10 Steps to Better Outcomes by Using Metrics

schedule Sep 23rd 03:15 - 04:00 PM place Ballroom C people 30 Interested

This session is not intended to offer an exhaustible list of metrics or instructions on how to improve all systems. Rather, the intent is to provide a framework on how to ensure the quantitative and qualitative metrics you use are measuring the right things and how to apply them to a system of continuous improvement. Attendees will have a repeatable framework they can apply after leaving the session.

The session is broken into two main parts.

  • Part 1: Identify the right (quantitative and qualitative) metrics that will help people and teams meet outcomes or goals.
  • Part 2: Create a cycle of learning and improvement that aligns people and teams to the outcomes or goals.
 
 

Outline/Structure of the Talk

  • SETTING CONTEXT [4 min]
    • What we’ll talk about
    • What we won’t talk about

  • INTRODUCTION [1 min]
    • I’m Derek - Systems Thinker, Coffee Drinker, Runner

  • STEPS 1 THROUGH 10 (This is 2 parts) [35 minutes]

  • Part 1: Identify the right (quantitative and qualitative) metrics that will help people and teams meet outcomes or goals.
    • Step 1: Defining the outcome or goal
    • Step 2: Identifying key results and questions that align to the outcome or goal
    • Step 3: Identifying the metrics to measure the key results or answer questions
    • Step 4: Identifying data sources for the metrics used
    • Step 5: Defining collection method and frequency
    • Step 6: Defining acceptable thresholds or variance

  • Part 2: Create a cycle of learning and improvement that aligns people and teams to the outcomes or goals.
    • Step 7: Review the current conditions
    • Step 8: Understand the root cause
    • Step 9: Identify the goal
    • Step 10: Plan and act on the goal
  • SUMMARY [5 minutes]

Learning Outcome

  • Attendees will have a repeatable system they can apply after leaving the session.
  • Attendees will have access to the materials presented with links to templates and working examples

Target Audience

ScrumMasters, Agile Coaches, Managers, Executives

Prerequisites for Attendees

No prerequisites!

schedule Submitted 2 months ago

Public Feedback

comment Suggest improvements to the Speaker

  • Liked Erin Randall
    keyboard_arrow_down

    Erin Randall - Graciousness: The Fine Art of Being Kind to Yourself

    Erin Randall
    Erin Randall
    Agile Coach
    Schwab
    schedule 4 months ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    Exhaustion. Numbness. Emptiness. As coaches, as scrum masters, our work is about serving others, oftentimes at the expense of ourselves. This talk is about learning to act graciously, to act kindly, to do unto ourselves as we do for our teams. We will discuss the urgency of slowing down, of leaving room to contemplate our inner world, and of "bringing calm into the motion and commotion of the world." I discuss the urgency of slowing down, the neurobiology of graciousness and compassion, and how to use practices within the contemplative-practice tree. I will also cover how to use these practices to show when self-care is falling to the wayside and how to build a foundation of compassionate graciousness. Research for this session draws upon primary sources such as Pico Iyer, Dr. Rachel Remen, Mirabai Bush, and Dr. James Doty, philosophers and contemplative thinkers such as Thomas Merton and Henry David Thoreau, and poets such as Emily Dickinson and Mary Oliver. The Dalai Lama says that the one thing without which we cannot live is kindness, and I posit that we must also show that kindness, that graciousness, to ourselves.

    This talk targets Agile practitioners of all skill levels, but particularly Agile coaches and scrum masters. So many of us help others to move forward, to self-organize, but service can be exhausting. This talk is for you, to help you find practices to show that kindness, that graciousness, to yourself.

  • Liked Craeg K Strong
    keyboard_arrow_down

    Craeg K Strong - Kanban Antipatterns: What You Don’t Know Can Hurt You

    45 Mins
    Workshop/Game
    Beginner

    In this interactive workshop we will examine multiple examples of Antipatterns observed in real-world Kanban boards. In each case we will identify the issues and discuss ways to improve the situation. We will review a number of better alternatives and see how the improvements map to the core principles of Kanban such as visualization, managing flow, and making policies explicit. Brand new to Kanban? Learning by example is a great way to get started! A long-time Kanban veteran? Come to see how many antipatterns you recognize and help firm up our Kanban Antipattern taxonomy and nomenclature!

