30. Panopticode shows the hot spots in code
where there are intersections between low
test coverage, high volatility and high
complexity.
31.
32. In the end code metrics can help remove
uncertainty from delivery and build a
system with a longer life span, lower cost
of change.
33.
34. Metrics smorgasboard
Velocity: Number of story points completed in any given iteration. % Unit Test coverage.
Number of story points started in a given iteration. Acceptance Tests
Total Number of Story points remaining in the project. Total number of Acceptance tests per iteration.
Total Number of 'new' story points in project. Automated
Non Automated.
Number of stories added to the project in a given iteration.
Number of story points added to the project in a given iteration.
Total Acceptance tests passing per iteration.
Total number of stories in project. Total acceptance tests failing per iteration.
Total number of story points in project. Total acceptance tests ignored per iteration.
Resources: Total automated Acceptance tests in project.
Total non automated Acceptance tests in project.
Planned man days available per iteration. % Automated.
Actual man days used per iteration.
Defects (Bugs identified post development).
Total man days accrued on project to date. Total number of defects per iteration.
Total man days remaining on budget. Total number of defects by severity.
Total Man days lost to non project work.
Quality.
Financials: Unit Tests
Total number of unit tests per iteration.
Cost per iteration. Total Unit tests passing per iteration.
Cost per release. Total Unit tests failing per iteration.
Total Unit tests ignored per iteration.
Total days worked on Project.
Total days worked by resource type.
Monthly spend.
Total Monthly spend.
Total Cost to date
Total Cost to complete.
Estimated Cost at complete.
44. Goal: I want to understand the capacity of
the team and how it changes.
Q: Will defects affect the predictability of
delivery?
45. Hypothesis: we can use yesterdays weather
to predict how much we can get done next
time.
46. Velocity is simply the number of Story points
delivered last time used as a predictor for
next time…
47.
48. Goal: I want to reduce waste in my process
and deliver value to the customer as often as
possible.
Q: Where are the bottle necks in my
development process?
49.
50.
51. Goal: I don’t want any nasty surprises late in
the project that will affect the predictability
of delivery.
Q: Will defects affect the predictability of
delivery?
52. 90
80
70
60
# of working Acc Tests
50
Not wor k ing
Wor k ing
40
30
20
10
0
Mon Tue Wed Thur Fri Mon Tue Wed Thur Fri Mon Tue Wed Thur Fri
Date
53.
54. At this point things can become less
quantitative and more qualitative…
55. Goal: I want to build capabilities that allow
me to repeatably deliver high value
products/services.
Q: Are my teams developing repeatable
capabilities?
57. Goal: I’m a low risk business, if one project
fails this year I don’t want it to sink the
organization!
Q: What is the risk profile of my project
portfolio?
65. Net Promoter Score: would you recommend
us to a friend or Colleague?
P – D = NPS
The difference between the number of
Promoters and number of Detractors = Net
Promoter Score (NPS)
66. Goal: To leverage our strategy to make our
enterprise successful.
Q: Do our projects align with the vision of our
organization?
68. Inspire customers to enjoy the daily pleasure
of Peet's Coffees & Teas by providing a
distinctive, superior product, superior coffee
and tea knowledge and superior service to
every customer, every day.
69. The balanced score card.
Typical Key Performance indicators:
Financial
Cash Flow
ROI
Financial Result
Return on capital employed
Return on equity
Customer
Delivery Performance to Customer - by Date
Delivery Performance to Customer - by Quantity
Internal Business Processes
Number of Activities
Opportunity Success Rate
Learning & Growth
Investment Rate
Illness rate
