Stay clear from report monkeys when making data driven decisionsHumix
The document discusses how analysts can avoid being "report monkeys" and instead focus on more strategic work. It recommends that analysts:
1. Get organizational buy-in by creating a measurement plan, telling stories with data, and doing branding for their team.
2. Address implementation pains by using tag managers and respecting IT processes.
3. Prevent weird data issues by understanding how analytics works, documenting changes, and using debugging tools.
4. Avoid time-consuming recurring reports by automating data collection and reporting through tools like the Google Analytics spreadsheet add-on and dashboards.
Thriving (Not Merely Surviving) the First Year: Redesigning the Onboarding Ex...Matthew Philip
Slides as presented at XP2018 Conference, Porto, Portugal in the Agile in Education and Training/Building competence in industry track https://www.agilealliance.org/xp2018/program/
High Tempo Testing - Building a Scalable Growth ProcessMorgan Brown
How to build a scalable growth process for your startup. Most startups are searching for growth hacks. In this talk, I'll share why you should ditch the search for hacks and instead embrace a process of rapid experimentation.
My talk at Traction Conference, October 8, 2015 in San Francisco.
Leadership at Every Level: Intent-Based Leadership PracticesMatthew Philip
This document discusses leadership at every level and creating an environment where people can flourish. It promotes encouraging leadership from all employees through practices like andon cords, competence building, shared vision, and autonomy-support meetings. These "safety nets" and "vision balloons" aim to create psychological safety and clarity of purpose to allow aligned autonomy across an organization. The goal is shifting away from traditional top-down management styles to a model where all people see themselves as leaders.
This document discusses the Tadpole exercise, which is used to break down ideas into smaller parts. It can help teams facilitate discussion, focus conversations, and visualize ideas. The document provides tips for running the exercise, such as finding a strong moderator, always asking for clarification, focusing on the current pile, having the group name the piles, and engaging all participants. Potential pitfalls are also listed, like forgetting to clarify meaning and not involving all participants.
Agile estimating - what's the point(s)?Nexer Digital
This document provides guidance on estimating user story sizes using planning poker. It recommends estimating the size separately from estimating duration. Relative estimating is important, where a simple login screen may be a 2 and a complex search feature an 8. Basic math properties like 5 + 5 = 10 should hold. Examples are provided of planning poker card values and an iterative approach is described where estimators provide initial estimates, discuss differences, and re-estimate until consensus is reached.
The document discusses an expert business analyst who has 6 years of experience and is a member of the IIBA NW&E Branch. They have been working on Agile projects for the past 4 years and are a certified Scrum Product Owner. The expert will discuss minimum viable products (MVPs), how to ensure products have exciting features customers will love, the pros and cons of MVPs, and how to define an MVP including tools and techniques to use.
This document discusses impact mapping as a technique for delivering projects with impact. It provides an example of impact mapping for an MDM (mobile device management) product. The key steps of impact mapping include: defining goals and who they impact; identifying desired behaviors and how to enable them; establishing metrics to measure impact; and planning milestones to test assumptions. Impact mapping focuses on creating actual behavioral change rather than just shipping software.
How to Best Develop Requirements for SharePoint ProjectsDux Raymond Sy
The document discusses best practices for developing requirements for SharePoint projects. It explains that requirements involve eliciting stakeholder needs, analyzing them, and documenting them in a requirements specification. The key aspects covered include defining the business need, eliciting requirements through interviews rather than just gathering wishes, analyzing requirements without getting paralyzed, validating requirements, and writing requirements clearly and objectively.
