What should I we measure in Agile project?

1. E F F E C T I V E U S A G E S O F M E T R I C S F O R A G I L E
P R O J E C T
C H A N D A N L A L P A T A R Y

2. EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
A G E N D A :
• W H Y T O M E A S U R E M E T R I C S ?
• H O W T O M E A S U R E M E T R I C S ?
• W H A T T O M E A S U R E I N M E T R I C S ?
• H O W M U C H M E T R I C S S H O U L D W E M E A S U R E ?
• S I D E A F F E C T O F M E T R I C S !
• Q & A

3. EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
• “ Y O U G E T W H A T Y O U M E A S U R E ” S T A T E S A N O L D
M A N A G E M E N T M A X I M
• N O T H I N G C A N B E I M P R O V E D W I T H O U T M E A S U R I N G .
• M E A S U R E M E N T I N D U C E D Y S F U N C T I O N A L B E H A V I O R .
Running an organization without some basic measurements
is like driving a plane without a dashboard.

4. EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
W H A T I S M E A S U R E M E N T ?
“ A M E A S U R E I S A W A Y T O A P P R A I S E O R D E T E R M I N E B Y
C O M P A R I N G T O A S T A N D A R D O R U N I T O F M E A S U R E M E N T
, S U C H A N E X T E N T , D I M E N S I O N S A N D C A P A C I T Y A S A
D A T A P O I N T . T H E A C T O R P R O C E S S O F M E A S U R I N G I S
R E F E R R E D T O A S M E A S U R E M E N T “
“ ( … . . ) M E T R I C S I S A Q U A N T I T A T I V E M E A S U R E O F T H E
D E G R E E T O W H I C H A C O M P O N E N T , S Y S T E M O R
P R O C E S S P O S S E S A G I V E N C H A R A C T E R I S T I C O R A N
A T T R I B U T E ( … . ) ”

5. EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
W H E N D O W E G O T O D E T A I L S ?
M R I D I S P L A Y V S X - R A Y !

6. EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
P A T I E N T M O N I T O R I N G S Y S T E M V S A I R C R A F T C O C K P I T !
C A N W E F L Y B L I N D ! T R E A T P A T I E N T B L I N D A T I C U !

7. EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
 F E E D B A C K A N D D E C I S I O N M A K I N G I N C O N T R O L
S Y S T E M .

8. EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
HOW AND WHO SHOULD MEASURE!
• Metrics should be designed by the people who understand
the agile paradigm, so that they reinforce agile principle

9. EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
HOW SHOULD WE MEASURE?
• M E A S U R E S H O U L D B E T O P D O W N , B O T T O M U P D O E S
N O T W O R K , S H O U L D B E G O A L D R I V E N .
• I T S H O U L D B E “ A U T O M A T I C ” T H R O U G H T O O L S T O
M I N I M I Z E M A N U A L I N T E R V E N T I O N A N D “ J U S T
E N O U G H " M O S T L Y “ T R E N D S ” .

10. EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
WHAT SHOULD WE MEASURE?
• W O R K I N G S O F T W A R E I S B E S T T O M E A S U R E I N A G I L E
A N D U S E D B Y T H E C U S T O M E R F O R A S S E S S I N G
“ V A L U E ”

11. EFFECTIVE USAGES OF METRICS FOR AGILE
PROJECT
• W H A T I S T H E G O A L ?
• Quality , productivity,predicitbility,Customer satisfaction/Value
generation(QPPC)
• Self-discipline, Self-organization, Self-awareness
• A S K Q U E S T I O N S , W H Y , W H A T A N D H O W T O
M E A S U R E ?
• C O N T I N U O U S I M P R O V E M E N T T H R O U G H
M E A S U R E M E N T .

12. IMPROVE PREDICTABILITY?
• R E L E A S E B U R N D O W N C H A R T :
• By reviewing a release burn down report, PO can understand how
quickly team has delivered backlog items and track how much work the
team must still perform to complete a product release.

13. IMPROVE PREDICTABILITY?
• B U R N U P C H A R T :
• A burn up chart clearly shows work completed and project scope when
total is fixed

14. IMPROVE PREDICTABILITY?
• V E L O C I T Y
• Velocity is the sum of the estimates of delivered (i.e., accepted) features
per iteration.

15. IMPROVE PREDICTABILITY?
• D A I L Y B U R N D O W N C H A R T : U S E F O R M E A S U R I N G
W O R K R E M A I N I N G .
• N O T M E A S U R E A C T U A L P R O G R E S S . M A Y B E 5 H R S .
R E M A I N I N G B U T N O A C T U A L P R O G R E S S !

16. IMPROVE PREDICTABILITY?
• W H A T V E L O C I T Y W I L L N O T T E L L ?
• It can be easy to misuse
• Fudge the definition of done and you finish more stories!
• Change the scale and complete more points (what once was a 2 point
story is now a 5 point story)!
• Too much speed increase technical debt.

