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