High Maturity Agile Metrics, Not Your Parents’ Software Metrics

As we modernize software development to accelerate value delivery, we need to revisit the metrics we use to effectively measure value delivery. As a digital company, we are on a journey of continuous improvement in our software development practices. Operating on a high maturity agile process baseline for more than 12 years, and with deep experience in Agile software development and a commitment to Scaled Agile Framework® (SAFe), we have continuously refined our metrics management approach in order to maximize value and predictability of value delivered.

In our commitment to serving the goal of the Lean Agile Mindset, we began developing what we call “High Maturity Agile Metrics.” These measures extend our view of performance from traditional lagging indicators that tell teams how they did, to include leading performance indicators that provide predictive views of how teams will do moving forward. We do not suggest that the traditional lagging indicators are not important. They provide important information. However, it is the leading indicators that allow us to more effectively forecast and manage our projects based on team capacities.

This presentation will introduce a framework of seven high maturity agile metrics that we are using for agile delivery today. This framework is a result of our journey of continuous improvement. These metrics, such as Velocity Trends (to improve predictability of what a team can deliver future sprints) and Commitment Reliability (to identify opportunities to improve delivery against sprint commitments), show us the value we should reasonably expect to deliver over the course of our iterations and program increments, based on the agile teams we apply. They are considered high maturity since the agile teams operating at the lower levels may not be able to produce these metrics, and even if they produce, they will not be able to meet the business objectives, based on the "range" they come in.

These high maturity metrics paint a picture of “the art of the probable,” the audience will understand what high maturity metrics some of the matured agile teams produce and what those metrics mean. The audience also will benefit by knowing "these" metrics are the leading indicators and be able to estimate/predict the teams' future delivery or take corrective actions, as the case may be.

 
 

Outline/Structure of the Talk

It's a PowerPoint presentation type of the presentation with Q&A session at the end

Learning Outcome

Objective is for the audience to leverage this material to improve the oversight of agile development and sustainment programs

Target Audience

Agilist, Business leaders, Development teams

Prerequisites for Attendees

Basic knowledge of agile/scrum, agile concepts, agile metrics

schedule Submitted 1 month ago

Public Feedback

comment Suggest improvements to the Speaker
  • George Dinwiddie
    By George Dinwiddie  ~  1 month ago
    reply Reply

    I like these aspects of the submission, and they should be retained:

    • ...

    I think the submission could be improved by:

    • The abstract should hook the target audience and let them know what they will gain by attending the talk. What problems do these metrics solve for them?
    • The outline should let the reviewers know what you're going to do in the talk. What else is there besides Velocity Trend and Commitment Reliability? How do you use these metrics? What makes them "high maturity?"
    • Kishore Nakka
      By Kishore Nakka  ~  1 month ago
      reply Reply

      Thank you George for your comments.

      The audience will understand what high maturity metrics some of the matured agile teams produce and what those metrics mean. The audience also will benefit by knowing "these" metrics are the leading indicators and be able to estimate/predict the teams' future delivery or take corrective actions, as the case may be.   

      They are considered high maturity since the agile teams operating at the lower levels may not be able to produce these metrics, and even if they produce, they will not be able to meet the business objectives, based on the "range" they come in.

      There are a total of 7 metrics that I am going to talk about, Velocity Trend and Commitment Reliability are two of those seven.

      I will update the abstract and re-submit.

      Thank you so much

      Kishore