Measuring Agility and Deliver Business Goals Valtech Way
May 13, 2015
Measuring Agility and Deliver Business Goals Valtech Way
Business Goals – Lean Metrics
Customer Loyalty Quality , Innovation, On Time
Employee Motivation and Retention
Continuous Learning, Empowerment, Trust
Operational Excellence High productivity/ velocity
Stake holder Value : Profitability
Integrity – Agility - Excellence
Agility
Why need Agility:
•Empirical
•Evolving
•No similarity in projects
•Cannot define the scope in the beginning
How do we sustain :
•Continuous Improvement
•With minimum Metrics which are focused, relevant
•SMART Metrics
Customer Loyalty
Customer Loyalty is the differentiator
Customer satisfaction is taken for granted!
How will agile help organizations to achieve : Quality Delivery : Innovation and On Time Delivery.
Agile manifesto : Customer collaboration over contract negotiation, Responding to change over following a plan.
Early and continuous delivery of valuable software.
Harnessing change for customers competitive advantage working with the PO
Motivation!
Operational Excellence
Operational Excellence
Quality
Working software is considered as the primary measure of progress
Practices like ATDD, TDD, CI, Code Review and Pair Programming ensures the quality
Innovation
Productivity and Velocity
Stake Holder Value : Profitability
Measuring Agility
Metrics
Metrics should not motivate for
Valtech India Story on Agile Adoption
14
Corporate Mandate
• Agile as a differentiator.
• First attempt to make offshore delivery center as Agile.
• To Deliver with Agility in a cross cultural and distributed geographies.
Valtech Solution
• Valtech chief scientist stayed for around 6 months in Bangalore to transform Valtech India into Agile, through Training, Coaching, Mentoring and Certifications
• 2 Pilot projects for moving towards agile
• Infrastructural changes (cubicles to open workspace) and Dual Monitors for all the technical staff
Results
• 40 professionals trained as CSM in Aug 2006
• Valtech India Agile Bootcamp – Internal training series
• By mid of 2008, projects following Scrum - 90%
• Worked in projects of size up to 100, distributed teams at 5 different locations, running for more than 2 years
• Improved Productivity
• Decreased In-process defects density
• Effort estimation accuracy improved
A Local Case Study: Valtech-India Agile Adoption - Current Benefits
Increased customer satisfaction (Repeat orders from customers, client relationship running for more than 4+ years)
Agile emerged as one of our USPs; Started new service “Agile Transformation Services” in April 2009
High employee morale and Employee Longevity
Better work-life balance
15
Quantifying the Return
Co-located Team, Open Workspace, Dual
Monitors – better communication and
improved productivity
Agile at Valtech
Project Live Case Study
2011-2012
Adopted Practices from Scrum and XP
Technical Pragmatic SM and Product Owner
New Team
formed
Completely new to
Agile and Valtech
New Domain,
New Regulatory
Compliance
Requirements
Western African
Market,
New Country
Developing
Market,
Communication
Issues
Fixed bid
project
24 February 2012 19
Engineering Practices
• For Development – XP, a flavors of Agile was used. i.e.,
o Best Practices of XP used are - 3 weeks iteration
Design workshop
Unit Testing
Code review
Code Refactoring
Daily Build (Continuous Integration)
Dedicated Stabilization Iteration
• Use of Tools o Junit - Unit Testing
o JDepend - Automatically measure the quality of a design in terms of its extensibility, reusability, and maintainability
o PMD – Coding Standards
• Continuous Build using Jenkins
Measuring Agility
Objective of Measuring
Predictability
Value
Quality
Productivity
Good metrics should answer Essential Progress Questions
Is this release on-time?
Is this release healthy?
Essential Quality Questions
Is this release likely to be fit-for-release when it is ready-for-release?
Is this project (in general) and this release (in particular) effectively satisfying our customer’s needs?
Ultimate Diagnostic Question
What can be done to get this project back on-track?
0 0
20
30
35
28
38
40 40
0
5
10
15
20
25
30
35
40
45
1 2 3 4 5 6 7 8 9
Story Points Delivered
Story Points
Release Burndown
#23
Client
Productivity - HOURS Per Story Point
0 0
34 34
28
35
26 24.5 24
0
5
10
15
20
25
30
35
40
1 2 3 4 5 6 7 8 9
Productivity Hrs Per Story Point
24 February 2012 25
Metrics
Phase 1 -
Productivity: 28 hrs / FP
Total FP delivered: 112/150
Effort Variance: -1.33
Phase 2 –
Productivity: 16.5 hrs / FP
Total FP delivered: 117/149
Effort Variance: -1.19
Choose your Metrics wisely!
Line of code per developer Duplicate code
Number of Tasks completed Filler tasks
Total time worked End up in over time but no
progress