AgileSparks' Way of Measuring Improvement
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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
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