Why and how are agile teams using metrics? Eetu Kupiainen, Mika Mäntylä & Juha Itkonen Aalto University, Finland

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1 Why and how are agile teams using metrics? Eetu Kupiainen, Mika Mäntylä & Juha Itkonen Aalto University, Finland

2 Systematic Literature Review

3 Systematic Literature Review Method: Qualitative coding of the primary studies

4 Categories for metric usage (why and how) Iteration planning tracking Process Identifying problems Changes processes Quality Pre-release Post-release Motivating and improving

5 Iteration planning Why o Prioritization tasks o Scoping the iteration o Effort prediction Metrics o E.g Effort estimate, actual velocity of previous iteration, team s available hours

Iteration planning, case example VeriSign Managed Security Services o Complex multi-product development organization o Need for prioritization of backlog o One attribute for prioritization is

6 Iteration planning, case example VeriSign Managed Security Services o Complex multi-product development organization o Need for prioritization of backlog o One attribute for prioritization is customer commitments in dollars P. Hodgkins and L. Hohmann. Agile program management: Lessons learned from the verisign managed security services team. In Proceedings - AGILE 2007, pages 194{199, Washington, DC, 2007.

7 Iteration tracking Why Monitoring (Are we going to make it?) o Reduce scope, add more resources Visibility for all stakeholders Balance workflow Metrics Velocity / Burndown, completed work items

Hazzan, and A. Keren. Agile metrics at the israeli air force.

8 Iteration tracking, case example Mamdas, Israel Air Force Large-scale information system Y. Dubinsky, D. Talby, O. Hazzan, and A. Keren. Agile metrics at the israeli air force. In Proceedings - AGILE Confernce 2005, volume 2005, pages 12-19, Denver, CO, 2005.

Quality Pre and post-release Why Prevent defects reaching customer, understand quality of the product, allow further development Evaluate quality of product after release Metrics

9 Quality Pre and post-release Why Prevent defects reaching customer, understand quality of the product, allow further development Evaluate quality of product after release Metrics Technical debt board and -costs, static code check metrics, faults per iteration Defects sent by customer, Net-Promoter-Score, change requests from customers, defect counts, deferred defects

Visualizing and managing technical debt in agile development: An experience report. In H. Baumeister and B.

10 Quality - Technical debt board Petrobras, software for oil and gas industry Scrum P. S. M. dos Santos, A. Varella, C. R. Dantas, and D. B. ao Borges. Visualizing and managing technical debt in agile development: An experience report. In H. Baumeister and B. Weber, editors, Agile Processes in Software Engineering and Extreme Programming, volume 149 of Lecture Notes in Business Information Processing, pages Springer, 2013.

11 Process - Identifying problems & Change Why Identify and predict problems Identify phases where no value is added Metrics Lead time, common tempo time, defect trend indicator

Lean principles and techniques for improving the quality and productivity of software

12 Identifying process problems: case Timberline, now part of Sage Software for construction industry, Lean P. Middleton, P. Taylor, A. Flaxel, and A. Cookson. Lean principles and techniques for improving the quality and productivity of software development projects: A case study. International Journal of Productivity and Quality Management, 2(4): , 2007.

Changes in processes, case Ericsson AB, telecom and multimedia,scrum Competitive advantage through customer responsiveness -> increase throughput -> measure rate of requirements over phases ->

13 Changes in processes, case Ericsson AB, telecom and multimedia,scrum Competitive advantage through customer responsiveness -> increase throughput -> measure rate of requirements over phases -> identify bottlenecks ->improve process -> integrate early and often K. Petersen and C. Wohlin. Measuring the flow in lean software development. Software - Practice and Experience, 41(9): , 2011.

14 Motivating and improving Why Motivate team to act and improve o E.g Fix build faster, fix bugs faster, increase unit testing Metrics Build status, defect amounts, # of unit tests

15 Motivating and improving, example Systematic, complex and critical IT solutions, ScrumFDD Unanticipated integration problems -> fixlater mentality -> measure fix time for failed builds -> show fix times next to the coffee machine -> create discussion and improvement C. Jakobsen and T. Poppendieck. Lean as a scrum troubleshooter. In Proceedings Agile Conference, Agile 2011, pages , Salt Lake City, UT, 2011.

16 Ongoing work: Most important metrics

17 Why and how are agile teams using metrics? Eetu Kupiainen, Mika Mäntylä & Juha Itkonen Aalto University, Finland

Why Are Industrial Agile Teams Using Metrics and How Do They Use Them?

Why Are Industrial Agile Teams Using Metrics and How Do They Use Them? Eetu Kupiainen Department of Computer Science and Engineering Aalto University FI- 00076 AALTO, FINLAND eetu.kupiainen@aalto.fi Mika