This topic covers how the organisation uses the agile methods and measurements to achieve business goals, the correlation between the two and the minimum required metrics to continuously monitor and improve the value for customer.

1. Measuring Agility and Deliver Business Goals
Valtech Way

2. 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

3. Integrity – Agility - Excellence

4. 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

6. 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

7. Motivation!

8. Operational Excellence

9. 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

10. Stake Holder Value : Profitability

11. Measuring Agility

12. Metrics

13. Metrics should not motivate for

14. Valtech India Story on Agile Adoption
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
14

15. Quantifying the Return
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

16. Agile at Valtech
Co-located Team, Open Workspace, Dual
Monitors – better communication and
improved productivity

17. Project Live Case Study
2011-2012

18. Western African
New Team Market,
formed New Country
New Domain,
New Regulatory
Compliance Developing
Requirements Market,
Communication
Completely new to Issues
Agile and Valtech
Fixed bid
project
Adopted Practices from Scrum Technical Pragmatic SM and
and XP Product Owner

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
24 February 2012 19

20. Measuring Agility
Objective of Measuring
 Predictability
 Value
 Quality
 Productivity

21. 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?

22. Story Points Delivered
45
40 40 40
38
35 35
30 30
28
25
20 20 Story Points
15
10
5
0 0 0
1 2 3 4 5 6 7 8 9

23. Release Burndown
Client
#23

24. Productivity - HOURS Per Story Point
40
35 35
34 34
30
28
26
25 24.5 24
20
Productivity Hrs Per Story Point
15
10
5
0 0 0
1 2 3 4 5 6 7 8 9

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
24 February 2012 25

26. 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