Measuring Agile: A Disciplined Approach To Metrics

© Disciplined Agile Consortium 1
Measuring Agile
A Disciplined Agile
Approach to Metrics

Agenda
•  Important questions
•  Principles
•  Measuring agile teams
•  Potential metrics
•  Supporting IT governance
•  Parting thoughts
•  Questions

Important Questions
•  How do you measure solution delivery
teams?
•  What metrics should we collect?
•  How do you roll up team measures to
the portfolio level?
•  What metrics are right for you?
•  How do agile and traditional metrics fit
together?
•  What are the success factors for metrics
programs?
•  What are the failure factors?
•  How does this fit into your overall
governance strategy?

Principle: There is No Easy Answer

Principle: Every Metric Has Strengths and
Weaknesses

Principle: Compete Against Yourself

Principle: Measure to Improve

Principle: You Get What You Measure

Principle: Measure Outcomes at the Team Level

Principle: Every Team Needs a Unique Set of
Metrics

Principle: Teams Use Metrics to Self Organize

Principle: Trust But Verify

Principle: Adopt Common Metrics Categories
Across Teams
Time to
Market
Financial
Stakeholder
Satisfaction
Quality
Staff
Morale
Transform

Principle: Don’t Manage to the Metrics

Principle: Automate Wherever Possible

Principle: Prefer Trends Over Scalars

Prefer Leading Over Trailing Metrics

Principle: Prefer Pull (Dashboards) Over Push (Reports)

Measuring
Agile Teams

Goal Question Metric (GQM)
A lightweight GQM process:
1.  Identify improvement goals
2.  Generate questions that define those goals as completely as possible in
a quantifiable way
3.  Identify potential measures needed to be collected to answer those
questions
4.  Introduce mechanisms for data collection
5.  Collect, validate and analyze the data in real time to provide feedback to
teams for corrective action
Similar to Google’s OKR (Objectives and Key Results)

•  Some goals are qualitative:
–  Invest in IT wisely
–  Improve staff morale
–  Improve stakeholder satisfaction with delivered solutions
•  Some goals are quantitative:
–  Decrease cycle time by 20% this quarter
–  Reduce technical debt by 10% by year end
–  Get our net promoter score (NPS) to 60% by quarter end
•  Our advice:
–  Short time frames (less than three months) work well
–  Quantitative goals are generally better than qualitative
Identify Improvement Goals

Goal: Invest in IT Wisely
Questions
1.  How effective is the
investment in IT activities?
2.  What future spending do we
require?
3.  Is productivity increasing?
Potential Metrics
1.  Value delivered, net present
value (NPV), return on
investment (ROI)
2.  Effort/cost projection (burn
ups/burn downs)
3.  Acceleration, business value
delivered, velocity (trend)

Goal: Decrease cycle time by 20% this
quarter
Questions
1.  Is the team working at a
sufficient pace?
2.  Is the team working together
effectively?
3.  Are changing requirements
putting the release date at
risk?
Potential Metrics
1.  Release burndown, ranged
release burndown
2.  Team morale, stakeholder
satisfaction, blocking work
items
3.  Age of items, ranged release
burndown

Goal: Reduce Technical Debt by 10% by Year
End
Questions
1.  What is our current level of
technical debt?
2.  Are we improving quality over
time?
Potential Metrics
1.  Code quality, defect density
2.  Build health, defect density,
test coverage, code quality

Potential
Metrics

Iteration Burndown
•  Indicates the likelihood of
delivering as promised this
iteration
•  Application:
–  By team to manage their
time
•  Advantages:
–  Helps to avoid surprises at
end of iteration
–  Motivates a continuous
and sustainable pace
•  Disadvantages:
–  Overhead to update
estimated work remaining

Velocity
•  Velocity is a measure of the team’s delivery
capacity for each iteration measured in “points”
•  Options:
–  Gross velocity: Number of points delivered in an
iteration
–  Net velocity: Delta in the number of points on the
work item list
–  Smoothed velocity: Velocity averaged over several
iterations
•  Application:
–  By team to extrapolate the schedule. e.g. If total
points in Work Item List is 400, with velocity of 40
there is 10 iterations left
•  Advantages:
–  Simple way to project schedule/cost
•  Disadvantage:
–  Easy to manipulate because points are manually
identified
–  Not easily comparable across teams
© Disciplined Agile Consor1um 29