The Data Greenhouse DevOps Measurement at Scalesparkagility
This document summarizes a presentation on developing a "Data Greenhouse" to integrate measurement into DevOps programs. The presentation covers:
- Why program leaders often miss targets for data collection due to issues like unstructured data and lack of integration
- Generating leadership interest in unknowns by communicating initial data findings and insights
- Whether measurement efforts should be their own initiative given barriers to improvement
- Signs that measurement is paying off such as teams independently problem-solving and requesting data
- Next steps like partnering with teams on analysis and an improved measurement platform
Building Fast Growth Into Your Products Using Data-Informed DesignAtlassian
There's a thing called "time to value": how long it takes a team to uncover and realize value from a product. Atlassian learned this the hard way, discovering that more than half of new customers tried its products for less than 30 minutes – far too short a time to fully unlock their value. We approached and solved this problem using data-informed design – a combination of growth hacking, user research, data analytics, and A/B testing at scale – to dramatically increase customer engagement with our products. Come hear lead designer Alastair Simpson describe the variety of approaches we started with and how we learned which ones to pursue and which ones to discard. You'll learn how to design and centralise improved onboarding experiences that can be spread across all your products.
Beyond the Retrospective: Embracing Complexity on the Road to Service OwnershipJ. Paul Reed
This document summarizes a presentation given by Kevin Finn-Braun of Intuit and J. Paul Reed at the DevOps Enterprise Summit 2016. The presentation discusses moving beyond traditional retrospective approaches to embrace complexity and service ownership. It outlines different levels of experience with incident analysis, from novice to expert, identifying behaviors and approaches associated with each level. These include how incidents are discussed, the focus of retrospectives, and how outcomes are applied. The document also introduces the incident lifecycle model of detection, response, remediation and prevention.
How to Best Develop Requirements for SharePoint ProjectsDux Raymond Sy
The document discusses best practices for developing requirements for SharePoint projects. It explains that requirements involve eliciting user needs through interviews rather than just gathering information. Requirements analysis maps user needs to technical requirements without getting paralyzed. The development process involves writing requirements in a document, validating them, and mapping them to solutions. The goal is to build the right solutions by clearly defining business needs and user requirements.
I gave this presentation at the Lean Startup Meetup in Karlsruhe.
Follow my blog for updates: http://jan-koenig.com/blog/
Or Twitter: https://twitter.com/einkoenig
Peep Laja, CEO, ConversionXL - How to Turn Data into Insights & CustomersTraction Conf
Everyone's talking about being data-driven conversion optimization, but what does it actually mean? How do you actually do it? ConversionXL Founder Peep Laja delivers the ultimate framework and how-to guide. Visit: http://tractionconf.io
Data Lakes in Real Life: Analyzing Analysts to Improve Process Efficiency, Su...Mariia Bocheva
This document discusses data lakes and describes a company's experience using one. It outlines the key benefits of data lakes such as their ability to store raw data in a cost effective way and make it accessible to various users. However, it also notes challenges the company faced with insufficient task distribution, a lack of efficiency measurements, incorrect estimates and repetitive mistakes. Their data lake solution helped address these issues by providing detailed workload analytics and automation guides. Going forward, they aim to integrate additional data sources to get a more holistic view and answer remaining business questions.
This document discusses data lakes and how they can help companies analyze large amounts of raw data from various sources. It describes how a data lake differs from a data warehouse in its structure and ability to support different types of users. The document then shares one company's experience using a data lake to better distribute tasks, measure team member efficiency, improve task estimates, reduce repeated mistakes, and address issues like breaking service level agreements. It concludes by identifying remaining questions, opportunities to improve the data being collected, and takeaways for getting started with a data lake.
This document discusses goals and how to set effective goals. It notes that goals move people forward, help them believe in themselves, and hold them responsible. Goals should be specific, measurable, attainable, realistic, and timely. The document provides examples of life goals and professional goals, then evaluates them based on the SMART criteria. It stresses the importance of setting goals for different time periods and monitoring progress. The key lessons are that goals should be specific, have criteria to measure success, be possible to achieve, include a timeline, and be broken into incremental steps over different durations.
Agile Indicators: Start with Questions!sparkagility
This document discusses using metrics and indicators in Agile development. It advocates starting with questions rather than jumping straight to metrics. Good indicators help answer questions about whether a team is going in the right direction, how soon they will get there, and how fast they can adjust. The document provides examples of learner-focused questions versus judger-focused questions and emphasizes the importance of curiosity.
