Agile Metrics - What Happens in Vegas, Monte Carlo
In the previous 3 articles I reviewed some of the most important Agile metrics that Dan Vacanti’s ActionableAgile software helps you to get with ease. Those were Cycle Time with the help of the Cycle Time Scatterplot, and a multitude of metrics, provided by the Cumulative Flow Diagram (CFD). In the latest article we looked at Work Item Age and its importance with the help of Aging Work in Progress Diagram.Looking at the Cycle Time Scatterplot we discussed the significance of percentiles and how they can be used to predict the cycle time and avoid the trap of a single-number, point-in-time answer. This is cool, you’d say, but not merely enough, and I would agree. We need better techniques to predict possible timeframes for a completion of a set of work items. And, sometimes, we need to know how many right-sized work items can be completed within a given time frame.Let’s face it, we live in a real world, where “When Will It Be Done question” is as omnipresent as ever. We cannot bury our heads into the sands of the #NoEstimates beach and hope the questions will go away. Let’s learn better ways to answer those questions.
Mastering Agile Metrics - from Cycle Time to CFD
In the first part of Getting to 85 – Agile Metrics with ActionableAgile we looked at the Cycle Time Scatterplot as generated by ActionableAgile software. That piece also discussed some ideas the scatter plot could bring about and conversations that potentially might occur.Let’s take a look at another important chart and set of metrics the ActionableAgile can produce based on sample or custom loaded data – Cumulative Flow Diagram (CFD).
Agile Metrics - Scrum and Kanban
Dive into the world of Agile Metrics, spotlighting Cycle Time's crucial role in Scrum and Kanban integration. Discover how embracing this often-overlooked metric can lead to significant gains in predictability and efficiency. This article marks the beginning of a series, aiming to demystify Agile measurements and their practical applications for today's dynamic project management landscapes.
Information Radiator - Sprint Health
Information Radiators are a great way to make things transparent for a team or organization. The radiator pictured above I a sprint health radiator. It can be used however you choose to implement and using whatever colors you select. I just happened to be using a white board and green, blue, and red dry erase markers when I created the one pictured above.You could also make this smaller on a flip chart and create a new one daily to show progress over time which is really cool because the team can see how far they’ve come each day. It also shows them when new work is added to the sprint or when things are not moving along as expected. Take care to ensure that this information radiator is used to display and radiate information that is useful to the team to see the health of the sprint and make decisions about changes they might need to make in the way they are working. Don’t use this as a whipping stick to prod the team to work harder, faster, or more recklessly!Let me give a description of the radiator parts, options, and how it’s used.
Information Radiator Gut Check
Information radiators are a great way for you to communicate information to a team that they just are not seeing for themselves. It also helps you to not have to nag the team with information they aren’t ready to hear about things they are doing that self-sabotaging.I created this radiator when I was working with a team that had gone through several sprints where they kept voicing that they were going to finish all the work until the last day when they finally admitted that they were not going to finish. I’m not sure if they were deceiving themselves or if they were afraid to admit failure but either way there were several reasons why I could see early in the sprint that they were not going to complete the work, but they couldn’t accept fate until the last day of the sprint. By then, there wasn’t much that could be done to change directions or not frustrate stakeholders with surprise unfinished work.
Scrum Alliance CEC
“If you want to be a CST, do something about it. Get out there. Join the Agile community. Go to user groups. Go to conferences. Speak at conferences. I want to see you and know who you are. And you can never stop coaching.  You can’t be a good CST if you aren’t coaching. That’s where everything you know comes from. That’s where you gain your credibility and true expertise that can help people.”
Coaching Questions
A common belief is that the difference between coaching and managing is simply asking questions rather than giving orders.  I used to believe this.  Instead of making decisions for my teams and telling them what to do I would ask them questions and get them to derive their own solutions.  I thought that meant I was coaching.  But the more I got into coaching the more I really wanted to make sure I was doing it right and being effective.  So, over the past two years I have invested in myself and in my craft.  I have learned everything I can about professional coaching and gotten mentoring by master coaches.
Definition of Done
This is Mark.  He challenges me.  He confronts me.  He inspires me.  I think he is amazing.  Mark doesn’t do things because someone like me who claims to know a bit about agile says so.  He looks at the world from every perspective. I love this about him because he forces me to think deeper than I’ve ever had to in many areas.  He stretches me as a coach and forces me to keep growing.Definition of Done was an area where Mark really inspired me to dig deep.  This was his concern …“I hear and see people teaching Definition of Done like it is a checklist of all the things a team has to do in order for a user story to be done.  I think this undermines ownership of quality code by the team because the checklist becomes a crutch and an excuse to be mediocre.  It causes people to say things like, ‘Well it meets the definition of done,’ when they know that the code still isn’t as good as it could be.  It develops the attitude of, ‘Oh well, it wasn’t on the list so I don’t have to do it.'”