The AgileSparks way of measuring improvement

AgileSparks' Way of Measuring

Improvement

Transitioning to Agile Can Be...

ExpensiveRiskyPainful

ARE WE MOVING

FORWARD?

A year from now...How will you know the change made an impact?

Where are We?How are we Trending?

CUSTOMER SATISFACTION

QUALITYSPEED & EFFICIENCY

EMPLOYEE ENGAGEMENT

The AgileSparks Success Metrics

➽ Inclusive - Panoramic view of improvement➽ Universal - Relevant to all organizations➽ Painless - Relatively easy to measure and track➽ Periodical - Trend is more important than current value➽ Guiding - Help us steer toward success together

1Customer Satisfaction➽ Internal customers➽ External customers when possible and relevant

1

Fully Disagree Fully Agree

0 1 2 3 4 5 6 7 8 9 10

Do you agree with the statement:I would recommend ACME’s services/product to other organizations

Net Promoter Score

Employee Engagement“Before you win the marketplace, you need to win in the workplace”

eNPS + Some additional drill-down questions

12

Speed and Efficiency

From the time we commit, till the time we deliver (*)

Shorter lead time = Get feedback earlier, learn faster, change direction faster, provide better service, more value earlier, more predictability etc.

What is the lead time today?

How can we reduce it?

How will we measure it?

13

(*) - If delivery is out of our scope, till the time it is ready to be delivered

Lead Time

Speed and Efficiency

MMF-Level Lead Time; Organization-level KPI. Meaningful to business.

User-Story-Level Lead Time - From the moment it is pulled into development, till the moment it is ready to be delivered. Leading indicator.

13Lead Time

1. # of escaping defects2. # of hotfixes (unplanned releases)3. % of velocity allocated to fixing problems (vs. new development, and

long term investment such as refactoring and automation)

14

Story-velocity# of User Stories delivered per month

15

Where are We?How are we Trending?

CUSTOMER SATISFACTION

QUALITYSPEED & EFFICIENCY

EMPLOYEE ENGAGEMENT

Appendix

More measurements you can consider

Flow efficiency - Total Lead time/Time in work, or Total lead time/Effort in time unitsProcess efficiency - Release setup time (transaction cost) - How long/How much effort from a small feature being done-done by a team, till it is released and usedPredictability - E.g. PI-level delivered BV vs. Planned BV.

Spare Slides

Our Organization

DEMAND, OPPORTUNITIES

OUTCOME: HAPPY EMPLOYEES, CUSTOMERS,

SHAREHOLDERSPROCESS

Our Organization

DEMAND, OPPORTUNITIES

OUTCOME: HAPPY EMPLOYEES, CUSTOMERS,

SHAREHOLDERSPROCESS

1. Bottom-line2. Result3. Lagging

Leading vs. Lagging

DEMAND, OPPORTUNITIES

OUTCOME: HAPPY EMPLOYEES, CUSTOMERS,

SHAREHOLDERSPROCESS

1. Process2. Leading3. “How”

Example

DEMAND, OPPORTUNITIES

OUTCOME: HAPPY EMPLOYEES, CUSTOMERS,

SHAREHOLDERSPROCESS

Higher % of test cases automated ➽ Easier & faster to release, more test coverage

Defects are found earlier and are cheaper to fix ➽ More responsive to clients, better quality

➽ Better customer satisfaction

PROCESS