How to Impress, Not Overwhelm your CMO with AnalyticsBonnie Mailey
In this presentation, Jeffalytics’ own Jeff Sauer and Hanapin’s Kristin Vick will provide you with some quick and effective ways to weed out important numbers and present them impactfully to your CMO.
How to Impress, Not Overwhelm your CMO with AnalyticsHanapin Marketing
In this presentation, Jeffalytics’ own Jeff Sauer and Hanapin’s Kristin Vick will provide you with some quick and effective ways to weed out important numbers and present them impactfully to your CMO.
SEJ Summit 2015: Linking Your Enterprise SEO Strategy to Business Goals by Al...Search Engine Journal
Event: SEJ Summit Chicago 2015
Presenter: Allison Fabella of CareerBuilder.com
Description: Allison shows us how to break down your company's top-level business objectives into SEO initiatives that make a difference, from the C-suite to sales.
8 Ways to Evaluate Learning S106 Learning DevCamp 2019TorranceLearning
This document discusses strategies for evaluating training programs using the 8 levels of evaluation: 1) Satisfaction, 2) Knowledge, 3) Behaviors, 4) Results, 5) Participation, 6) Learning Experience, 7) Leader Insights, and 8) Lessons Learned. It provides details on how to measure each level, what types of data and tools to use, and recommends establishing a strategy that involves measuring engagement, experience, and organizational insights. The document stresses starting to measure key metrics now to establish baselines and implementing evaluations in 30, 60, and 90 day increments.
Even small organizations can create and execute meaningful strategic plans. Creating a well-defined strategy is hard work and not for everyone, as it requires us to begin to say "no" to stuff we usually say "yes" to. You are hereby invited by facilitator Ed Kless, to open a dialogue about how best to go about creating a strategy for your small business organization.
I gave this presentation at Agile Noida 2016. Toyota Kata, as articulated by Mike Rother, is an approach to establish a culture of Continuous Improvement. In this talk, I have tried to identify a few simple practices that Lean/Agile teams can adopt to help establish a Continuous Improvement culture.
Lean Kanban India 2015 | Continuous Improvement with Toyota Kata | Sudipta La...LeanKanbanIndia
This document discusses continuous improvement in software development and the importance of establishing routines for continuous adaptation and learning. It argues that retrospectives alone are not sufficient for continuous improvement and that teams need routines like the Improvement Kata and Coaching Kata used at Toyota to systematically identify obstacles and take small incremental steps toward a target condition. The Improvement Kata establishes a pattern of work to learn from, while the Coaching Kata teaches leaders to coach others in establishing their own Improvement Kata routines for continuous learning and adaptation.
EO Accelerator San Francisco Presentation 13 Jun 2016 RESULTS.com
Stephen Lynch is the Head of Strategy & Consulting at RESULTS.com. He presented best practices for business execution based on observations of thousands of client firms. Some key practices included focusing both short and long-term strategic planning, setting clear strategic projects and metrics, conducting regular meetings to drive accountability, and using coaching questions to support employees in achieving goals.
Pulse Surveys - Do They Make Sense - 23jul15TalentMap
More and more, employers say short quarterly, monthly, weekly or even daily polls—sometimes a single question at a time—provide data on how their teams actually feel and catch problems before they fester. Frequent surveys are even replacing annual employee surveys at some companies, but most top employers are starting to use both.
You Cant Be Agile If Your Code Sucks (with 9 Tips For Dev Teams)Peter Gfader
Our industry has a problem: We are not lacking software methodologies, programming languages, tools or frameworks but we need great software engineers.
Great software engineering teams build quality-in and deliver great software on a regular basis. The technical excellence of those engineers will help you escape the "Waterfall sandwich" and make your organization a little more agile, from the inception of an idea till they go live.
