Measuring Agile Methods with Function Points (and more)

Transcription

1 Measuring Agile Methods with Function Points (and more) Thomas M Cagley Jr Conferência 2014 Measure. Optimize. Deliver. Phone

2 Context For context, looking at all IT projects, in 2012 McKinsey & Company in conjunction with the University of Oxford reported a study of 5,400 large-scale IT projects (projects with initial budgets greater than $15M) percent of large IT projects go so badly that they can threaten the very existence of the company 2. On average, large IT projects run 45 percent over budget and 7 percent over time, while delivering 56 percent less value than predicted 1

3 More Context 2

4 More, More Context Looking specifically at agile projects, in 2007 and 2011 (update), Dr Dobbs Journal surveyed 586 respondents and found: Success rates for Agile projects 72% versus success rate for traditional approaches 63% 3

5 Agile Manifesto Rico

6 Two Sides Of Agile TDD Crystal FDD Technical Project Management APPM AUP Scrum xp

7 Agile Techniques Project Management Iterations Sprint Planning Retrospectives Standup Meetings Release Planning Product Planning Definition of Done Co-ownership Commitment Self-organization Self-management Must be linked by twelve principals to make you Agile! Analysis Test Driven Development Continuously Refreshed Well Formed Stories Architecture Technical Technical Standards Refactoring Automated Testing Pair Programming Continuous Integration Definition of Done On-site Customer

8 Example of Why Agile Changes 9

9 But Agile Can t Be Measured... Right? Common questions when asked about measuring Agile: What measure work since traditional metrics are not appropriate for agile projects? How then should we compare traditional methodologies with agile? These are the wrong questions... 10

10 The Right Question Is... Can we prove that Agile delivers efficiently, effectively and with as good or better quality? Alternately we might ask: How do we know Agile is better than what we have NOW? 11

11 Data Suggests Agile Yields Success Comparison of Software Project Success Rates CHAOS report from the Standish Group 12

12 Anecdotal Evidence From FP Users Major health care insurance provider uses FP/SM plus collect additional factors such as Agile v Waterfall, LOC, Application type and other factors (40+ attributes and then run regression models. Agile vs. waterfall shows that agile is 3x more productive. Major financial services provider, agile increases productivity, reduces cycle time but is cost neutral. Large consumer goods manufacturer noted right project agile increase productivity 13

13 Data From Early Implementations From Dave Garmus circa early 2000 s was promising: What does the data say today... 14

14 Function Points Per Staff Month Todays Data Shows Higher Productivity 100 DCG Productivity Data Proejct Size in Function Points Classic Agile Synthesis of nongovernmental projects Productivity approximately 60% higher than classic projects. Variance of Agile data is higher with observations significantly higher (data suggests Agile means many things to many people). 15

15 Time to Market Time to Market is the the metric that most Agile champions would expect most improvement. Agile approach like SCRUM, customers would be more inclined to settle for good enough over perfect in the desire to get to market quickly. Tension in an agile deployment between the customer s desire to get to market and their desire to add just one more feature. The reported data confirms the expectation: VersionOne study found: 64% said time to market improved Another 23% said it was significantly improved Michael Mah found: Agile projects have a 37% faster time to market at a statistically significant level of confidence 16

16 Function Points per Month Agile Delivers Functionality Faster 30 FP per Duration Month Classic Agile Proejct Size in Function Points Scale seems to reduce speed to market (thinner data). New scaled Agile frameworks such as SAFe may further improve timeto-market performance for scaled Agile projects. 17

17 Agile Cost of Quality 18

18 VersionOne and David Rico Report Improvements through Agile reported in surveys by VersionOne (Interviews) and David Rico (Literature) in 2008 VersionOne David Rico 19

19 Defects Per Fnction Point Fewer Delivered Defects 2.5 Delivered Defects Per Function Point Classic Agile Project Size In Function Points More effective reviews and testing is a contributor to improved quaitly. Agile data continues to show higher levels of variance due to different interpretations of frameworks. 20

20 Agile Measurement Is A Balance Effort Cost Interference Conflict Insights Actions Change Transformation 21

21 Agile Metrics Must... Reinforce desired AGILE behavior Focus on results Measure trends Easy to collect Includes context Creates real conversation ONLY COLLECT WHAT IS ABSOLUTELY NEEDED 22

22 Size: Story Points versus Function Points Attribute Story Points Function Points Measure Size Yes Yes Rules Based No Relative Measure Yes ISO Standard Useful Estimate Yes (Team Level Only) Yes Comparable / Baseline No Yes Useful for Organization Metrics Program Industry Data Available No Yes No Yes Feel free to check out: Questions I am Frequently Asked: What is the Difference Between Story Points and Function Points? Thanks to Grigory Kolesnikov and Bryn Turner for the questions on size.

23 Size: Combining Attributes Logical IFPUG FP NESMA FP Analogies Organization Specific Story Points UCP MARK II FP Industry Defined COSMIC Modules KLOC Physical 26

24 Contact Us Tom Cagley, CFPS, CSM (440) Software Process and Measurement Podcast (or Itunes) Software Process and Measurement Blog /DavidConsultGrp /company/david-consulting-group 27