How to track the agile program and what all metrics to use? Why agile metrics tracking is important?

1. Agile Metrics :
What to Measure and How?
Scrum User Group
Jakarta, 16 January 2019
Fauzan Feisal
CEO of Program Digital Amoeba
E : fauzanfeisal@telkom.co.id, fauzan.feisal@digitalamoeba.id

2. What’s AMOEBA..
CEO
CTOCMO
AMOEBA
CEO
CTOCMO
AMOEBA
CEO
CFOPMO
AMOEBA
MANAGEMENT
CEO
CTOCMO
AMOEBA
CEO
CTOCMO
AMOEBA
A cross functional team, so flexible, highly focused &
dedicated,
equipped with C-level authority for their project
Amoeba team is a hyper agile team
AMOEBAis aCORPORATESTARTUPprogram
withinTelkom Indonesia
Started from Jan 2017, we’ve developed 128 innovation teams from
469 submitted ideas, engaging >1.200 employees
TRUE&FULLY
DEDICATEDTEAM
FOUNDERLEVEL
AUTHORITHY

3. Do we need agility?
…
o yeah ...

4. … managing a group of 50 lady bugs on a panic elephant …
AMOEBA
Outstanding
teams
Out standing
teams
Newbie
innovation managers
Office politicians
Where’s the
results?!!
Where’s the
money?
The big bosses

5. We needto
prove,
we’re10x faster than
the parent
We needto prove
ourselves,that we’renot
that dumb …
We needto provewe’re
as fast as start-ups to
stay competitive
We needto be 5x faster than
startups, to provethat we have a
giant parent

6. Golden Circle Lean Startup Lean Canvas Business Model Canvas
Agile-ScrumDesign Thinking
So, we’rehighly dependent on standardized approaches …

7. … I’m the one decide
to invest in which
methods in the
program …

8. Scrum is our newecstasy …
Nearly-compulsory adoption for all levels: software developmentprojects, productdevelopment
projects, up to managerial projects
2-5xleaner
progression 2-4xfaster
progression
5xteam
learnings 3xflatter
structure
3xexpandable
capacity
Numbers are within our internal cases and rough estimation only, used as professional judgement to continue/discontinue adoption

9. Dowe use metrics?? … well, we’reoverloaded …
BUSINESS
METRICS
INNOVATION
METRICS
TEAM
METRICS
METHOD
METRICS
Agile Metrics is here!!!

10. Examples …
BUSINESS
METRICS
INNOVATION
METRICS
TEAM
METRICS
METHOD
METRICS
A new product portfolio
contribute at least Rp 100 bio
revenue annually to enterprise
division in 2020;
VR/AR services
• Generate new revenue of Rp 1
bio in the next 3 months;
• 3 concurrent projects delivery
in a month capacity;
• Projects delivered successfully
to at least 3 clients;
Deal with the team, get back to
them on the next 3 months to
discuss achievement (pre-scrum)
• Generating 100 leads assuming
only 10 for POC, and 3 deals;
• Prepare a comprehensive web
& mobile lab for marketing;
• Test at least 2 delivery
partners, 2 content partners,
and 2 platform partners;
• Test at least 1 other industries
as target market;
• Expand team 2x size every
month to test capacity;
• etc.
Deal with the team on things
they can fully control, actively
discussed monthly (pre-scrum)
DESIGN SPRINT  CPO
• Prototype 3 validated within 3
weeks;
GROWTH HACKING  CMO
• 1.000 linked-in blast;
• Induction to industrial
association within 2 weeks;
AGILE/SCRUM  CTO
• Web: release 2 direct web
experience
• POC: release 3 mobile testing
package for training
• Platform: release 1 VR editing
& AR editing capabilities
• etc.
(usually more detailed &
technical, practical metrics used
only internally or special cases)
These are inspired by real cases in our program, yet still on going evaluation & improvement, based on team’s progress performance
Starting this January 2019, we’ll implement full scrum approach for all metrics measurement, in biweekly sprints as single touch point with the team
Within INCUBATION phase
(innovation managers
meet innovators)
Within ACCELERATION phase (innovation mgrs. meet innovators)
Legacy approach use only this
metrics to monitor product
development performance
Within internal innovator team,
Innov. mgrs. provide trainings

11. Ring-fencing
the targeted
environment
has always
been our top
priority
1st – we need to ensurewe’reagile-possible [1/3]

