- ... Hi Mike, One metric may be to measure the time from starting a project to delivering something useful to your end customer? Hopefully you have a clearlyMessage 1 of 41 , Apr 27, 2006View Source
On 27/04/06, mpkirby@... <mpkirby@...> wrote:
I've got a manager who asks the very simple question:
"What metrics do I collect that tells me this agile stuff is actually doing my group any good. If
there is no benefit (positive or negative), I'm much less inclined to make a change"
I thought it was a good question, and I was wondering if anyone else had similar questions.
One metric may be to measure the time from starting a project to delivering something useful to your end customer? Hopefully you have a clearly defined end customer who can definitvley confirm to your manager that he has received useful functiong software. I'd expect this to show that with an agile approach your customer starts to benefit from the work your team is doing sooner that with a traditional approach.
Perhaps another metric may be to record when the cutomer changes his requirements (re-oders backlog priorities) based on experiencing the working software you've delivered in a sprint. You could use this to highlight to you manager that the team would have otherwise built something that was not the best solution for your customer?
Just a couple of practical ideas.
- Hi Pablo, ... exactly the opposite of the essence of Agile s good engineering practices. I did not propose any Agile operations in my post. I simply andMessage 41 of 41 , Feb 23, 2009View SourceHi Pablo,
> The "agile operations" you seem to propose would, in that sense, beexactly the opposite of the essence of Agile's good engineering practices.
I did not propose any Agile operations in my post. I simply and emphatically wanted to make clear that ITIL and COBIT are neither Lean nor Agile, and have no orientation or basis on these principles. Colleagues who have been contracted to implement ITIL have been educating their customer on Lean and are using Lean principles to define the what and how of ITIL. That approach is great for their customer, however it is quite unusual as ITIL is implemented to provide centralized control and limits on change.
The analogy to CI does not make sense. Are you equating the work orders we had to complete for db changes to CI?
The Lean model for handling operations is much more efficient and effective than the ITIL set of practices. Interestingly the WIKI entry for ITIL says that it is based Edwards Deming, however I don't see the connection. A Lean solution will involve a lot more automation code, more visibility, less control, and thoughtful responses to outages to mistake proof operations. ITIL tries to stop outages by imposing control to reduce firedrills. It is treating a symptom - firedrills.
Now having said all that, I would start with lean principles, a value stream map, causal diagrams for key incident areas, and Scrum or Kanban to handle service requests. I would organize a process that pushes decision making down, and allows teams to find solutions to vexing operational problems. I would read ITIL for ideas that I can use to help support Lean principles, and be very cautious about practices that remove decision making away from those with the most information to resolve the issue.
What is interesting is the history of ITIL, and the power struggles around its formation. Why would that be?
Robin.On Fri, Feb 20, 2009 at 9:27 PM, Pablo Emanuel <pablo.emanuel@...> wrote:Robin,first of all, as Paul wrote, there's nothing on ITIL that is essentially contrary to Agility, although no framework is immune to bad implementations. On a deeper level, however, ITIL is about service management, i.e., operation, and Agile methodologies are about projects.From an operation standpoint, changes are the source almost all operational risks, while, on the other hand, there's no improvement without changes. So, one of the key issues of any service management framework is how to control changes in a way that it doesn't paralyze the improvements, yet doesn't let them jeopardize the operation stability. The analogy within the software development world is the continuous integration tool, that guarantees that the changes commited to the codebase are under the nightly build control, so one's able to easily track the offending change and restore the codebase's stability. The "agile operations" you seem to propose would, in that sense, be exactly the opposite of the essence of Agile's good engineering practices.That said, I can't see the relation between ITIL's change management process and the service metrics that have been asked for on the original message.Regards,Pablo Emanuel2009/2/20 Robin Dymond <robin.dymond@...>Hi Hank,
Don't waste your time with ITIL or COBIT if you value Agility. Neither of these S&M organizational bondage frameworks offer anything other than Grief and Bureaucracy. I know as I have had the unpleasant exercise in navigating the organizational stupidity they brought to a large Fin Serv organization that atempted Agile. Colorful language aside, it is in the blind application and locally optimized implementation of these frameworks that realy drives waste in the org.
A small example: development teams not allowed to make changes to development databases! Not kidding. Change control process and handoff for any server in the CMDB. Just brutal. Cause huge delays, and the db etam making the changes were _completely_ disconnected from the teams. If they made a mistake, back into the work order cue you went.
I would look far and wide for alternatives that are based on Lean Agile, or create one myself based on the lean agile principles.
Hope that saves you some time and pain.
Robin.On Fri, Feb 20, 2009 at 2:22 PM, Ryan Shriver <ryanshriver@...> wrote:
Hank,Thanks for the additional detail. I'm not sure that I have all your answers, but perhaps I can point you in some directions.From an outside-looking-in, start simply with Availability. This is the most important quality. There are varying ways to measure this, uptime is the most common. Following Availability I'd argue is Throughput (workload capacity of system under defined conditions such as normal or peak). Closely related to Throughput and third would be Response Time - what's the latency between request and response under defined conditions.I wrote a blog post about how to quantify Availability, Throughput and Response Time here:http://theagileengineer.com/public/Home/Entries/2008/11/7_The_3_Key_Performance_Qualities_for_all_web_systems_(Part_1).htmlYou can't leave out Security, so it may pre-empt some of the qualities above. Security can be a complex quality with multiple legitimate measures (access, authorization, encryption, integrity, etc.). Other qualities you may want to consider:- Recoverability - How quickly your team can response to a defined situation (power outage, hard drive crash)- Scalability - How easy or hard (expensive) is it for your system scale to meet new demand?- Maintainability - Another complex quality including efficiency of adding new features, resolving issues, isolating bugs, etc.- Reliability - Mean time between faults- Usability - How efficient is it for your customers to do their Top N number of transactions? Do they enjoy the experience? How much does it cost to train new users? Likely another complex quality.For further reading online, try www.gilb.com and search for any of these terms - you'll find a wealth of information.-ryanOn Feb 20, 2009, at 7:46 AM, Hank Roark wrote:
Robin Dymond, CST
Managing Partner, Innovel, LLC.