    Kanban is an extremely versatile and effective Agile method that has seen significant growth in popularity over recent years. Kanban’s flexibility has led to widespread adoption to manage business processes in disparate contexts such as HR, loan processing, drug discovery, and insurance underwriting, in addition to Information Technology. Like snowflakes, no two Kanban boards are alike. The downside to this flexibility is there is no well-known and easily accessible library of patterns for designing effective Kanban boards. Like Apollo engineers, teams are expected to design their board starting from first principles. Unfortunately, sometimes teams get stuck with board designs that may not provide the visibility and insight into their workflow they hope to see. Worse, some designs actually may serve only to obscure the situation. Working within the limitations of an electronic board can exacerbate the problem even further. Is all hope lost? Certainly not!

    Let’s learn more about effective Kanban system design by examining what to avoid and why. Learning by example is effective and fun!

  • Liked Thomas Stiehm
    keyboard_arrow_down

    Thomas Stiehm - Shifting Security Left - The Innovation of DevSecOps

    Thomas Stiehm
    Thomas Stiehm
    CTO
    Coveros, Inc.
    schedule 3 months ago
    Sold Out!
    45 Mins
    Talk
    Beginner

    DevSecOps uses application security practices that have been around for a while. The innovation of DevSecOps is incorporating security into the daily workflow of the team rather than leaving them to the end of a release like many legacy processes do. Shifting security left is made possible by the ability to automate many aspects of security testing and verification. DevSecOps leverages DevOps practices to make application security a first-class citizen in the practices of modern software product development. DevSecOps starts with a culture change mindset of cross-functional teams creating software through collaboration and fast feedback cycles.

    The security in DevSecOps starts before the code is written by using techniques like threat modeling and risk analysis to help figure out who might want to attack you and how they might do that. This often ignored security practice can be enabled by following the DevSecOps practices of having a cross-functional team involved in the process from the beginning, including security professionals.

    Next, DevSecOps maps application security practices into the build pipeline for a project in order to provide quick feedback about the security posture for any change made to the software. By using automation to allow the team to move quickly while maintaining confidence in the health of the code base, DevSecOps extends that health check to include application security checks. While automation can be used to make security data collection easier it is important to understand what security practices still require a human being.

    This talk focuses on how, when, and where practices should be incorporated into a build pipeline to get the most value out of your security practices through automation. It explores what manual security work still needs to be done by a person and how to maximize value while minimizing the effort of human beings.

  • Liked Mindy Bohannon
    keyboard_arrow_down

    Mindy Bohannon - I’m a BA Girl in an Agile World

    Mindy Bohannon
    Mindy Bohannon
    Agile Business Analyst
    Excella
    schedule 2 months ago
    Sold Out!
    45 Mins
    Experience Report
    Beginner

    Have you ever worked with a Business Analyst (BA)? Is what a BA does on an agile project much different from what is done on a waterfall project? All analysts bring excellent communication, collaboration, and trust to their work on project teams. During this session we’ll review the roles a BA can play, a BA's responsibility on the development team, and the skills a good BA possesses. For fun, lets also talk about why an Analyst is part of the 3 Amigos and the complexity of communication channels. Generally speaking, let’s discuss how BAs participate in an agile project’s success and I’ll share some stories about my experience going from waterfall to agile, how I’ve interacted with the PO, and important things I think an Analyst should be involved in.

  • Liked John Tanner
    keyboard_arrow_down

    John Tanner - Using Metrics for Good not Evil or: How I learned to Stop Worrying and Love the KPIs

    45 Mins
    Workshop/Game
    Beginner

    Using metrics for punitive reasons is a problem as old as time. In software, this is further complicated by the fact that people rarely agree on why we are collecting metrics in the first place. In this session we will explore how we can use metrics for good instead of evil.

    By focusing on the goal of system improvement, rather than individual performance, we can begin leveraging data to make a positive difference in how we work while also delving into why we work the way we do.

    This session will include real-world examples of problems that organizations create for themselves by using metrics for the wrong intent. We will also discuss examples of good metrics and how they can be used to make our lives better.

  • Liked Katrina L. C. Tanner
    keyboard_arrow_down

    Katrina L. C. Tanner - Journey from Analyst to Product Owner to Scrum Master in less than a year

    Katrina L. C. Tanner
    Katrina L. C. Tanner
    Scrum Master
    Cvent
    schedule 2 months ago
    Sold Out!
    10 Mins
    Lightning Talk
    Beginner

    Not many people can say they have performed as an Analyst, Product Owner, and Scrum Master, much less in the same year, and sometimes at the same time.That has been my journey throughout 2018 and into 2019 thus far, as I made intentional decisions in pursuing my next best step, exploring where I really fit, and experiencing quite a few surprises along the way.

