Matthew will be presenting the following session
  • Matthew Hodgson

    Matthew Hodgson / Mia Horrigan - Measuring agility: Data analytics from psychology to grow your teams agility at scale

    45 Mins

    How do you know if you’re really agile? Like predicting the weather, complex human systems need data analytics and statistical models over simple reporting, to understand what creates business agility from human behaviour. This is the world of psychology, statistics, human behaviour models. It’s how medicine predicts if you have factors that predict heart attacks or if children are likely to have developmental delay. It’s time to apply this to agile teams to growing a true agile mindset.

    This talk looks at the psychology of human behaviour and data analytics to provide a playbook for measuring and improve an agile mindset in teams to underpin true business agility. It looks at 10 years of longitudinal data, both from software and non-software agile teams, and large scale agile transformation initiatives, and the model that’s now been produced to help coaches and the enterprise become more agile.

1. What got you started/interested in modern software development methods?
  • Having a cross-functional team that is capable of true end-to-end product delivery, including being able to do both user-research as well as software development
2. What do you think is the biggest challenge faced by the software product engineering community today?
  • Moving away from just cargo cult agile - the symbols of business agility with post-it notes and squads - to building an agile capability that is as necesary as having great testing or software development. Many use 'team surveys', but these aren't scientific instruments. We've got to move toward measuring the strength of the behaviours that lead to great agility - improved ability to pivot to change, reduce costs and improve the product experience.
  • People don't understand how to measure business value or the capability that delivers it, so many are stuck with measuring #stories, velocity, scope, %complete tasks and deliverables. These are all activity metrics. They're all based on the legacy that traditional project management has left us with. Instead, we should be focussed on understanding the impact and outcome of an investment in an existing or new product. Executives need to start thinking like investors in the stock market -  where am I going to invest? how much will I invest? what do I expect as a return on that investment in the product as it relates to the business and its strategic direction.
3. What do you think are the most exciting developments in software product engineering today?
  • The move away from project management to product management.
  • Measuring value over project management activity-style metrics. 
4. Why did you choose the topic(s) you will be speaking about at the conference?

There's alot to learn from science as it relates to understanding the ecosystem of people, process and tools that help organisations to be agile. Unfortunately, there are few robust scientific studies that give us insights into how to measure where we are along that journey. 

5. What are some of the key takeaways from your session(s) at Agile India?

Using traditional activity metrics based on time and deliverables won't tell you if you're agile. Measure the strength of agile behaviours through data analytics, not team surveys.

6. Which sessions are you particularly looking forward to attending at Agile India this year?
  • Scaling up a modern digital business to reach a million users

  • The Architecture of Change