Project   Management   Tool   None   So'ware   TesDng   Efficiency   When  are  we   finding  defects?   So'ware   Quality   What  kinds  of   defects  are  most   common?   Usability   Are  end  users   gemng  lost,   understand  our  UI   So'ware  Test   EffecDveness   ?   XBOSo',  Inc.  All  Rights  Reserved.   17  
  • 18. Agile  ConsideraDons   Waterfall   •  Speed   •  Quality   •  Cost   Agile   •  Speed   •  Quality   •  Cost   XBOSo',  Inc.  All  Rights  Reserved.   18  
  • 19. RETURN  TO  BASICS   Agile  Manifesto   XBOSo',  Inc.  All  Rights  Reserved.   19  
  • 20. Excerpts  from  the  Agile  Manifesto   1.  Working  so'ware  over  comprehensive  documentaDon   2.  Our  highest  priority  is  to  saDsfy  the  customer   through  early  and  conDnuous  delivery  of  valuable  so'ware.   3.  Deliver  working  so'ware  frequently,  from  a  couple  of  weeks  to  a   couple  of  months,  with  a  preference  to  the  shorter  Dmescale.   4.  Business  people  and  developers  must  work  together  daily   throughout  the  project.   5.  Working  so'ware  is  the  primary  measure  of  progress.   6.  Agile  processes  promote  sustainable  development.  The  sponsors,   developers,  and  users  should  be  able  to  maintain  a  constant  pace   indefinitely.   7.  ConDnuous  aHenDon  to  technical  excellence  and  good  design   enhances  agility.   XBOSo',  Inc.  All  Rights  Reserved.   20  
  • 21. Agile  –  Understanding  Where  We  Came  From?   XBOSo',  Inc.  All  Rights  Reserved.   21  
  • 22. What  are  the  Goals  of  Agile?   Speed   Quality   Customer-­‐User   Sa.sfac.on   XBOSo',  Inc.  All  Rights  Reserved.   22  
  • 23. Matching  Agile  CharacterisDcs  and   ObjecDves   Agile   CharacterisGc   Speed   Quality   Customer  and   End  User   SaGsfacGon   Other   CollaboraDve   x   x   Working   So'ware   x   Adapt  to   changing   requirements   x   x   From the agile manifesto XBOSo',  Inc.  All  Rights  Reserved.   23  
  • 24. What  QuesDons  Tell  Me  If  I’m   Reaching  Those  ObjecDves?   Speed   Quality   Owner   ParDcipaDon   Requirements   Working   Product   Planned  versus   unplanned   Schedule   Technical  debt   XBOSo',  Inc.  All  Rights  Reserved.   24  
  • 25. What  QuesDons  Tell  Me  If  I’m   Reaching  Those  ObjecDves?   Speed   Requirements   Did  I  get  them  in  Dme?   Do  I  understand  them?   Did  we  deliver  working  product?   Schedule   Am  I  on  schedule?   Can  I  be  more  producDve?   How  much  wasted  Dme?  Rework?   Unplanned   versus  planned   Did  I  esDmate  well?   Did  I  finish  what  I  said  I  would?   Do  I  make  mistakes  that  cause  more     (unplanned)  work?   XBOSo',  Inc.  All  Rights  Reserved.   25  
  • 26. What  QuesDons  Tell  Me  If  I’m   Reaching  Those  ObjecDves?   Quality   Product   owner   Did    my  end  users  find  defects?   Did  product  owner  give  feedback   regularly?   Are  there  less  defects  than  before?   Requirements   Are  my  requirements  delivered  when   needed?   Did  the  delivered  product  match  the   requirement?  Or  reqt.  wrong?   Do  engineers  have  trouble   understanding  the  requirements?   Technical   Debt   Is  my  so'ware  performance  gemng   worse  and  worse?   Am  I  prepared  if  my  lead  engineer   leaves?   Do  I  mess  things  up  when  fixing  things?   XBOSo',  Inc.  All  Rights  Reserved.   26  
  • 27. METRICS  THAT  HELP  US  ANSWER   THESE  QUESTIONS!   ARE  YOU  READY  FOR  THE   COUNTDOWN?   XBOSo',  Inc.  All  Rights  Reserved.   27  
  • 28. VELOCITY   10.   XBOSo',  Inc.  All  Rights  Reserved.   28   Am I on schedule? Did I estimate well? Am I getting faster or slower?