    As a CSM and CSPO, I navigated each role taking what I learned in the classroom and implementing it as a practitioner. Being very team AND operations oriented, I have always thrived when one of these were included in my job description. 3 companies, 3 roles, and 2 organizational restructures later, I have found a career that involves both. I learned what works and doesn't work for me and my teams, as well as, what I like and dislike compared to my strengths and weaknesses, especially among changes in organizational needs and structure.

    This short and sweet talk will be an overview of my journey and leave attendees with characteristics of each role to help them decide where they might fit in this agile world and tips on how to talk to your boss about your next step.

  • Liked Raj Indugula
    keyboard_arrow_down

    Raj Indugula / George Lively - Being Test-driven: It's Not Really About Testing

    45 Mins
    Talk
    Beginner

    Good news: Test-driven practices have jumped the chasm to general acceptance! The bad news, though, is that while TDD, BDD, and ATDD are prominent buzzwords in the industry today, they are rife with misconceptions, with many people incorrectly assuming that being test-driven is all about testing.

    In this talk, learners will leave with a clearer understanding of Test-Driven Development (TDD), Behavior Driven-Development (BDD), and Acceptance Test-Driven Development (ATDD), and gain practical insights into how these practices can help teams develop better software. We will gain an appreciation for TDD as being primarily a specification and design technique, and how to get the whole team involved earlier in the delivery cycle using a BDD approach.

  • Liked Paul Boos
    keyboard_arrow_down

    Paul Boos - Agile Leadership 201: Enriching Management

    Paul Boos
    Paul Boos
    IT Executive Coach
    Excella
    schedule 3 months ago
    Sold Out!
    45 Mins
    Tutorial
    Executive

    The Agile Manifesto doesn't explicitly talk about what changes in management should happen and neither do the approaches. In fact, sometimes we hear the exact opposite from teams - "What do we need managers for..?" or perhaps "Can't they just get rid of all the impediments we have?"

    As a former manager and now as a coach, I find the words Servant Leadership sometimes doesn't resonate. It actually only paints part of the picture anyway. What we want are ways to enrich management so that they can do more for the organization and its teams. Let's discover what some of this enrichment might be.

  • 45 Mins
    Workshop/Game
    Beginner

    How do you get people to agree on priorities when they may have different objectives? You may be facing an issue now where stakeholders are pushing against each other in order to get their work done first. What would happen if we could create an open dialog among stakeholders and have them understand different perspectives and focus on the goals of the greater good instead of just their own? Let’s face it, proper prioritization is the difference between writing code and developing valuable solutions.

    In this simulation style workshop, you’ll learn practical methods for bringing stakeholders together and openly discuss their different priorities to agree on what’s most important overall. You will see first hand how a combining group discussion with proven prioritization methods such as Weighted-Shortest Job First and (WSJF) and Must Have, Should Have, Could Have and Won’t Have (MoSCoW) work.

  • Liked Nicole Spence Goon
    keyboard_arrow_down

    Nicole Spence Goon - Peaks or Valleys? The power of Scaling Agility in the alphabet soup of Government agencies

    Nicole Spence Goon
    Nicole Spence Goon
    Agile Coach
    Excella
    schedule 2 months ago
    Sold Out!
    45 Mins
    Experience Report
    Beginner

    Do you feel like Agile Scaling has become a goal rather than the means to an end for your organization? To determine where you stand on the Scaling spectrum, ask yourself a few soul-searching questions: Why do we need to scale? Is this the right time for us to scale? If you’ve checked these boxes, you may wonder “where do I go from here?”

    This talk will focus on 3 areas that emerged as common themes throughout my experience working on government Agile Scaling projects and ultimately influenced the trajectory of each agency's scaling journey:

    • Communicate vision consistently
    • Focus on your people genuinely
    • Create your own path intentionally

    I've seen successes and some struggles with Agile Scaling efforts in government agencies. Regardless of the agency acronym or the frameworks used, these key elements shaped their scaling outcomes.

  • Liked David Laribee
    keyboard_arrow_down

    David Laribee / Arushi Bhardwaj - Introducing the Dojo Model: Experiences from the Industry and within Fannie Mae

    45 Mins
    Experience Report
    Intermediate

    The Dojo movement is growing in popularity as an approach that helps enterprises transform into world-class product development organizations. Dojos represent a departure from the classic agile focus on delivery, bringing learning and a product mindset to the forefront.

