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AgileSparks' Way of
Measuring
Improvement
Transitioning
to Agile Can
Be...
Expensive
Risky
Painful
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
➽ ...
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/produ...
Employee
Engagement
“Before you win the
marketplace, you need to win
in the workplace”
eNPS + Some additional
drill-down q...
Speed and
Efficiency
From the time we commit, till the time we deliver (*)
Shorter lead time = Get feedback earlier, learn...
Speed
and
Efficienc
MMF-Level Lead Time; Organization-level KPI.
Meaningful to business.
User-Story-Level Lead Time - From...
1. # of escaping defects
2. # of hotfixes (unplanned releases)
3. % of velocity allocated to fixing problems (vs. new deve...
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 units
Process efficiency - Release setup...
Spare Slides
Our Organization
DEMAND,
OPPORTUNITIES
OUTCOME: HAPPY
EMPLOYEES,
CUSTOMERS,
SHAREHOLDERS
PROCESS
Our Organization
DEMAND,
OPPORTUNITIES
OUTCOME: HAPPY
EMPLOYEES,
CUSTOMERS,
SHAREHOLDERS
PROCESS
1. Bottom-line
2. Result
...
Leading vs. Lagging
DEMAND,
OPPORTUNITIES
OUTCOME: HAPPY
EMPLOYEES,
CUSTOMERS,
SHAREHOLDERS
PROCESS
1. Process
2. Leading
...
Example
DEMAND,
OPPORTUNITIES
OUTCOME: HAPPY
EMPLOYEES,
CUSTOMERS,
SHAREHOLDERS
PROCESS
Higher % of test cases automated
➽...
The AgileSparks Way Of Measuring Improvement On The Agile Journey/Transformation
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The AgileSparks Way Of Measuring Improvement On The Agile Journey/Transformation

The AgileSparks Way is our approach for how to run an Agile transformation/journey.

A key question is "Are we there yet?" or even "Are we on the right track?". This of course starts with making sure everyone understands WHY are we on this journey - in other words our goals/desired outcomes.

It continues with establishing key metrics/indicators - whether qualitative or quantitative -
to accompany each goal/desired outcome. While these are customized for each journey, we've helped people through enough journeys/transformations to actually notice patterns that can be a good starting point for the customization process.

This slide deck describes this set of metrics/indicators.

Learn more about the AgileSparks Way at https://www.agilesparks.com/about/theagilesparksway/

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The AgileSparks Way Of Measuring Improvement On The Agile Journey/Transformation

  1. 1. AgileSparks' Way of Measuring Improvement
  2. 2. Transitioning to Agile Can Be... Expensive Risky Painful
  3. 3. ARE WE MOVING FORWARD?
  4. 4. A year from now... How will you know the change made an impact?
  5. 5. Where are We? How are we Trending? CUSTOMER SATISFACTION QUALITYSPEED & EFFICIENCY EMPLOYEE ENGAGEMENT
  6. 6. 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
  7. 7. 1Customer Satisfaction ➽ Internal customers ➽ External customers when possible and relevant 1
  8. 8. 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
  9. 9. Employee Engagement “Before you win the marketplace, you need to win in the workplace” eNPS + Some additional drill-down questions 12
  10. 10. 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
  11. 11. Speed and Efficienc 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
  12. 12. 1. # of escaping defects 2. # of hotfixes (unplanned releases) 3. % of velocity allocated to fixing problems (vs. new development, and long term investment such as refactoring and automation) 14
  13. 13. Story-velocity # of User Stories delivered per month 15
  14. 14. Where are We? How are we Trending? CUSTOMER SATISFACTION QUALITYSPEED & EFFICIENCY EMPLOYEE ENGAGEMENT
  15. 15. Appendix More measurements you can consider
  16. 16. Flow efficiency - Total Lead time/Time in work, or Total lead time/Effort in time units Process 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 used Predictability - E.g. PI-level delivered BV vs. Planned BV.
  17. 17. Spare Slides
  18. 18. Our Organization DEMAND, OPPORTUNITIES OUTCOME: HAPPY EMPLOYEES, CUSTOMERS, SHAREHOLDERS PROCESS
  19. 19. Our Organization DEMAND, OPPORTUNITIES OUTCOME: HAPPY EMPLOYEES, CUSTOMERS, SHAREHOLDERS PROCESS 1. Bottom-line 2. Result 3. Lagging
  20. 20. Leading vs. Lagging DEMAND, OPPORTUNITIES OUTCOME: HAPPY EMPLOYEES, CUSTOMERS, SHAREHOLDERS PROCESS 1. Process 2. Leading 3. “How”
  21. 21. Example DEMAND, OPPORTUNITIES OUTCOME: HAPPY EMPLOYEES, CUSTOMERS, SHAREHOLDERS PROCESS 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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