Release Burndown Chart

Release Burnup Chart

Ranged Release Burndown
•  A ranged estimate of number of iteration required to complete work
•  Range of uncertainty decreases over time
•  BUT… many people don’t like ranged estimates

Ranged Burnup Chart

Acceleration
•  The change in velocity over time
•  Application:
–  Use to calculate productivity improvement (acceleration * number of
people on team * charge rate)
•  Advantages:
–  Comparable across teams
–  Easy to calculate
–  Easy to manipulate because
points are manually identified
0
5
10
15
20
25
30
Velocity
Iterations

Value Delivered – Value points
•  Assign “value points” to a story that captures the
estimated financial value of the delivered
functionality.
•  Application:
–  Estimate the value delivered by a team
•  Advantage:
–  Provides insight into the value being produced by a
team
–  Easy to game as it’s a manual estimation
–  Doesn’t take cost of delay into account (without re-
estimating)

Code Quality Metrics
•  A category covering a very wide range of metrics that provide insight
into how well source code has been written.
•  Options
–  Halstead, Cyclomatic complexity, Defect density, Coupling, and many
more
•  Applications:
–  Determine the existing quality of code
–  Pinpoint potential code quality problems
•  Advantages:
–  Easy to automate
–  Many commercial and open source tools
–  Easy to get overwhelmed by the data

Defect Trends
•  Track when and where defects are
found against when they are
addressed
•  Options:
–  By severity
–  By source
•  Application:
–  Monitor defects/bugs that escape the
delivery team
•  Advantage:
–  Motivates teams to fix defects
–  Can provide insight into where you
need to improve your quality strategy
–  Very easy to game because defects
are often identified manually

Test/Code Coverage
•  Calculated as the number of lines invoked by tests divided
by the total number of lines of relevant code
•  Application:
–  Determine how much of your code base has automated tests
•  Advantages:
–  Easy to automate
–  Low test coverage tells you that you need to automate more of
your tests
–  High test coverage may not tell you much because this metric
is easy to game with low-quality tests

Build Status
•  Monitor the status of the build
•  Options:
–  Trend
–  Current status
•  Advantage:
–  Trend report useful to teams new to
continuous integration (CI)
–  Very useful indicator if build broken
for long time
–  Once you have implemented CI
effectively the trend metric loses
value

Net Promoter Score (NPS)
•  Net Promoter Score (NPS) measures the loyalty that exists between
a provider and a consumer
•  Application:
–  Gauge the loyalty of your customers
•  Advantage:
–  Indicates potential for revenue growth
–  Manually generated and easy to “fix” with enticements

Resource Utilization
•  Measure of the percentage of time that people
spend working. Typically calculated as
number of hours worked divided by number of
hours they should have worked
•  Application:
–  Matrix organizations where some (or most)
people aren’t “self starters” who need to be
assigned to work
•  Advantages:
–  Identify people available for work
–  Motivates you to build teams out of whom you
have available instead of whom would be a
good fit
–  Increases stress and motivates people to fill in
their time instead of to add value
–  Often results in little or no slack time

Skill Level
•  People are rated against desired
skills on a scale of 1 to N
•  Application:
–  Identify skills gaps
–  Justify training or coaching efforts
•  Options:
–  Individual or Team
–  Self or external assessment
•  Advantages:
–  Focuses training/coaching efforts
–  Easy to game, particularly with self-
assessment

Disciplined Agile Certifications
•  Measure adoption rate of the DA certifications
across your organization
•  Application:
–  Indicates skill and experience level of team
members
•  Advantage:
–  Measured from outside so difficult to game
–  When combined with other metrics can provide
an accurate estimate of the value of your
investment in training and coaching
–  Focuses training and coaching efforts
–  Need to invest in the training and coaching of
your staff over a long term basis
•  Knowledge
•  Knowledge
+ 2+ years experience
•  Knowledge
+ 5+ years experience
+ Give back