  • 29. Velocity   •  Tracking  velocity  over  Dme  tells  us  our   progress  and  capacity  and  helps  us  forecast   based  on  our  capabiliDes  (now  and  in  the   future).   •  Measurement  –  Sum  of  all  the  approved   esDmates  of  the  stories   •  One  point  in  Dme  measurement  has  liHle   meaning,  so  need  to  track  over  Dme  or  w.r.t.   another  metric   •  Metric  –  Velocity  (T)-­‐(T-­‐1)/Velocity  (T)     XBOSo',  Inc.  All  Rights  Reserved.   29  
  • 30. Velocity   XBOSo',  Inc.  All  Rights  Reserved.   30   -­‐25%   -­‐20%   -­‐15%   -­‐10%   -­‐5%   0%   5%   10%   15%   20%   25%   30%   1   2   3   4   5   6   7   8   9   Velocity  Variance  
  • 31. Burn  Down  –  (Distance  over  Time)   XBOSo',  Inc.  All  Rights  Reserved.   31  
  • 32. Poll#3   XBOSo',  Inc.  All  Rights  Reserved.   32  
  • 33. DEFECT  REMOVAL  EFFECTIVENESS   9.   XBOSo',  Inc.  All  Rights  Reserved.   33   Did my end users find defects? Are there less defects than before?
  • 34. Defect  Removal  EffecDveness   •  We  don’t  want  the  end  user  to  find  defects   •  Any  defect  found  by  the  user  influences   quality   •  Metric  –  Defects  in  found  in  ProducDon  (DFP)   during  (90  day)  period  post  release  versus  Pre-­‐ Release  (DPR)   – DPR/(DFP  +  DPR)   XBOSo',  Inc.  All  Rights  Reserved.   34  
  • 35. What  Should  Your  Goal  Be  For  DRE   •  EsDmated  (by  Capers  Jones)  that  defect   removal  effecDveness  differs  by  different   levels  of  process  capability  maturity  levels:   – Level  1:      85%   – Level  2:      89%   – Level  3:      91%   – Level  4:      93%   – Level  5:      95%     XBOSo',  Inc.  All  Rights  Reserved.   35  
  • 36. DRE  DistribuDon   XBOSo',  Inc.  All  Rights  Reserved.   36   C A
  • 37. ADDED  WORK   8.   XBOSo',  Inc.  All  Rights  Reserved.   37   Am I on schedule? Am I overcommitting? Is my rate of work sustainable?
  • 38. Added  Work   •  This  will  help  us  see  if  we  are  making   promises  that  maybe  we  should  not  –   overcommimng  and  unsustainable.   •  Measurement  –  Sum  of  work  (new  stories   added)  over  and  above  the  original  plan.   •  Metric  –  New  stories  added/Original  Stories   Planned   XBOSo',  Inc.  All  Rights  Reserved.   38  
  • 39. Piling  On   XBOSo',  Inc.  All  Rights  Reserved.   39   0   5   10   15   20   25   30   35   1   2   3   4   5   6   7   8   9   Revised  Planned   Original  Plan  
  • 40. WORK  CATEGORY  ALLOCATION   7.   XBOSo',  Inc.  All  Rights  Reserved.   40   Am I allocating resources optimally? Do I have trouble understanding requirements?
  • 41. Work  Category  AllocaDon   •  This  will  help  us  see  where  we  are  spending  our  Dme     and  adjust  our  prioriDes.   •  Measurement  –  Sum  of  work  (for  each  category)   Metric  –  Divide  by  total  work  to  get  %  allocaDon   •  Categories  could  include:   –  Technical  debt  –  refactor  -­‐  redo   –  Regression  tesDng   –  New  feature  development   –  Research   –  Requirements  review   –  Defect  fixing   –  Other   XBOSo',  Inc.  All  Rights  Reserved.   41  
  • 42. Is  Effort  in  Alignment?   XBOSo',  Inc.  All  Rights  Reserved.   42   0%   5%   10%   15%   20%   25%   30%   Are we spending enough time showing our stakeholders what we’ve done? Are we fixing things too much or making lots of mistakes?
  • 43. WORK  SUSTAINABILITY   6.   XBOSo',  Inc.  All  Rights  Reserved.   43   Do I have the right people on my team? Did I estimate work well? Can I attain quality sustainably?