12. This assessment is indicative only, and primarily used for this session to maintain context of discussion
1st – we need to ensurewe’reagile-possible [2/3]
Customer satisfaction through early and continuous
software delivery
Accommodate changing requirements throughout the
development process
Frequent delivery of working software
Collaboration between the business stakeholders and
developers throughout the project
Support, trust, and motivate the people involved
Enable face-to-face interactions
Working software is the primary measure of progress
Agile processes to support a consistent development pace
Attention to technical detail and design enhances agility
Simplicity
Self-organizing teams encourage great architectures,
requirements, and designs
Regular reflections on how to become more effective
AGILE MANIFESTO
Developing by concept from the leader /
consultant (TOP DOWN DRIVEN)
Just do it as a plan, but ready for changes
(FLEXIBLE AT ANY TIME)
Build the perfect one and release to market.
(TIMED DELIVERY)
Developer team just tools for stakeholder to
realize leaders idea (TYPICAL BIZ-IT)
Segregation of duty (DISTRUST)
Team isn’t collocated, just meet in monthly
meeting (SILOS)
Release the product on schedule without
checking details (RESULTS ORIENTED)
Development depend on senior leaders priority
(GOVERNANCE AS DECIDER)
Attention in deliverables, less care about
experience (LOOKS THAN FEEL)
Simple (FOR LEADERS)
Developer team have a lot of project in one time
(TYPICAL ORG. STRUCTURE)
No feedback mechanism to enhance the
processes (NO WEAKNESS SHOWN)
TELKOM bynature
Validation comes first before we develop the product,
and keep going (USER DRIVEN)
Iteration its our core values, and voice of customer is
our priority (FLEXIBLE AT RATE)
Using plan and sprint to deliver the release (PHASES
RELEASES & TESTS)
Every team has a stakeholder as a sponsor of the
product (CROSSFUNCTIONAL TEAM)
Empowering teams (TRUST)
Team always collocated with the same passion and
their roles (COLLOCATED)
We’re testing before delivery release to customers
(RESPONSE ORIENTED)
With weekly review from budget to deliverable,
(GOVERNANCE AS PROTECTOR)
Team is always learning by doing every step in sprint
review (LOOKS AND FEEL)
Simple (FOR USERS)
Every team has ownership of the idea, and they’re
the C-levels (FOUNDER TEAM)
We’re always review every monthly to make it as a
plan effectively (OPEN MIND)
AMOEBA bydesign
QUALITY
over
everything

13. This assessment is indicative only, and primarily used for this session to maintain context of discussion
1st – we need to ensurewe’reagile-possible [3/3]
Values of the AgileManisfesto
Individuals and Interactions Over
Processes and Tools
Working Software Over Comprehensive
Documentation
Customer Collaboration Over Contract
Negotiation
Responding to Change Over Following a
Plan
TELKOM bynature
Processes and tools are the kings
(HISTORICALY: THE COMPANY)
Contract negotiation is us
(COMPLIANCE & RISK MITIGATION)
Comprehensive docs are critical
(ANTICIPATE PEOPLE MOBILITY)
Just follow the plan
(LEARNING BEFORE DOING)
Individuals and interactions worth more
(FUTURE: THE PEOPLE)
Just stay with the customer and user
(DESIGN PEOPLE MOBILITY)
You = collaboration level with customer
(ACCEPTANCE & PROBLEM SOLVING)
How’s your evolution?
(LEARNING BY DOING)
AMOEBA bydesign
yes, we’reagileready

14. 2nd – we need to ensure we’re staying on the ground
Principles we’re using in the program to stay on the ground, maintaining program objectives
% sprout of smileyfaces

15. 3rd – we need to ensure we’re using it properly
# of champions
https://www.sealights.io/software-development-metrics/10-powerful-agile-metrics-and-1-missing-metric/
https://www.extremeuncertainty.com/agile-metrics-ultimate-guide/
https://age-of-product.com/agile-metrics-good-bad-ugly/
Principles of good agile metrics

16. 4th – it’s a journey …
AMOEBA
128 teams and counting
AMOEBA
Highly passionate, ambitious,
critical, distinctively smart &
hyper-realistic teams
Hyper-blind, blunt, aristocratic,
absolutely blank with mental
blocks & aggressive teams
New kids on the block
(innovation managers)
… & many other
agile metrics
# of quality conversations

17. The arrangement of
product development
planning becomes clearer
Product/version release
becomes faster and
clearer
product development
feedback is faster and
clearer
Overall …
Example of top performers, which intensively adopting agile/scrum approach
arkademy.com ketitik.com

18. Thank you
and lets discuss …
@digitalamoeba
digitalamoeba
digitalamoeba
digitalamoeba.id