Measuring Scrum

Scrum Metrics for Hyper-Productive Teams: How They Fly like Fighter Aircraft By Jeff Sutherland and Scott Downey

What’s Ahead Goal Tuning the Scrum Meetings Metrics: Math and Purpose The RoboScrum Workbook

Jeff Sutherland Chairman, Scrum Training Institute CEO Scrum, Inc. & Sr. Advisor toOpenView Venture Partners Agile Coach for OpenView Venture Partners portfolio companies CEO/CTO/VPE for 11 Software Companies Created first Scrum at Easel Corp. in 1993 Rolled out Scrum in the next 7 Companies Achieved Hyper-Productive State in All Companies. Signatory of the Agile Manifesto Founder of the Agile Alliance http://www.JeffSutherland.com Jeff@ScrumInc.com

Scott Downey Head Agile Coach, Napster Formerly Head Agile Coach, MySpace 68 Delivery Teams Created Immersive Scrum Training System for Rapid Bootstrapping of Hyper-Productive Teams Average Improvement was over 600% Average Boot-Up took only 4.5 Weeks Co-Teaching CSM with Jeff since 2007 Shock Therapy: A Bootstrap for Hyper-Productive Scrumat Agile ‘09 with Jeff and Björn Granvik http://www.RapidScrum.com Scott@RapidScrum.com

Scott Downey Head Agile Coach, Napster Formerly Head Agile Coach, MySpace MySpace had 68 Delivery Teams Created Immersive Scrum Training System for Rapid Bootstrapping of Hyper-Productive Teams Average Improvement was over 600% Average Boot-Up took only 4.5 Weeks Co-Teaching CSM with Jeff since 2007 Shock Therapy: A Bootstrap for Hyper-Productive Scrumat Agile ‘09 with Jeff and BjörnGranvik http://www.RapidScrum.com Scott@RapidScrum.com

Goal To develop and standardize a set of Minimally-InvasiveMetrics that will help Scrum Masters Evaluate and AdviseTeams while providing Rich Insights about Team performance and a Fully PortableLanguage for team comparison across an Enterprise.

INVEST Mnemonic Refresher I mmediately Actionable N egotiable V aluable E stimable S ized to Fit T estable Thanks to Bill Wake for the acronym. See www.xp123.com.

Tuning the Scrum Meetings Creating a Culture of Hyper-Productivity

Tuning the Scrum Meetings Sprint Planning Meetings Anchoring the Scale A New Perspective on INVEST Value, Voice and Visibility Daily Stand-Up Meetings The Fourth Question

Tuning the Scrum Meetings Sprint Planning Meetings Anchoring the Scale A New Perspective on INVEST Value, Voice and Visibility Daily Stand-Up Meetings The Fourth Question ,[object Object],[object Object]

[object Object],That’s the most important. Priority 1 Delivery Team Priority 2 Tuning the Scrum Meetings Priority 3 SPO

Tuning the Scrum Meetings That’s the easiest. ,[object Object],Priority 1 Delivery Team Priority 2 Priority 3 SPO Delivery Team

[object Object],Tuning the Scrum Meetings That’s a 3. Priority 2 3 Delivery Team Priority 3 Scrum Master Priority 1 SPO

[object Object],Tuning the Scrum Meetings 3 Priority 2 Delivery Team Priority 3 SPO Priority 1

[object Object],3 Priority 2 Delivery Team Tuning the Scrum Meetings 5 8 Priority 3 3 Priority 1 SPO

[object Object],Tuning the Scrum Meetings 3

[object Object],Tuning the Scrum Meetings 33% 100% 66% 167% 267% 433% 1 2 3 5 8 13

[object Object],Tuning the Scrum Meetings 100% 66% 33% 167% 267% 433% 1 2 3 5 8 13 21 34 55 1 2 3 5 8 13 34 55 PBL SBL Bank Do you Approve? Yes. Delivery Team 21 Do you Approve? Yes. 5 !@#$%^& Do you Approve? No. 13 Do you Approve? Yes. 3 Do you Approve? Yes. SPO 8

[object Object],Tuning the Scrum Meetings 100% 66% 33% 167% 267% 433% 700% 1 2 3 5 8 13 21 34 55 1 2 3 5 8 13 21 34 55 PBL SBL Bank Yes. Can you do this? Delivery Team 8 21 Yes. Can you do this? 3 5 No, it’s not Actionable. Can you do this? #$%@!#$ 5 13 3 Yes. Can you do this? 8 SPO I N V E S T

[object Object],Tuning the Scrum Meetings Planning Meeting Team’s Commitment Automatic Tasking Product Backlog

[object Object],Tuning the Scrum Meetings Planning Meeting Sprint Backlog INVEST Goal: Accept the LARGEST chunk of work that passes the INVEST mnemonic, then stop digesting it and get it done.

Technologists’ Perspective Front End Work Value, Voice and Visibility Our Amazing Product API Work Database Work

Customer’s Perspective Front End Work API Work Feature 2 Value, Voice and Visibility Database Work Feature 1 Feature 3

Value, Voice and Visibility User Story 1 User Story 2

Customer’s Perspective User Story 1 User Story 2 User Story 2.1 Value, Voice and Visibility User Story 2.2

User Story 1 User Story 2.1 Value, Voice and Visibility User Story 2.2

Value, Voice and Visibility User Story 1 User Story 2.1 User Story 2.2 Product Backlog Sprint Backlog

The Fourth Question Information Radiator SPO SM

The Fourth Question Information Radiator SPO 3 SM

The Fourth Question What did WE Achieve Yesterday on Priority 1? What did you Achieve Yesterday on Priority 1? What will you Achieve Today on Priority 1? Is anything blocking or jeopardizing your progress on Priority 1? Information Radiator What will WEAchieve Today on Priority 1? Is anything blocking or jeopardizing OURprogress on Priority 1? What will WEAchieve Today on Priority 1? Is anything blocking or jeopardizing OURprogress on Priority 1? Compared to our Keystone, how many Story Points did WE Achieve yesterday on Priority 1? SPO 3 SM

Metrics The Math and Purpose of Each

Metrics Velocity Work Capacity Focus Factor Adopted Work Found Work Targeted Value Increase Accuracy of Estimation Accuracy of Commit 1:1 1:1

Metrics: Velocity ,[object Object]

…need… a reliable metric on which to base my assumptions about the rate of the team’s progress

…so that… I, with our Leadership, can make well- informed tradeoffs and commitments based on the reality of our company’s capabilities.

Formula: ∑Original Estimates of All Approved Cards1:1

Metrics: Velocity Original Estimate: 8 Story Points 3 SPO 8 Estimate Priority 2 5 Original Estimate: 3 Story Points Priority 3 3 Velocity = 8 Priority 1 Original Estimate: 5 Story Points 5 11

Metrics: Work Capacity ,[object Object]

…need… a way to measure how much work the Team can do in a given Sprint, whether it results in an Approved Card or not,

…so that… I can quantify the Team’s entire capability, ask intelligent questions about distractions and take action to optimize the conversion of Effort into Value.

Formula: ∑All Work Reported During the Sprint1:1

Metrics: Work Capacity 3 2 1 5 8 13 3 Priority 2 5 Priority 3 What have we achieved today on Priority 1? Item 1 Item 2 8 Priority 1

Metrics: Work Capacity 3 3 SPO Original Estimate: 8 Story Points 8 Estimate Priority 2 Priority 2 8 Work Reported : 8 Story Points Reported Work Capacity= 5 5 Priority 3 Priority 3 Velocity= Original Estimate: 3 Story Points 3 Work Reported: 2 Story Points 2 8 Priority 1 Original Estimate: 5 Story Points 5 Work Reported : 7 Story Points 7 11 17

Metrics: Focus Factor ,[object Object]

…need… a way to measure how much of each Team’s bandwidth results in deployable product, in a cross-team comparable way,

…so that… I can actively help sub-optimized Teams, intelligently allocate resources and reward our Teams for their hard work.

Formula: Velocity ÷ Work Capacity1:1

Metrics: Focus Factor Attempts to force non-deterministic systems to operate at greater than 80% efficiency will cause short bursts of stabilization followed by extreme periods of destructive and unpredictable variations from that goal. 64.7% Work Capacity Velocity 11 17 W. Edwards Deming

Metrics: Adopted Work ,[object Object]

…need… a metric that clearly shows if the Team has a tendency to under Commit and is consistently having to pull work forward from the Product Backlog before the end of the Sprint

…so that… I can encourage the Team toward higher Commitments during the Sprint Planning Meetings without the risk of pushing them to failure.

Formula: ∑Original Estimates for Work Pulled Forward Original Commitment1:1

Metrics: Adopted Work Original Commitment: 0 3 4 9 11 19 19 PBL SBL In Prog DONE Adopted Work: 0 0 0 0 0 0 13 3 Total Commitment: 0 3 4 9 11 19 32 1 5 Adopted Work = 13 ÷ 19 = 68.4% INVEST 2 8 13 5 Sprint-O-Meter 8 Day 3 Day 2 3 Day 4 Day 5 Day 1 5

Metrics: Adopted Work Sprint-O-Meter Day 3 Day 2 Day 4 Day 5 Day 1

Metrics: Found Work ,[object Object]

…need… a clear way to measure the likelihood of unexpected work based on a Card’s Original Estimate

…so that… I can offer advice to the Team on making achievable Commitments and provide them fair warning when they start to accept a Card that will probably surprise them.

Formula:∑Total Work Reported per Card – Original Estimate Original Commitment1:1

Metrics: Found Work PBL SBL In Prog DONE Original Commitment: 19 3 Total Commitment: Total Commitment: 19 22 1 Found Work: 3 3 5 2 8 13 5 8 3 5

Metrics: Found + Adopted Work

Metrics: Targeted Value Increase ,[object Object]

…need… a reliable way to measure the increased value contribution of the Team sprint-over-sprint

Measuring Scrum

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