I will talk about my experiences from the last 15 years, including small software delivery teams until big financial institutions.
* Why would a company like to be "agile"?
* How can a company achieve that?
* How can you achieve Technical Excellence in your software teams?
* What developer skills are more important than languages, methods or frameworks?
----
What is the difference between Agile and Business Agility? I will use this as an intro exercise.
---
What is "Business Agility"? Why is Agility important? What is Software Craftsmanship?
What can we do to improve our Technical Excellence?
https://beyond-agility.com
Frameworks to Train New Analysts - Matt Whiteley - MeasureCamp12 - London 2018Matt Whiteley
This document provides frameworks to help manage and train analytics analysts, including checklists for discovery, analytics processes, and delivering analytics as a product. It recommends starting requests with understanding the audience, context, and story. For the analytics process, it suggests clarifying the question, identifying data sources, determining how to present information, and ensuring the work can inform action. It also advises applying product development tactics like prototyping, testing, and iterating. A competency grid is presented as a way to map progress for new analysts.
Link Building Metrics: Managing Projects and SEOs with Page One PowerSearch Engine Journal
Link building is a challenge for all brands. Your strategy will vary depending on your goals, industry, and competition level, not to mention the skills of the individual link builder.
In this webinar, produced in partnership with Page One Power, Project Manager Cody Cahill, has the link building solutions you’ve been looking for.
Delivered at AccountEX in London, this presentation represent my latest thinking on strategy. For a video of the presentation you can visit my person site at http://edkless.com/strategyvideo
TLS Continuum Guide to Process Improvement -what we don't knowDaniel Bloom
The document discusses process improvement and how to measure it. It introduces the "5 Whys" tool to help identify the root cause of problems by asking "why" five times. It also discusses using an HR audit questionnaire to evaluate an organization's processes. The questionnaire contains inquiries in various areas like management practices, training, process focus, and knowledge gaining. Resolving how to measure requires developing a new mindset, skills, and knowledge around continuous process improvement.
Optimizely Workshop 1: Prioritize your roadmapOptimizely
When your testing roadmap includes dozens of ideas (each with unique requirements) and each team member is vying for her idea to be run first, effective prioritization becomes paramount. This session will focus on the considerations, tools and frameworks you can use to make sure your roadmap is appropriately prioritized to meet your goals.
Estimating software projects, feature delivery dates, and even task completion times are notoriously difficult and unwieldy even for experienced teams. Guessing the future in terms of gut feeling or past experiences is a hit or miss practice that often leaves teams working overtime to meet unrealistic deadlines. Some simple metrics tracking borrowed from Lean software development can help. In this session, you'll learn very simple techniques that enable you to project timelines and determine probabilities that are based on a team's actual performance instead of a guess.
Be curious without judging - building a coaching structureNiels Verdonk
The document outlines an approach for agile coaching using observations, hypotheses, goals, metrics, and tools. It describes a coaching card structure where the coach first makes observations about a team's behavior. They then formulate hypotheses about potential reasons for that behavior and define a desired goal. Metrics and indicators are identified to measure progress toward the goal. Finally, coaching tools are selected to encourage behavioral change. This coaching card approach can be expanded into a coaching structure when working with multiple teams or coaches within an organization.
Introduction to Lean Change ManagementJason Little
This document provides an introduction to a webinar on Lean Change Management presented by Jason Little. It includes information about accessing the webinar on the Sli.do platform using code J271. The webinar will cover the theory of Lean Change Management, stories of it in action, and lessons learned from workshops and company visits. Attendees are invited to ask questions during the webinar using Sli.do.
Similar to Agile DC 2019: Agile Indicators: Start with Questions! (20)
Think of a time when you learned a new skill, overcame a challenge, or embarked on a new journey. Looking back, what helped you to just keep going? If I were to guess, you might have thought of words like drive, persistence or tenacity and that might be the case. There's another word to add here: mindset or an agile mindset.
