Agile Metrics Synerzip Webinar

Agile Metrics, Value, and Software
Don McGreal
don.mcgreal@improvingenterprises.com
@donmcgreal
linkedin.com/in/donmcgreal
www.synerzip.com www.synerzip.com
Agenda
1. Types of Metrics
2. Problems with Metrics
3. Metrics in Software Development
4. Evidence-Based Management
5. Questions
How do you measure progress on your software
projects?
How about value?
What is Value?
val·ue
noun
the regard that something is held to deserve; the importance,
worth, or usefulness of something.
For companies, it is always presented in money terms.

Profit derived from the use of a product or service
Delivery Metrics Owner Metrics
Pizzas Delivered per Trip Revenue

Time taking an order Investments/Costs
Time for Delivery Customer Satisfaction
Miles per Delivery Repeat Customers
Fuel Used Employee Satisfaction
Order Accuracy (Quality) Growth
Route Efficiency Market Drivers & Trends
Orders per Driver Market Share
Circumstantial Direct
Velocity Revenue
Number of Tests Per Release
Code Coverage Per Employee
Defects Investments/Costs
Coupling Customer Satisfaction
Cohesion Employee Satisfaction
Code Complexity Lead & Cycle Time
Build Failures Innovation Rate
Process Adherence Customer Usage
So what?
3 Challenges
1. Efficiency
Cargo Cults
1. Efficiency
Using circumstantial metrics as your main guide

can lead to more overhead and waste.
2. Vision
Are we aligned?
2. Vision
Using circumstantial metrics as your main guide

can misalign the business and the delivery
organizations.
3. Incentive
Suboptimal Metrics Source: Robert D. Austin, Measuring and

Managing Performance in Organizations
measurement
indicators
Performance
true
performance
Time
3. Incentive
Once a measure of performance is made a

target or incentive for the purpose of driving
behavior, it loses the information content that
qualifies it to play such a role.
This is even more true of circumstantial metrics.
Who?
Pizzas Delivered per Trip Revenue

Time taking an order Investments/Costs
? Time for Delivery
Miles per Delivery
Customer Satisfaction
Repeat Customers
?
Fuel Used Employee Satisfaction
Order Accuracy (Quality) Growth
Route Efficiency Market Drivers & Trends
Orders per Driver Market Share
Who?
Velocity Revenue
Number of Tests Per Release
? Code Coverage
Defects
Per Employee
Investments/Costs
?
Coupling Customer Satisfaction
Cohesion Employee Satisfaction
Code Complexity Lead & Cycle Time
Build Failures Innovation Rate
Process Adherence Customer Usage
Agile Development
Teams Have Organizational Impediments
impediments management
Management Makes Investments
training,
coaching,
impediments management infrastructure,
tools,
facilities
But how do we know

these investments
are making a
difference?
Evidence Based Medicine
1. Frame a proper, pertinent,
focused, and answerable question
1. Systematically assemble best

available evidence
2. Clinically appraise evidence for

validity and usefulness
3. Apply results in practice of the art
4. Evaluate performance
Evidence Based Management
http://www.ebmgt.org/
Revenue per Release Installed
Employee Frequency Version Index
Product Cost
Release Usage Index
Ratio
Stabilization
Employee Innovation
Satisfaction Rate
Cycle Time
Customer
Satisfaction Defects
Current Value Time to Market Ability to Innovate

Diagnose
Direct Evidence Circumstantial Evidence
Improve
Tracking Metrics
Tracking Metrics
Tracking Metrics
Sales
Employee Satisfaction
So…
Agility isn’t just for IT.
Agility can provide the business with a true
competitive advantage.
The right measurements are essential for this.
They can improve communication, productivity,
and business alignment.
Thank You!
Don McGreal
don.mcgreal@improvingenterprises.com
@donmcgreal
linkedin.com/in/donmcgreal
www.synerzip.com
Hemant Elhence
hemant@synerzip.com
469.322.0349
•28
84
www.synerzip.com
Synerzip in a Nutshell
1. Software product development partner for small/mid-sized technology
companies
• Exclusive focus on small/mid-sized technology companies, typically venture-backed
companies in growth phase
• By definition, all Synerzip work is the IP of its respective clients
• Deep experience in full SDLC – design, dev, QA/testing, deployment
2. Dedicated team of high caliber software professionals for each client
• Seamlessly extends client’s local team, offering full transparency
• Stable teams with very low turn-over
• NOT just “staff augmentation”, but provide full mgmt support
3. Actually reduces risk of development/delivery
• Experienced team - uses appropriate level of engineering discipline
• Practices Agile development – responsive, yet disciplined
4. Reduces cost – dual-shore team, 50% cost advantage
5. Offers long term flexibility – allows (facilitates) taking offshore team captive –
aka “BOT” option
www.synerzip.com
Our Clients
www.synerzip.com
Thanks!
Call Us for a Free Consultation!
Hemant Elhence
hemant@synerzip.com
469.322.0349
www.synerzip.com

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Agile Metrics, Value, and Software

For companies, it is always presented in money terms.

Pizzas Delivered per Trip Revenue

Using circumstantial metrics as your main guide

Using circumstantial metrics as your main guide

Suboptimal Metrics Source: Robert D. Austin, Measuring and

Once a measure of performance is made a

This is even more true of circumstantial metrics.

Delivery Metrics Owner Metrics

Pizzas Delivered per Trip Revenue

Delivery Metrics Owner Metrics

But how do we know

1. Systematically assemble best

2. Clinically appraise evidence for

3. Apply results in practice of the art

Current Value Time to Market Ability to Innovate

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