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- 4 - Metrics Support Desired Outcomes Outcomes require Decisions require Insights require Measurements Measurements inspire Insights inform Decisions drive Outcomes


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- 5 - Agility Throughout the Business System


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- 6 - Enterprise Scale Agile Teams working together deliver value faster


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Cadence and Synchronization - 7 - RELEASE PLANNING DEMO & RETROSPECTIVE RELEASES / MILESTONES ITERATIONS (Synchronized)


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Organized for the Work - 8 -


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Measure and improve performance Guide team execution and value delivery Correlate value delivered with strategic priorities - 9 - How Metrics Can Help You Succeed


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Build an effective measurement plan Identify traps and actively manage them Inspect and adapt! - 10 - How Do You Get There?


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Agile Metrics to Guide Delivery Will we meet our delivery commitments? - 11 -


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Agile Teams Will we complete our work in an iteration (stories, tasks, defects, etc.)? Agile Delivery Groups Will we meet our plan objectives (features, milestones, quality, etc.)? - 12 - Agile Steering


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13 Oh my!


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- 14 - Maturity and Metrics


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- 15 - Maturity and Metrics


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- 16 - Teams: Healthy Cumulative Flow


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- 17 - Cumulative Flow: WTWF


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- 18 - Teams: Consistent Iteration Health Message


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- 19 - Delivery: Release Tracking


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- 20 - Delivery: Plan and Milestone Progress


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- 21 - Delivery: Initiative Progress


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- 22 - Delivery: Feature Responsiveness


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- 23 - Delivery: Performance Consistency


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Data-driven Continuous Improvement How do we achieve our goals over time? - 24 -


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Performance KPIs Are our teams healthy? How much can we predictably deliver? What improvements would we value most? What improvement action will we try next? - 25 - Performance Metrics Support Outcomes


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- 26 - Software Development Performance Index


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- 27 - Findings 160,000 50,000 13,000


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- 28 - SDPI Dimensions Productivity = Throughput Predictability = Consistency of throughput Responsiveness = Time in process (TiP) Quality = Released defect density


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The Impact of Agile Quantified - 29 -


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Work Interacts (Through Workers) … - 30 - … and Impacts Throughput


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- 31 - Work in Process


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- 32 - Limit WiP Key Findings Teams that aggressively control WiP: Cut time in process in half Have ? as many defects But have 34% lower Productivity Recommendations If your WiP is high, reduce it If your WiP is already low, consider your economic drivers If Productivity drives your bottom line, don’t push WiP too low If Time To Market drives your bottom line, push WiP as low as it will go


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- 33 - “We can see that there is almost a 2:1 difference in throughput between teams that are 95% or more dedicated compared with teams that are 50% or less dedicated.” Stable Teams


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Boost Efficiency and Innovation “We uncovered the performance costs of unstable teams … and are seeing 30 - 50% improvements in both cost and delivery duration compared to similar waterfall projects.” – Michael Santoro, Director, GVS Global Business Partnership Team


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Recommendations Limit WiP If practicing Scrum, use two-week iterations; task out stories Size teams appropriately: 7 +/- 2 for balanced performance (larger teams are okay) Have dedicated and stable teams Encourage small stories - 35 -


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Traps What will impede our outcomes? - 36 -


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Common Metrics Traps Manipulation Unbalanced metrics Costly KPIs Availability bias Mechanical decision-making False negatives - 37 -


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- 38 - False Negatives


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Data Integrity Checks for Insights Quality stories (avoid stories that are really tasks and/or fake stories) Mapping kanban states to schedule state values (especially in-progress and accepted) Quantity of in-progress split stories (splitting stories at the end of the iteration) Defect state value accuracy Consistent use of defect environment field value Consistent use of defect priority field - 39 -


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- 40 - Use Case: Annual Company Disruptions


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The Seven Deadly Sins of Agile Measurement Whitepaper The Impact of Agile Quantified: SDPI Whitepaper Agile Reports and Metrics Rally Help Rally Success Program - 41 - To Learn More...


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