"Today's executives and managers need to be able to innovate in response to constantly changing customer requirements. "Gone are the days of two-, three-, four-year road maps," adds Starrett. "The ability to innovate measures your organization's ability to sustain its value in the future," says Swanson. There are a couple of metrics that most companies consider high on their list. Once you have a set of indicators for speed, efficiency, quality, or any other crucial metrics, you can use exactly the same ones as you transition to Scrum. Then measure this over time to see how it's trending." "One popular strategy is to ask customers - and staff - to rate how well they perceive things are working according to a numeric scale. What is our customer satisfaction level, and how do we currently measure this? Polls can be a good measurement, Swanson says.How do we determine quality?"Look at how many defects are found after development, and the severity of those defects.".What is our time to market? How long does it take from when we start a project until we deliver something valuable? "You might determine average time to market based on the minimum and maximum times it's currently taking to get a project deployed to production or released to customers," says Swanson."If you don't have good data, it's important to back up and look at recent projects and deliverables, and get baseline data as a starting point." Swanson suggests asking a few key questions: If you haven't done this already, Swanson suggests setting some key metrics and applying them to past projects to obtain baseline data for comparison. To make an accurate before-and-after comparison, you'll want a clear picture of how things are working today. "The same general categories of outcomes tend to be important regardless of industry," says Swanson. "Those might be velocity, however you define it improved efficiency, such as fewer cycles in the production process and improved quality, such as fewer defects - whatever key indicators you hope to see improvement in."Īs Scrum spreads rapidly from software into other fields, it's clear many share the same goals, says Brad Swanson, a Certified Scrum Coach®, Certified Scrum Trainer®, and founder of Agility 11. "Success with Scrum is measurable by whatever metrics you would normally use," says Starrett. Once your overall goal is defined, measuring progress is straightforward. I always try to articulate internally to teams why we want to transition them over." "Drivers can be one or many, such as the pressure of competitive forces, reduced revenue, quality not where you want it to be, or shareholder dissatisfaction with growth. "What people worry about is whether they have to learn new measurement techniques, and the answer is no." Tracking Metricsĭeciding just what to measure starts with determining the motivation for a change to Scrum, says Starrett, who over the past few years has transitioned a series of companies purchased by Bottomline. "How did you measure the success of your last project? Whatever you've done in the past, that's what you'll do now," says Jim Starrett, a Certified Scrum Professional® and vice president of Bottomline Technologies. How will you measure whether the switch to Scrum is bringing about the desired results? The answer, say executives who've navigated this transition, is simpler than you might imagine. It's also natural, though, to worry about return on investment. In most cases, making customers happy by raising the quality of a project, product, or service is a key goal. Still others hope to be more competitive or spark more creative collaboration. For some, the priority is faster implementation, for others it's increased efficiency. If you're contemplating making the investment in Agile processes, training, tools, and coaching, it's likely you have some goals in mind.
0 Comments
Leave a Reply. |
Details
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |