1. Agile Metrics, Value, and Software
Don McGreal
@donmcgreal
linkedin.com/in/donmcgreal

2. Agenda Types of Metrics Problems with Metrics
Metrics in Software Development
Evidence-Based Management
Questions
© Improving Enterprises, Inc.

3. How do you measure progress on your software projects? How about value?

4. What is Value?
val·ue noun the regard that something is held to deserve; the importance, worth, or usefulness of something.
For companies, it is always presented in money terms. Profit derived from the use of a product or service

5. Circumstantial Direct
Delivery Metrics
Pizzas Delivered per Trip
Time taking an order
Time for Delivery
Miles per Delivery
Fuel Used
Order Accuracy (Quality)
Route Efficiency
Orders per Driver
Owner Metrics
Revenue
Investments/Costs
Customer Satisfaction
Repeat Customers
Employee Satisfaction
Growth
Market Drivers & Trends
Market Share
Circumstantial Direct

6. Circumstantial Direct
Software
Delivery Metrics
Velocity
Number of Tests
Code Coverage
Defects
Coupling
Cohesion
Code Complexity
Build Failures
Process Adherence
Owner Metrics
Revenue
Per Release
Per Employee
Investments/Costs
Customer Satisfaction
Employee Satisfaction
Lead & Cycle Time
Innovation Rate
Customer Usage
Circumstantial Direct

7. So what?
3 Challenges

8. 1. Efficiency
Cargo Cults

9. 1. Efficiency
Using circumstantial metrics as your main guide can lead to more overhead and waste.

10. 2. Vision
Are we aligned?

11. 2. Vision
Using circumstantial metrics as your main guide can misalign the business and the delivery organizations.

12. 3. Incentive Suboptimal Metrics measurement indicators Performance
Source: Robert D. Austin, Measuring and
Managing Performance in Organizations
measurement
indicators
Performance
true
performance
Time

13. 3. Incentive
Once a measure of performance is made a target or incentive for the purpose of driving behavior, it loses the information content that qualifies it to play such a role.
This is even more true of circumstantial metrics.

14. Circumstantial Direct
Who?
Delivery Metrics
Pizzas Delivered per Trip
Time taking an order
Time for Delivery
Miles per Delivery
Fuel Used
Order Accuracy (Quality)
Route Efficiency
Orders per Driver
Owner Metrics
Revenue
Investments/Costs
Customer Satisfaction
Repeat Customers
Employee Satisfaction
Growth
Market Drivers & Trends
Market Share ? ?
Circumstantial Direct

15. Circumstantial Direct
Who?
Software
Delivery Metrics
Velocity
Number of Tests
Code Coverage
Defects
Coupling
Cohesion
Code Complexity
Build Failures
Process Adherence
Owner Metrics
Revenue
Per Release
Per Employee
Investments/Costs
Customer Satisfaction
Employee Satisfaction
Lead & Cycle Time
Innovation Rate
Customer Usage ? ?
Circumstantial Direct

16. Agile Development

17. Teams Have Organizational Impediments
management
Copyright Scrum.org 2013

18. Management Makes Investments
impediments
management
training, coaching, infrastructure, tools,
facilities
But how do we know these investments are making a difference?
Copyright Scrum.org 2013

19. Evidence Based Medicine
Frame a proper, pertinent, focused, and answerable question
Systematically assemble best available evidence
Clinically appraise evidence for validity and usefulness
Apply results in practice of the art
Evaluate performance

20. Evidence Based Management

21. Evidence Based Management
Revenue per Employee
Release Frequency
Installed Version Index
Product Cost Ratio
Usage Index
Release Stabilization
Employee Satisfaction
Innovation Rate
Cycle Time
Customer Satisfaction
Defects
Current Value
Time to Market
Ability to Innovate

22. Evidence Based Management
Diagnose
Direct Evidence
Circumstantial Evidence
Improve

23. Tracking Metrics

24. Tracking Metrics

25. Tracking Metrics
Sales
Employee Satisfaction

26. So…
Agility isn’t just for IT. Agility can provide the business with a true competitive advantage.
The right measurements are essential for this. They can improve communication, productivity, and business alignment.

27. Thank You! Don McGreal don.mcgreal@improvingenterprises.com
linkedin.com/in/donmcgreal

28. www.synerzip.com Hemant Elhence hemant@synerzip.com 469.322.034984 28

29. Synerzip in a Nutshell
Software product development partner for small/mid-sized technology companies
Exclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phase
By definition, all Synerzip work is the IP of its respective clients
Deep experience in full SDLC – design, dev, QA/testing, deployment
Dedicated team of high caliber software professionals for each client
Seamlessly extends client’s local team, offering full transparency
Stable teams with very low turn-over
NOT just “staff augmentation”, but provide full mgmt support
Actually reduces risk of development/delivery
Experienced team - uses appropriate level of engineering discipline
Practices Agile development – responsive, yet disciplined
Reduces cost – dual-shore team, 50% cost advantage
Offers long term flexibility – allows (facilitates) taking offshore team captive – aka “BOT” option 29 29

30. Our Clients 30 30

31. Thanks! Call Us for a Free Consultation! Hemant Elhence 31 31