    We'll share the emerging Dojo model by way of specific examples and mini-case studies. You will see how Dojos have taken shape at Fannie Mae and other large companies in the last several years. Think of this as a tour of the Dojo for two, main audiences: teams and leaders. Attendees will leave understanding how Dojos can benefit their group, portfolio, and/or organization.

  • Liked Zack Ayers
    keyboard_arrow_down

    Zack Ayers / Joshua Cohen - Andon Cords in Development Teams: Our Experience of Driving Continuous Learning through a Culture of Experimentation

    45 Mins
    Talk
    Beginner

    Summary

    In this session, you’ll learn about one team’s struggle to improve collaboration and how they sought to shorten cycle time by carefully crafting an experiment with an Andon Cord. The Andon Cord is a Toyota innovation designed to empower front-line employees to recognize issues, initiate a stoppage of work, and work together as a team to quickly identify a path forward. The emergency cable strung above assembly lines became a symbol of the Toyota Way, and has widely been copied throughout the auto industry and beyond.

    You’ll be introduced to metrics that show a surprising correlation between collaboration through Andon Cord pulls and Cycle Time!

  • Liked Itopa Sulé
    keyboard_arrow_down

    Itopa Sulé - What NOT to do when prioritization fails

    Itopa Sulé
    Itopa Sulé
    Lead Agile Coach, Canada
    Capital One
    schedule 2 months ago
    Sold Out!
    45 Mins
    Workshop/Game
    Intermediate

    One common mistake by new Agilists is to think that the product backlog is a linear list with the highest priority item on the top. As it's often the case, the reality is different. Prioritization is neither binary nor linear. Your team will be asked to work on several competing priorities, like meeting the new regulation while working on the next product milestone (the product is the company lifeline) - and your product owner will insist these are both top priority!!

    In this workshop we are going to explore different tools, to ensure that our teams are working on the highest value backlog items: from Eisenhower Method to Cost of Delay, CD3 and modified Weighted Shortest Job First (WSJF).

  • Liked Dane Weber
    keyboard_arrow_down

    Dane Weber - Undercover Scrum Master

    Dane Weber
    Dane Weber
    Lead Consultant
    Excella
    schedule 2 months ago
    Sold Out!
    45 Mins
    Experience Report
    Intermediate

    After three years as a Scrum Master and Agile coach, I hit a wall coaching a team that did not want to try popular Agile engineering techniques such as TDD and pair programming. I had become a Scrum Master after four years working on the business analysis and account ownership side of things and could not speak from personal experience about engineering practices. In order to get some first-hand experience and to gain a new perspective, I chose to spend a year or two as a software developer on a Scrum team.

    The experience has been eye-opening. I experienced a tremendous cognitive load working with a wide array of technologies; this pulled my attention away from many of the collaborative and process-oriented activities I cared about as a Scrum Master. I was surprised to feel strong pressure to complete work quickly, cutting corners, even when the Product Owner and Scrum Master were not asking me to. When this pressure was explicit, it usually came from my fellow developers. On the other hand, there is real joy in writing code and seeing a system do something worthwhile that it wasn't doing before. My outlook has changed tremendously and is something I want to share with anyone who works with development teams, especially Scrum Masters and other coaches. I am still enjoying my time as a developer, but I'm looking forward to returning to coaching and incorporating this experience into my approach.

  • Liked David W Kane
    keyboard_arrow_down

    David W Kane - Amend the Agile Manifesto!

    10 Mins
    Lightning Talk
    Intermediate

    We all do it. In fact, I've done it already in this talk description. I've amended to title of the "Manifesto for Agile Software Development" to just "Agile Manifesto," and I suspect most of the you attending AgileDC 2019 have done this as well. In this talk I will argue that this truncation of the title of the Manifesto is more than an abbreviation of convenience, it is a sign that how we use the Manifesto in practice has moved beyond what was stated in the foundational document. For many folks Agile has significant importance and impact beyond software development. Just as our nation's Constitution has been amended over the years, I will propose amendments to the Manifesto in this talk.

  • Liked Katrina L. C. Tanner
    keyboard_arrow_down

    Katrina L. C. Tanner - Playdoh...play on!

    Katrina L. C. Tanner
    Katrina L. C. Tanner
    Scrum Master
    Cvent
    schedule 3 months ago
    Sold Out!
    10 Mins
    Lightning Talk
    Beginner

    What happens when 25 product owners, developers, and quality engineers reflect on their previous sprint through the eyes of a child?