Growing an agile mindset is something that happens over time. Individuals and teams experience it often. In this presentation, we will go over the agile mindset, why growing an agile mindset is essential and explore several ways that could help in growing an agile mindset.
The document discusses 3 essential coaching skills for project leaders: acknowledge, ask good questions, and listen deeply. It defines each skill and provides examples. For acknowledging, it suggests acknowledging the person and situation. For asking questions, it recommends open-ended questions. For listening deeply, it explains different listening modes like listening to understand versus replying. The document encourages practicing these skills to improve conversations and interactions with others.
The document discusses values related to agile communities and practices. It mentions values like curiosity, connection, conversation, compassion, courage, gratitude, playfulness, humor, individuals, interactions, working software, progress, people, conversations, responding to change, resilience, dialogue, collaboration, relationships, and learning. It defines "agile" as marked by ready ability to move with quick easy grace or having a quick resourceful and adaptable character. It asks what value the reader wants to honor that day.
This document outlines a session on mob programming for learning. The session will include a 20 minute lightening talk and presentation, followed by two rounds of mob programming exercises with 4 minute plays and 1 minute debriefs each. It will conclude with a 10 minute debrief and 5 minutes of Q&A. The document discusses how mob programming can help organizations accelerate learning without budget by sharing skills, and explores questions around identifying current skills and introducing mob programming.
Goals driven delivery with impact mapping pmi-march2019sparkagility
This document introduces Impact Mapping, which is a structured visualization technique to map out goals, impacted actors, desired impacts, and necessary deliverables. It explains that Impact Maps answer the questions of "why, who, how and what". Examples of Impact Maps are provided on increasing university talk attendance. The document recommends introducing Impact Mapping to teams by conducting a lunch and learn session to brainstorm its application or using it to connect goals to a current project.
Kicking Off Your First Agile Project @PMIWDC sparkagility
The document discusses kicking off an agile project. It covers identifying elements of agile chartering such as product vision, project mission, core team formation and working agreements. Essential agile practices like backlogs, user stories, sprints, daily stand-ups and retrospectives are introduced. Retrospectives are highlighted as a critical practice for teams to continuously inspect and adapt their processes to uncover better ways of working. The goal of retrospectives is to reflect on what can be improved to become a more effective team.
The document announces a session on mob programming led by Salah Elleithy and Ganesh Murugan. The session will include a 15 minute lightening talk, four 5 minute rounds of mob programming with 1 minute debriefs between each round, and a 5 minute Q&A. The session will explore what mob programming is, how to find skills within an organization, how to introduce mob programming to accelerate learning, and how mob programming can help address challenges of having limited time and budget for learning while needing to deliver quickly and develop new skills.
This document discusses concepts related to organizational agility through a series of tweets and quotes from various sources. It explores definitions of agility, the key ingredients to enabling agility, agile mindsets, principles of agile and DevOps practices like continuous delivery. Overall it provides an overview of the essential elements needed to build an agile organization, including a focus on customers, collaboration, learning and adapting to change.
The document discusses three keys to self-direction and leadership: intention, awareness, and confrontation. Intention involves wanting something and believing it is achievable. Awareness refers to being present and mindful. Confrontation means facing realities to grow and learn the truth. The document provides tips for developing each key, such as setting goals, practicing mindfulness, and examining biases. Leaders take responsibility and mobilize resources to address problems or opportunities. Self-efficacy also influences leadership, as people with high self-efficacy view challenges as opportunities.
Government PO What to expect when they are expectingsparkagility
The document discusses the product owner role in an agile context, particularly for government organizations. It describes the traditional product owner responsibilities of managing the product backlog. However, it notes that the role may need to evolve for government settings, where a "value team" approach with multiple stakeholders facilitating decision making could be more effective than a single product owner. The document explores how organizational structures and value team configurations may need to adapt for government agencies.