  • 44. Work  Sustainability   •  “Sustainable”  -­‐  We  can’t  sustain  our  effort  if  we  are   conDnuously  pumng  in  overDme   •  OverDme  is  necessary,  but  needs  to  be  managed  and   causes  mistakes   •  Mistakes  manifest  themselves  in  many  ways,  such  as   technical  debt  or  defects   •  OverDme  o'en  results  from  poor  work  esDmates   and  directly  proporDonal  to  technical  debt   •  Metric  –  Unplanned  OverDme  Work/Total  Work   XBOSo',  Inc.  All  Rights  Reserved.   44  
  • 45. Unplanned  OverDme  %   XBOSo',  Inc.  All  Rights  Reserved.   45   0%   2%   4%   6%   8%   10%   12%   14%   16%   1   2   3   4   5   6   7   8   9   Sprint What caused this?
  • 46. Unplanned  OverDme  and  Defects   XBOSo',  Inc.  All  Rights  Reserved.   46   0   1   2   3   4   5   6   7   1   2   3   4   5   6   7   Defects  Found   Unplanned  OT  
  • 47. DEFECT  REWORK  RATE   5.   XBOSo',  Inc.  All  Rights  Reserved.   47   Is my technical debt accumulating? Am I wasting time?
  • 48. Defect  Rework  Rate   •  We  can’t  get  faster  if  we  are  always  fixing   things.   •  Depends  on  valid  data  whereby  people  are   logging  real  hours  to  tasks  they  take  on.     •  Metric  -­‐  Fix  Effort  RaDo  :  Time  to  fix  defects/ Total  effort  expended  (hours)   XBOSo',  Inc.  All  Rights  Reserved.   48  
  • 49. Defect  ReWork  %   XBOSo',  Inc.  All  Rights  Reserved.   49   0%   5%   10%   15%   20%   25%   30%   35%   1   2   3   4   5   6   7   8   9  
  • 50. Accumulated  Debt   XBOSo',  Inc.  All  Rights  Reserved.   50   0%   10%   20%   30%   40%   50%   60%   70%   80%   90%   100%   1   2   3   4   5   6   7   8   9   Defect  Rework%   Unfixed  %  
  • 51. TOTAL  UNEXPECTED  WORK   4.   XBOSo',  Inc.  All  Rights  Reserved.   51   What is throwing me off schedule? Am I biting off too much?
  • 52. Total  Unexpected  Work   •  Measurement  –  Sum  of  work  done  above  the   original  esDmates  for  those  stories  in  the  plan.   •  Are  we  underesDmaDng  difficulty?   •  Many  reasons:   – Incomplete  user  stories   – Misunderstood  user  stories   – Bigger  and  more  complex  than  I  thought?   – Not  enough  Dme  for  research   – Too  hard…   •  Metric  –  (Total  work  done  –  Planned  work)/Planned   work   XBOSo',  Inc.  All  Rights  Reserved.   52  
  • 53. Are  We  EsDmaDng  Well?     XBOSo',  Inc.  All  Rights  Reserved.   53   0   10   20   30   40   50   60   1   2   3   4   5   6   7   8   9   Planned   Unplanned   Per Person/Week During the Sprint
  • 54. What  are  we  doing  that  is   unplanned?   XBOSo',  Inc.  All  Rights  Reserved.   54   Research   Requirements   Coding   TesDng   Other   29% 9% 19% 23% 20%
  • 55. DEFECTS  IN  PRODUCTION  AVG.  FIX   TIME   3.   XBOSo',  Inc.  All  Rights  Reserved.   55   Are my customers/end users happy? Is the architecture prohibiting me?
  • 56. Defect  in  ProducDon  Avg.  Fix  Time   •  If  defects  make  it  to  producDon,  that’s  bad  !   •  But  what  is  worse  is  if  an  important  defect  stays   unfixed.   •  Defects  that  take  a  long  Dme  to  fix  represent  either   technical  debt  or  poor  process   •  Metric  –  Time  to  fix  Defects  (released  to  producDon-­‐ usually  P1  defects  found)  /  Total  P1  Defects  (post   producDon)   XBOSo',  Inc.  All  Rights  Reserved.   56   Defect aging?