Lead and Cycle Time
•  Measure the length of time to develop a feature from concept to
cash
•  Application:
–  Identify places where you need to improve your process
–  Indication of time productivity: (Cycle Time-Internal Wait Time Within
Cycle)/Lead Time
•  Advantages:
–  Measures time-to-market, a critical business success factor
–  Looks at overall process, not just development
–  Can lead to finger pointing

Cost of Delay
•  A measure of the impact of time on the business outcomes we hope
to achieve
•  Application:
–  Input into work (feature or project) prioritization
•  Advantages:
–  Surfaces important financial considerations
–  Easy to game as you need to guesstimate the value curve(s)
–  Requires understanding of basic financial concepts

Cumulative Flow Diagram
•  Visualize the work effort of a team over time
•  Advantages:
–  Indicates potential bottlenecks in your process (bumps on the diagram)
–  Simple report commonly generated by agile management tools such as
JIRA, Rally, or VersionOne
–  Easy to “fix” because it shows
points of work, which are
manually guesstimated
0
10
20
30
40
50
60
70
80
90
May
'16
June
'16
July
'16
Aug
'16
Sept
'16
Oct
'16
Backlog
In Progress
Done

Supporting
IT Governance

IT Intelligence (Automated Dashboards)
•  Automated dashboard that summarizes the status for all of IT
•  Shows the entire portfolio:
–  Potential/suggested endeavors
–  Ongoing development endeavors
–  Operational solutions
•  Enables drill down into details

Rolling Up Metrics
Portfolio
Team
•  Measure against organizational goals
•  Overall indicator or category indicators
•  Organizational goals evolve slowly (~annually)
Program
•  Measure against program goals
•  Category indicators per sub-team
•  Program goals evolve quarterly (or thereabouts)
•  Measure against team goals
•  Specific metrics per team
•  Metrics evolve regularly as the situation evolves
•  Unique dashboard per team
*
0..1
*
11
0..*

Metrics Principles
•  There is no easy answer
•  Every metric has strengths and weaknesses
•  Compete against yourself
•  Measure to improve
•  You get what you measure
•  Measure outcomes at the team level
•  Each team needs a unique set of metrics
•  Team use metrics to self organize
•  Trust but verify
•  Adopt common metrics categories across teams
•  Don’t manage to the metrics
•  Automate wherever possible
•  Prefer trends over scalars
•  Prefer leading over trailing metrics
•  Prefer pull over push

Goal
Question
Metric

Some Potential Metrics
•  Iteration burndown
•  Velocity and Acceleration
•  Release burndown/up
•  Points/Value delivered
•  Code quality
•  Defect trends (by severity, by source)
•  Test coverage
•  Build status
•  Net promoter score (NPS)
•  Resource utilization
•  Team skill level
•  DA certifications
•  Lead and cycle time
•  Cost of delay
•  Cumulative flow diagram

Important Resources
Disciplined Agile IT Governance
Webinar: February 2017 Chapter 20: Governing
Disciplined Agile Teams
DisciplinedAgileDelivery.com

Got Discipline?
DisciplinedAgileConsortium.org
DisciplinedAgileDelivery.com
ScottAmbler.com

Shuhari and Disciplined Agile Certification
At the shu stage you are beginning to
learn the techniques and philosophies of
disciplined agile development. Your
goal is to build a strong foundation from
which to build upon.
At the ha stage you reflect upon and
question why disciplined agile strategies
work, seeking to understand the range
of strategies available to you and
when they are best applied.
At the ri stage you seek to extend and
improve upon disciplined agile
techniques, sharing your learnings with
others.

Scott Ambler + Associates is the thought leader behind the Disciplined
Agile Delivery (DAD) framework and its application. We are an IT
management consulting firm that advises organizations to be more
effective applying disciplined agile and lean processes within the
context of your business.
Our website is ScottAmbler.com
We can help

Measuring Agile: A Disciplined Approach To Metrics

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