    Playdoh took my teams, remote and collocated, from showing up to an obligatory meeting on their calendar to intentional interpersonal and intrapersonal dialogue.

    Between the carpet and the sticky fingers, adults are usually cleaning up more Playdoh than playing with it themselves. Even to my own surprise, in this “Play Retro,” our team members connected, not only on a professional, but also on a personal level in ways they had not done before.

    This session will give an overview of our experience using a “Play Retro” and leave you with tips and things to consider planning a retrospective.

  • Liked Joel Tosi
    keyboard_arrow_down

    Joel Tosi - Metrics that Matter - Moving from Easy to Impactful

    Joel Tosi
    Joel Tosi
    Dojo & Co
    schedule 3 months ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    Metrics are the bane of many organizations, getting fascinated on measurements that don’t matter or can drive improper behaviours. In this session, we walk through a simple grouping for metrics where the groupings not only call out the metrics, but their limits, and help guide to better metrics.

  • Liked Pete Oliver-Krueger
    keyboard_arrow_down

    Pete Oliver-Krueger - Vulcan is Dead and You're Next: How Ignoring Emotions Can Torpedo a Promising Enterprise

    45 Mins
    Workshop/Game
    Advanced

    Are customers beating down your door before the product is even ready? Do you have an inexhaustible number of new ideas on the horizon? And are your teams cranking them out month after month? If you answered no to some or all of those questions, then... your employees are probably afraid of emotions, and it's standing in your way.

    Yes, I did just say that emotions are the thing in your way.

    And you're not alone. The Age of Reason brought us Scientific Discovery, which is vital to continued survival, for people and companies. It inspired the Industrial Revolution. We reached for the stars, and touched other planets. So we raised up idols like Mr. Spock from Star Trek, and phrases like, "It's not Rocket Science". The Toyota Lean Movement inspired additional data-driven revolutions like Agile and DevOps. We automated our factories, and our stock market transactions. We created machines that can learn, and cars that can drive themselves.

    And... we tricked ourselves into thinking that WE also became logical in the process.

    But we're still human beings. In 2002 the Nobel Prize was awarded to two economists for research that proved that the decision making part of our brain is not connected to the logical part of our brain. Decision making is still done with our emotional brain. The emotions of your customers prevent them from buying. The emotions of your managers prevent them from making the right decisions. The emotions of your employees prevent them from delivering great ideas. And you can't just remove emotions from the equation. You must understand them, embrace them, and journey through them, to get to the other side. And on that other side you will coincidentally find our old friend, Reason.

    If you don't start embracing emotions, talking about them, and designing for them, then you will be left behind. It's what makes Apple and Amazon successful. (It's why Donald Trump got elected.) And it's why your products are failing.

  • Liked Sameh Zeid
    keyboard_arrow_down

    Sameh Zeid - Hands-on Activity: Managers coaching the transformation using Kata Thinking

    Sameh Zeid
    Sameh Zeid
    Agile Coach
    Ford Motors via Ciber
    schedule 3 months ago
    Sold Out!
    45 Mins
    Workshop/Game
    Intermediate

    Transformation programs usually happen periodically and years apart. They introduce new processes and require organizational restructuring, while they often do not create organizational behavior change. They often ignore the inherent behaviors that have led to the unsatisfying status quo in the first place. These programs separate “the work” from “how we improve the work”.

    Rather than having transformation programs every few years, can we embrace change and experimentation as the daily way of work? We can, when managers act as coaches for their teams on experimentation as the way of work. Meaning, when teams experiment they enable delivery, improvements and innovation.

    This is an activity-based session that demonstrates the non-ending organizational journey towards growth and innovation. We will follow transformation approach based on Kata Thinking Pattern(KTP) to explain how teams experimentally introduce improvements guided by a universal model.

    With minimum lecturing and focus on doing, you would experience first hand the KTP mindset for on-going transformation where managers are coaches. We will use Improvement Cards that are based on industry case studies for digital transformation

    We will be organized into teams each has 4-6 people.

    This session can be relevant to you, if you are interested in Agile Transformation and Lean Management.

  • Liked Joel Tosi
    keyboard_arrow_down

    Joel Tosi - Growing a Learning Organization

    Joel Tosi
    Joel Tosi
    Dojo & Co
    schedule 3 months ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    How do you grow a continuously learning organization? If certifications and wikis were enough, organizations would be crushing it. In this session we look at how we learn in complex domains - focusing on tacit vs explicit knowledge; context learning; and growing coaches and teachers.