  • 57. Don’t  Make  Them  Wait   XBOSo',  Inc.  All  Rights  Reserved.   57   0   10   20   30   40   50   60   1   2   3   4   5   6   7   8   9   #P1  Defects  Found   Average  Fix  Time  (Hrs)   Hey, we’re improving! WooHoo!
  • 58. DEFECT  CATEGORIZATION   ALLOCATION  %   2.   XBOSo',  Inc.  All  Rights  Reserved.   58   Why are things breaking? Can I get faster?
  • 59. Defect  CategorizaDon  AllocaDon   •  Reduce  rework  =  Increase  speed   •  Discover  when  defects  are  injected     •  Reduce  and  prevent  defects  from  happening   in  the  first  place.     •  Drive  down  the  Fix  Effort  RaDo  leading  to   beHer  quality  and  resulDng  in  higher  velocity.   •  Examine  defect  rates  per  category  by  %   XBOSo',  Inc.  All  Rights  Reserved.   59  
  • 60. Defect  Rework  AllocaDon   XBOSo',  Inc.  All  Rights  Reserved.   60   Requirements   Coding   Environment   TesDng   38% 29% 21% 13% What’s going on here?
  • 61. Rework-­‐Requirements  Errors   Requirements     •  Change  in  requirements   •  Don’t  understand  requirements   •  Incomplete  requirement   •  Requirement  does  not  exist-­‐  missing   – Didn’t  think  about  a  scenario   •  ?   ‘oh, I meant this…’ XBOSo',  Inc.  All  Rights  Reserved.   61  
  • 62. WORKING  SOFTWARE  DELIVERY   RATE   1.   XBOSo',  Inc.  All  Rights  Reserved.   62   Am I delivering what I said I would? Am I getting feedback from the PO? Will I meet the release date?
  • 63. Working  So'ware  Delivery  Rate   •  Does  the  so'ware  work  or  not?   •  Working  does  not  mean  perfect   •  Working  means  can  show  in  order  to  get  feedback   •  Metric  -­‐  #  story  points  delivered  that  ‘work’  /  #  story   points  that  were  to  be  shown  to  the  PO  but  could   not  be  shown  to  work   –  Many  variaDons   XBOSo',  Inc.  All  Rights  Reserved.   63  
  • 64. Am  I  Gemng  BeHer?   XBOSo',  Inc.  All  Rights  Reserved.   64   0   5   10   15   20   25   1   2   3   4   5   6   7   8   9   Planning  Working  Visible   Actual  Working  
  • 65. Am  I  Delivering  So  I  can  Get   Feedback?   XBOSo',  Inc.  All  Rights  Reserved.   65   0%   20%   40%   60%   80%   100%   1   2   3   4   5   6   7   8   9   %  Working  
  • 66. Be   Do   Have   XBOSo',  Inc.  All  Rights  Reserved.   66   Process •  Iterative (sprints) •  Daily standups •  Face to face communication •  Post mortem – end of sprint •  Delivery meeting – end of sprint •  Planning meeting – before sprint •  Self organizing People •  Communicative •  Collaborative/Cooperative •  Flexible and willing •  Knowledgeable-multi •  Initiative/responsible •  Responsive/adaptive Results •  Speed •  Quality Agile  Is  a  Way  of  Thinking   “Be-­‐Do-­‐Have”  
  • 67. JCARD   How  to  View  it  all?   Example  Dashboard   XBOSo',  Inc.  All  Rights  Reserved.   67   Am I improving? What should I plan?
  • 68. JCard   •  Used  to  show  side  by  side  comparison  of   improvement  for  various  areas  (hours,  defects,   tesDng)   •  The  data  is  shown  in  a  table  format  to  show  data  and   visual  icons,  which  allows  a  user  to  automaDcally  see   if  there  was  an  improvement  or  not.   •  How  do  you  know  if  you’re  improving  if  you  can’t   look  back  at  what’s  already  happened?   •  Allows  you  to  plan  resources  for  future  releases   XBOSo',  Inc.  All  Rights  Reserved.   68  
  • 69. Am  I  Improving?   XBOSo',  Inc.  All  Rights  Reserved.   69  
  • 70. •  What  and   why   •  Goals  and   objecDves   Understand   Ask   yourself   quesDons   Evaluate   Measure   to  answer   those   quesDons   and  take   acDon   Improve   TAKE  AWAYS-­‐SUMMARY   XBOSo',  Inc.  All  Rights  Reserved.   70  
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