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Heitor Roriz Filho, MSc, CSTAgile Coach and Trainer

17+ years experience in IT market

Software developer and

Systems Analyst◦ Natural, Cobol, Clipper, Delphi, Java

2+ in the role of ScrumMaster, Product Owner and team member

Training and coaching since 2007

Agile Coach and Trainer, Massimus◦ English, Portuguese, Spanish and German

Coach and Trainer Partner, Rally Software

www.massimus.com

Trainings◦ CSM, CSPO

◦ Scrum for PMPs (PMI-ACP prep course)

Agile Coaching◦ A Scrum Coach not only has stories to tell and

answers to give, above all he has the rightquestions for each occasion. He is very good in recognizing potential.

www.massimus.com

Regularly measures and monitors progress in order to identify variances from the plan

Also allows corrective action to be taken when necessary to meet project objectives

Strongly related to measurement

Not only track, but steer

Thanks to Dave Nicolette for the example of metricsfound in this presentation

Some words from the traditional world do notsound nice in Agile

In big projects good practices found in a compendium like the PMBOK are a helpfulextension

OrganizationDevelopment

Focus on people

Agile Manifesto

Train and be a companion to the team◦ Make sure they understand the process

◦ Warranty continuos improvement

◦ Decrease measurement impacts

Align expectations

Observation

Comparison

Take a step back: define metrics◦ What will be measured

◦ How will be measured

◦ Who will measure

◦ Effects of measurement

Hawthorne Effect: we impact what wemeasure

Size: something that can be counted and measured.

Effort: the actual hours needed to develop a software or piece of product.

Duration: time to get something done.

Cost: strongly correlated with effort.

To plan - When we have to do something? To Program - In what order we do things? To contract - Do we need more people to do

the job? To quote - What will it cost? To guide investment - Are we doing

something worthwhile?

We estimate to approximate the real, right?

It feels good Answer “boss” requests I am used to do that way Fool ourselves and others: when will the

project be finished?

Think about what you are going to measurebefore starting measuring it

Is it really meaningful?

Answer the following questions:1. Are you using them for adjustment of any BPUF

(Big Plan Upfront) attempt?2. Do you present only time as the most important

constraint despite quality? 3. Does your team feel uncomfortable with the

measurement?4. Do you compare real vs. planned and tosses back

to your team taking no further action?5. Does you client takes part in your definition of

quality?6. Does you definition of success relates only to the

traditional Iron Triangle constraints?

Einstein’s Wisdom

Measuring outcome, not activity.

Collaboration with the client means: Deriving common and meaningful metrics together

with the client

Internal metrics (those pertaining to theorganizational process) complement outcomemetrics

Defining quality as having its role fromspecification until delivery

“Our highest priority is to satisfy the customer through early and continuous delivery of

valuable software.”

and

“Working software is the primary measure of progress.”

By Dave Nicollette

Graphic from Dave Nicolette

0

2

4

6

8

10

12

Running Tested Features

RTF

Iteration

Fe

atu

res

PrincipleWorking software is the primary measure of progress.

InformationalDirect measure of delivered results.

DiagnosticIf flat or declining over time, a problem is indicated.

MotivationalTeam members naturally want to see RTF increase.

PrincipleOur highest priority is to satisfy the customer through early and continuous delivery of valuable software.

InformationalDirect measure of customer-defined value delivered.

DiagnosticTrend should be a steep curve; otherwise, problems in prioritization or valuation are indicated.

MotivationalTeam members like to deliver value because it makes them feel they are contributing to the success of the organization. Stakeholders are motivated to pay attention to the business value of incremental releases.

Revenue

Cost savings

Market share

Customer relations

Reputation

Any formula you want

You can have it very simple, too...

As a Team Member, I want

to work in a great team

As a Product Owner, I want to

the best ROI.

As a Team Member, I want

to work in a great team

As a Product Owner, I want to

the best ROI.

As a CSM, I want to have a senior

Team.

As a Team Member, I want

to work in a great team

As a CSM, I want to have a senior

Team.

As a Team Member, I want

to work in a great team

As a Product Owner, I want to

the best ROI.

As a Product Backlog, I want

to change all the time that is need,

to be able to become a great

product.

As a Product Backlog, I want

to change all the time that is need,

to be able to become a great

product.

As a CSM, I want to have a senior

Team.

As a Team Member, I want

to work in a great team

As a Product Owner, I want to

the best ROI.

As a Product Backlog, I want

to change all the time that is need,

to be able to become a great

product.

As a CSM, I want to have a senior

Team.

As a Product Owner, I want to

the best ROI.

As a Product Backlog, I want

to change all the time that is need,

to be able to become a great

product.

As a Team Member, I want

to work in a great team

As a CSM, I want to have a senior

Team.

As a CSM, I want to have a senior

Team.

As a Product Owner, I want to

the best ROI.

As a CSM, I want to have a senior

Team.

As a Product Owner, I want to

the best ROI.

As a Product Backlog, I want

to change all the time that is need,

to be able to become a great

product.

As a Team Member, I want

to work in a great team

As a CSM, I want to have a senior

Team.

As a Team Member, I want

to work in a great team

As a CSM, I want to have a senior

Team.

As a Product Owner, I want to

the best ROI.

As a CSM, I want to have a senior

Team.

As a Product Owner, I want to

the best ROI.

As a Team Member, I want

to work in a great team

As a CSM, I want to have a senior

Team.

This picture is a courtesyof Michel Goldenberg

Quick registrationprocess

0.4

User accountregistration

0.7

Accountprocessing

0.3

As a user I can entermy data to get

registered

0.4

As a user I can enterpayment data to have a

valid account

0.6

As a financial analyst I need to check on user

data to release payment

0.1

The objective represents 40% of a client’s requirement.

Registrationrepresents 70% of theobjective.

The story implements60% of registration

value

% Delivered Value: 0.4x0.7x0.6 = 16.8%

Mesuring velocity

PrincipleOur highest priority is to satisfy the customer through early and continuous delivery of valuable software.

InformationalEmpirical observation of the team’s capacity for work; useful for projecting the likely completion date of a given amount of scope; useful for estimating the amount of scope that can be delivered by a given date.

DiagnosticPatterns in trends in velocity indicate various problems; provides a baseline for continuous improvement efforts

MotivationalTeam members take pride in achieving a high velocity and keeping it stable.

The burndown chart tells us in a visual wayhow much work has been completed.

It can be relative to an iteration or to thewhole project.◦ In the latter case we have in the X-axis the

iterations of the project. In either case, we can use in the Y-axis either the number of Story Points ofUser Stories or the Ideal Hours of tasks.

Burndown Chart

0

200

400

600

800

1000

1200

1400

1600

1800

2000

Initial 2 3 4 5 6 7 8 9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29

Scrum Team Alpha

Scrum Team Beta

Scrum Team Gamma

TOTAL

Project Portfolio Management is a challenge for allinterested in managing several projects

Agile Project Portfolio Managers should be able to answer questions like:◦ How to deal with different project areas?

◦ How to mirror actual project quality to the portfolio level?

◦ How effectively manage using indicators? What metrics are meaningful?

◦ What is the Agile definition of a successful project?

But this is another story...

Heitor Roriz Filho, MSc, CST

Agile Coach and Trainer

hroriz@massimus.com

http://www.massimus.com

http://br.linkedin.com/in/hroriz

@hroriz

An Introduction to

Agile Monitoring & Control

and Agile Metrics

@massimusct