Agile2015 - Our Business Pipeline is Brokensparkagility
The document discusses issues with business delivery pipelines and proposes solutions. It notes that pipelines are often broken, with requests coming from many sources and long chains leading to lost information. Common pitfalls include multiple input queues pushing decisions to development and top executives bypassing processes. The document recommends agreeing on a single input process, deciding priorities before development, and collaborating across handoffs with techniques like "three amigos". Explicitly mapping the pipeline and removing bottlenecks can help improve business delivery.
The document discusses organizational change in an agile world. It provides perspectives on managing resistance to change by understanding the reasons for reactions to change. It also outlines approaches for executing change, including establishing a vision and direction, building skills and incentives, creating plans and tracking progress, and using improvement approaches like the Toyota Kata.
ReadyforAgile Webinar hosted by ICAgilesparkagility
The document discusses assessing organizational agility. It begins by noting the importance of starting an agility assessment by understanding where the organization currently stands and where it wants to go. It then outlines a 5-step systematic approach to agility assessment: 1) define purpose and outcomes, 2) identify participants and demographics, 3) define indicators, 4) gather data, and 5) share insights. Key insights involve identifying characteristics that enable or sustain agility, such as overcommitment, trust between silos, and mindset of value-driven delivery. Role-specific responses help identify opportunities like low trust between departments.
The document discusses the importance of learning, reading books, and building connections with others. It emphasizes that one must care about making positive changes, and that learning is an ongoing process of learning, experimenting, teaching, and examining through building relationships and engaging with a community. The last lines encourage learning to apply knowledge quickly through an agile approach.
The document provides an agenda for a training session on agile basics. The summary is:
The training session will cover key topics such as defining agility, comparing traditional and agile approaches, explaining the origins of agile and the agile manifesto. It will help participants understand the agile mindset and recognize the difference between doing agile and being agile. The session will also explore challenges to enabling agility and techniques for continuous improvement.
The document provides guidance on using a 4Cs training map approach to design effective training sessions that incorporate accelerated learning principles. It outlines the 4Cs - Connections, Concepts, Concrete Practice, and Conclusions - as an instructional design tool to show learners where the instruction is going and get them there together through multisensory activities. Examples of learner activities are provided for each C, like graphic organizers, teach-backs, and action planning. The goal is to actively engage learners through movement, images, writing and different approaches rather than passive activities like long lectures.
This document discusses how to design productive meetings. It provides tips for meeting facilitators on identifying the right participants, setting ground rules, creating an agenda with clear objectives and outcomes, tracking action items, following up after meetings, and ensuring participation from all attendees. The goal is to avoid unnecessary meetings and maximize productivity by focusing discussions and following through on agreed upon next steps.
This document provides an overview of a two-day PMI-ACP exam prep course. It outlines the course agenda, including introductions, an overview of the PMI-ACP exam requirements, and references. The exam requirements section specifies the experience and training needed to sit for the PMI-ACP exam, including 2000 hours of general project experience, 1500 hours of agile experience, and 21 hours of agile training. The document also notes that the exam will test knowledge of agile fundamentals and tools/techniques.
This document provides an introduction and agenda for an Agile Basics training session. It includes information about the trainer, Salah Elleithy, including his qualifications and experience in Agile coaching. The learning objectives are outlined, which focus on understanding what makes agility essential, the agile mindset, and the difference between doing agile and being agile. The agenda covers topics such as defining agility, the origins of Agile and the Agile Manifesto, challenges to enabling agility, stages of learning, and understanding the agile mindset. Logistics and ground rules for participation are also mentioned.
This one day course covers fundamentals of agile. The course will explore the origins and history of agile, understand the agile mindset, and learn techniques for planning, estimation, tracking progress, and adapting processes. The instructor has over 15 years of experience in areas like business analysis, project management, agile coaching, and is certified in several agile frameworks. The course will help participants apply agile beyond software development and establish an agile mindset focused on continuous learning, feedback, and improvement.