17. IMPROVE PREDICTABILITY AND
PRODUCTIVITY?
 D O N E N E S S : H O W M U C H I S “ D O N E ” W H I C H A D D V A L U E

18. IMPROVE QUALITY?
 B U G S T A T U S

19. IMPROVE QUALITY?
 T E S T C A S E S T A T U S : % A U T O M A T E D ?

20. IMPROVE QUALITY?
 C O D E C H U R N
 W H A T T H I S C H A R T I S N O T T E L L I N G ?

21. WHAT ELSE TO MEASURE …..
 T E A M C A N G O O N … . .
A C C E L E R A T I O N , R A N G E D R E L E A S E B U R N D O W N ,
V E L O C I T Y, I T E R A T I O N B U R N D O W N , A C T I V I T Y T I M E
( D E P L O Y M E N T ) , D E P L O Y M E N T T E S T I N G , T E A M M O R A L E ,
B L O C K I N G W O R K I T E M S , B U I L D H E A L T H , C O D E Q U A L I T Y ,
D E F E C T T R E N D , A G E O F W O R K I T E M S , R A N G E D
R E L E A S E B U R N D O W N , B U S I N E S S V A L U E D E L I V E R E D ,
N P V , R O I , E F F O R T / C O S T P R O J E C T I O N , S T A K E H O L D E R
S A T I S F A C T I O N , T E S T C O V E R A G E , A T T R I T I O N R A T E ,
L I F E C Y C L E T R A C E A B I L I T Y, R I S K M I T I G A T I O N … …

22. GOAL - QUESTIONS - METRICS
 “ H O W ” C A N W E A C H I E V E C O N T I N U O U S “ V A L U E
G E N E R A T I O N ”

23. GOAL - QUESTIONS - METRICS
 “ H O W ” C A N R E D U C E “ D E F E C T T R E N D ” R E P O R T E D
F R O M F I E L D ?

24. SATISFACTION SURVEYS
 H A P P Y C U S T O M E R ! O N E O F T H E M E T R I C S N E E D T O
C O L L E C T M A N U A L L Y !

25. VISUAL EFFECT

26. GOLDEN QUESTIONS
Be careful – only measure meaningful easy-to-collect items.

27. SIDE EFFECT OF MEASUREMENT?
 M E T R I C S I N F L U E N C E B E H A V I O R A N D P E O P L E S T A R T
M A N I P U L A T E T H E D A T A .
 C O M P A R I N G T E A M S I S N O T H E A L T H Y
 “ T E L L M E H O W Y O U M E A S U R E M E , A N D I W I L L T E L L
Y O U H O W I W I L L B E H A V E . ” D R . E L I G O L D R A T T

28. SIDE EFFECT OF MEASUREMENT?
• C O M P A R I N G T E A M A V E L O C I T Y W I T H T E A M B
• I N D I V I D U A L V E L O C I T Y
• T E A M V E L O C I T Y A N D C O N T I N U O U S I M P R O V E M E N T
• M A N A G E M E N T M I S U S E T H E M E T R I C S K I L L S T E A M
T R U S T .

29. PERFORMANCE APPRAISAL
• T E A M P E R F O R M A N C E
• I N D I V I D U A L F E E D B A C K I F N E E D E D W I T H D A T A
D R I V E N
A good metric is comparative, understandable, ratio or a rate

30. TAKE AWAY!
• M E T R I C S W I L L
• Tell about team
• Tell about the product
• Tell about progress
• It will unleash hidden something……
• B Y M E A S U R I N G I M P R O P E R M E T R I C S , W E
U N W I T T I N G L Y I N V I T E U N W A N T E D B E H A V I O U R S
W H I C H H A S N E G A T I V E A F F E C T O N P E R F O R M A N C E O F
T H E T E A M .
• D O N ’ T D O T O O M A N Y T H I N G , F O C U S 1 - 2 T H I N G S ,
D O N ' T T R Y T O “ B O I L T H E O C E A N ”
• E N D U S E R S W I L L N O T C A R E A B O U T P R O J E C T
M E T R I C S . T H E Y C A R E A B O U T H O W O U R S Y S T E M
I N C R E M E N T S M A K E T H E I R L I F E
B E T T E R / S I M P L E R / M O R E J O Y F U L .

31. TAKE AWAY!
• M E A S U R E M E N T I S N O T D E M O N S T R A T I N G
S T A T I S T I C A L C A P A B I L I T Y
• B U I L D P A S S I O N F O R T H E P R O D U C T . T H I N K
S Y S T E M I C .
• “ W H A T W I L L I D O D I F F E R E N T L Y B A S E D O N T H I S
I N F O R M A T I O N ? ”
• T E A M W I L L L O O K I N T O T R E N D T H A N S T A T I C N U M B E R
A N D I M P R O V E T O B E C O M E M O R E A G I L E

32. TAKE AWAY!
 T A L K T O P E O P L E . W I T H O U T T A L K I N G W I T H T H E T E A M
I T I S D I F F I C U L T T O I D E N T I F Y W H A T I S A C T U A L L Y
G O I N G O N .
 V A L U E F R O M M E T R I C S > T O T A L C O S T T O C O L L E C T
T H E M E T R I C S