Understanding Bias: Its Impact on the Workplace and Individualssanjay singh
In the presentation, I delve into what bias is, the different types of biases that commonly occur, and the profound negative impacts they have on both workplace dynamics and individual well-being. Understanding these aspects is the first step towards creating a more equitable and supportive work culture.
Certified Administrative Officer CAO.pdfGAFM ACADEMY
The Certified Administrative Officer (CAO) is a gold-standard certification awarded exclusively by the Global Academy of Finance and Management ®. Earning this designation demonstrates that you have skills and experience in office administration which includes events coordination, time management, resource management, Microsoft Office applications, and business communication.
REQUIREMENTS
The Certified Administrative Officer designation requires a diploma or a bachelor's degree in business and administration, or related field.
Two years experience in office administration
Final year graduates with industrial attachment will be considered.
In addition to educational requirements, candidates must have knowledge in Microsoft Office applications, and business communication skills.
To apply: https://gafm.com.my/digital-certification/application-for-certification/
4. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
Managers who don’t know
how to measure what they
want settle for wanting to
measure what they can
measure.
-Russell Ackoff
5. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
Discussion
Measure what they want! Measure what they can!
What do managers (or
leaders) want to measure?
What can managers (or
leaders) actually measure?
Time: 5 minutes
6. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
Agenda
● The problem with metrics
○ Why do some love metrics and others hate them?
● Why do we need metrics?
● A different perspective
● What are Agile indicators?
○ Are we going in the right direction?
○ How fast are we going?
■ (Underlying question: When are going to get there?)
● Start with Questions!
● Staying Curious!
7. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
I love metrics because...
I hate metrics because...
Love / Hate relationship with metrics...
I constantly feel evaluated or judged
they convey that we are not good enough
(managers usually look for the negative!)
they can help us learn and improve...
they could highlight bottlenecks
they offer some level of confidence
they don’t tell the whole story
they almost always miss the context!
managers use them to measure productivity
I can use them to forecast what might happen
I can use them to tell whether our project will
be on budget, time, scope, etc.
they usually confirm our biases!
they can easily be gamed!
8. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
Metrics translator...
When managers or leaders ask... Team hears...
Why are you not going faster? What have you been busy doing?
Can you get this issue resolved? Can you give me an answer now?
What is your velocity? (story points delivered per sprint) How busy are you?
When are you going to deliver this feature? (Date) Are you sure you are going to be on time?
What is your estimate? Can you deliver by this date?
But some questions are more equal than others…!!!
9. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
What we usually do?
Data
What data do we currently
have or can we get from
our Agile tools? (ex: Jira,
Version One, etc.)
Metrics / Reports
What metrics or reports can
we give management or
leadership to keep them
happy?
10. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
Start with Questions!
Question
What questions do we
want to answer?
Indicator
What indicators help us
answer these questions?
Structure
What structure support
these indicators?
Data
What data do we
currently have? What
data do we need to
have?
Indicator
What indicators help us
answer these questions?
11. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
In reality, it looks like this...
Structure / Data
What structure support these
indicators?
What data do we currently have?
What data do we need to have?
Question (Start here!)
What questions do we need
to answer?
Indicator
What indicators help us answer
these questions?
Agile Indicators
Start with Questions!
12. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
What are Agile Indicators?
Based on our observation and experience, Agile
indicators boil down to 3 main questions:
● Are we going in the right direction?
(Compass)
● How sooner are we going will we get there?
(Speed)
● How fast can we adjust? (Response)
13. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
Shifting from judger to learner mindset
Source: https://inquiryinstitute.com/CM.pdf
Used with permission
14. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
Imagine if...
We aligned on the questions and the indicators with the teams from the get go!
“For instance, at Amazon, metrics are established in advance of
every activity and specify what actions are expected to happen in
ways that can be measured in real-time. If the metrics show that
activity is not having the impact that was expected, action is
required.”
-Stephen Denning. Forbes: Why Agile
Often Fails: No Agreed Metrics
16. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
Start with Questions!
● What do we want?
● How will we know when we get it?
● How will we know that we build it right?
Agile Indicators preferably measure
outcomes and impact over output
17. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
What questions come to your mind?
Team A
Team B
How is team A getting
more work done than
team B?What’s the team
velocity?
How many stories are
we completing every
sprint?
Where are we seeing
bottlenecks?
What can team A learn from
team B and vice versa?
Where do we see opportunities
for improvement?
18. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
What questions come to your mind?
1 2 3 4 5 6 7 8 9 10
When can we deliver all
stories?
When can we deliver all
stories?
What is our “release” goal?
How likely are we going to
meet our goal (based on this
chart/trend)?
What can we deliver by
Sprint 11?
What cause the scope
change?
What are we noticing? What
insights can we take from
this?
Can we deliver all stories by
Sprint 12?
19. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
What questions come to your mind?
Why are we not
meeting our
commitment?
What obstacles are
we running into?
What are the common
obstacles we run into?
How long does it
usually take to resolve
these obstacles?
20. @selleithy @TheHappyGuy10 #AgileDC #AgileIndicators
Tweetable Take-aways
● Start with Questions!
● When looking at indicators, ask, am I asking a judger
question or a learner question?
● Be Curious and Stay curious
Most teams hate the idea of tracking or sharing metrics with managers or leaders. When the teams are asked to share metrics like velocity, burn down and other output driven metrics, teams hear what are you "busy" doing? So, the team starts to focus on showing how busy they are which drives the wrong behavior and stifles their opportunity for learning and growing and using metrics for good.
Since, the essence of agility is continuous improvement via inspect and adapt. We want to reframe the conversation around Agile indicators that start with questions! What questions are you asking your team? How are you helping them to learn and grow? What indicators are you looking at?
In this session, we will be providing insights around using Agile indications with questions in order to embrace a different mindset. A mindset that encourages more learning, growing and less judgment. A curiosity mindset that encourages organizations to move from “busy work” or output focused metrics to outcomes focused using questions.
Use a piece of paper and split into half (write down measure what they want in one half of the paper and write down measure what they can in the other half of the paper (What do managers (or leaders) want to measure? Vs. what can managers (or leaders) actually measure?
Turn to the person next to you
The problem with metrics
Why do some love metrics and others hate them?
Why do we need metrics?
A different perspective
A different perspective
A different perspective...
A different perspective...
A different perspective...
What are Agile indicators?
Are we going in the right direction?
How fast are we going?
(Underlying question: When are going to get there?)
Staying Curious!
Understand the difference between the learner mindset vs. the judger mindset
Adopt a curious/learners mindset using choice maps
Possibly introduce Q-storming / Q-prep
Understand the difference between the learner mindset vs. the judger mindset
Adopt a curious/learners mindset using choice maps
Opinion: Use the questions from earlier slide
Possibly introduce Intent-based leadership by David Marquet
Judger Questions
Why is team A getting more work done than team B?
What’s the team velocity?
How many stories are we completing every sprint?
Learner Questions
What can team A learn from team B and vice versa?
Where are we seeing bottlenecks?
Where do we see opportunities for improvement?
These stories are for a specific feature and these teams are working on more than 1 feature any given sprint.
When can we deliver all stories? (Fixed scope)
What can we deliver by Sprint 12? (Fixed Date)
Can we deliver all stories by Sprint 12? (Fixed Scope and Date)
Learner Questions
What is our “release” goal?
How likely are we going to meet our goal (based on this chart/trend)?
What are we noticing? What insights can we take from this?
What is our biggest takeaway here?
What cause the scope change?
If we think of our stories as experiments (because we don’t know what we don’t know yet).
Story about a lead saying that the team is horrible and failed our sprint (basing it on one data point)
Judger questions:
Why are we not meeting our commitment? (most teams will commit to less work so they can meet their commitment so that they can look good.)
Learner questions
What obstacles are we running into?
How long does it usually take to resolve these obstacles?
What are the common obstacles we run into?