Oct 19, 2015 - The best architectures, requirements, and designs emerge from self- organizing .... Functions. Set Vision
Using the ISBSG Database in an Agile Project Context Customer Orientation
Lean Six Sigma
Agile Processes
Thomas M. Fehlmann, Zürich, Euro Project Office AG E:
[email protected] – H: www.e-p-o.com
Project Estimations
Transfer Functions
3°International Conference on IT Data collection, Analysis and Benchmarking Florence (Italy) - October 19, 2015 1
Dr. Thomas Fehlmann Customer Orientation
Lean Six Sigma
Agile Processes
Project Estimations
l l l l l l l l l l
1981: 1991: 1999: 2001: 2003: 2004: 2007: 2011: 2012: 2013:
Dr. Math. ETHZ Six Sigma for Software Black Belt Euro Project Office AG, Zürich Akao Price 2001 for original contributions to QFD SwissICT Expert for Software Metrics, ICTscope.ch Member of the Board QFD Institute Deutschland – QFD Architect CMMI for Software – Level 4 & 5 Net Promoter® Promoter® Certified Certified Associate Associate Member of the DASMA Board Vice-President ISBSG
Transfer Functions
2
Predictive Projects = Waterfall? Definition
Customer Orientation
l Traditional project development has become the “enemy” called Lean Six Sigma
Agile Processes
Project Estimations
Waterfall
Analysis Design
Implement
l The inspector stays on the bridge crossing the waterfall and assesses progress
Install
l Who’s afraid from the Big Bad Inspector???!?
Transfer Functions
Operate 3
The Wonderful New World of Agile l Twelve Principles of Agile Software 1. Customer Orientation
Lean Six Sigma
Agile Processes
Project Estimations
Transfer Functions
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity – the art of maximizing the amount of work not done – is essential. 11. The best architectures, requirements, and designs emerge from selforganizing teams. 12. At regular intervals, the team reflects on how to become more effective, 4 then tunes and adjusts its behavior accordingly.
Scrum Development Cycle Customer Orientation
fail
Independent Testing
pass
Lean Six Sigma
24h Agile Processes
10 day Project Estimations
Transfer Functions
Product Backlog “User Stories”
Sprint Backlog “Work Items”
Sprint
Work Increment of finished software 5
Why Predictive ≠ Waterfall Customer Orientation
l What do you need to predict? Functionality? No…, it’s evolving Cost, Yes!
Lean Six Sigma
39 Entry (E) + 45 eXit (X) + 12 Read (R) + 14 Write (W) = 110 CFP Get Certifcate
Traveler
Get SIM Certificate
Mobile Phone
SIM Card
SIM Certificates
Telecom User Management
Payment
User ID
1.// Request Certificate fail
pass
2.// SIM Certificate
Independent Testing
3.// Identification
Agile Processes
4.// Telecom Clearance 24h
5.// No Valid Certificate 6.// Phone Connected?
7.// Device ID 10 day
Project Estimations
8.// Ask for Subscriber ID 9.// Return Subscriber ID 10.// Read Subscriber ID Product Backlog “User Stories”
Sprint Backlog “Work Items”
Sprint
Work Increment of finished software
11.// Read Device ID 12.// Ask for PIN Code
Transfer Functions
13.// Enter PIN Code
l How many Sprints are needed?
14.// Ask for clearance
6
Predict Cost! Customer Orientation
Lean Six Sigma
Agile Processes
Project Estimations
l You need to know
l In what units?
Velocity
Functional Size per Sprint
Team Size
Person Days per Sprint
Sprints Needed
Number of Sprints
l Cost = Team Size * Sprints needed * Salaries
l Vision & Goals? When are Goals Reached?
Transfer Functions
How do we know the Project is Finished? 7
Definitions Customer Orientation
Lean Six Sigma
Agile Processes
Project Estimations
Transfer Functions
l ISBSG
= International Software Benchmarking Standards Group
l FSU
= Functional Size Units (IFPUG, COSMIC, etc.)
CFP IFP
= COSMIC Function Points = IFPUG Function Points
l PDR
= Project Delivery Rate in Hours per FSU
l StP
= Story Points, as defined by the team (project-specific)
l sPDR
= Story Point Delivery Rate: the number of story points per FSU
l PD
= Person Days; 1 day = 8 hours
l PWE
= Project Work Effort, measured in Sprints, or sometime still in PDs
Includes Definition, Analysis, Design, Implementation, Test and Installation as well as project management and project administration loads
l Velocity = FSU delivered per Sprint 8
The ISBSG Data Portal – Entrance Customer Orientation
Lean Six Sigma
Agile Processes
Project Estimations
Transfer Functions
9
The ISBSG Data Portal – Search for Projects Customer Orientation
Lean Six Sigma
Agile Processes
Project Estimations
Transfer Functions
10
The ISBSG Data Portal – Search Results Customer Orientation
Lean Six Sigma
Agile Processes
Project Estimations
Transfer Functions
11
The ISBSG Data Portal – Project Details Customer Orientation
Lean Six Sigma
Agile Processes
Project Estimations
4.25
Transfer Functions 4.25
12
Set Vision and Goals: Sample Helpdesk Project Customer Orientation
Lean Six Sigma
l A Transportation Company asked customers what they expect from a helpdesk Net Promoter Score analysis unveiled five major business drivers responsible for attractiveness of using the helpdesk in case of any service interruption or difficulties Improvements are dearly needed… Involving Software as well as Services
Agile Processes
Business Drivers Project Estimations
Transfer Functions
a) Helpdesk BD1 BD2 BD3 b) Software BD4 BD5
Topics Responsiveness Be Compelling Friendliness Personalization Competence
Attributes Fast Response Able to resolve issue Keeps calm Knows who's calling Can figure out solution
Few Selections Committed to help Unagitated Knows travel plans According my preferences
Known Issue Knowledgeable Cool Knows delays
Priority 0.34 0.44 0.41 0.64 0.33
13
Functional User Requirements – Vision Count 39 Entry (E) + 45 eXit (X) + 12 Read (R) + 14 Write (W) = 110 CFP Customer Orientation
Get Certifcate
Traveler
Get SIM Certificate
Mobile Phone
SIM Card
SIM Certificates
1.// Request Certificate 2.// SIM Certificate
Lean Six Sigma
110 CFP
Telecom User Management
User ID
3.// Identification
Agile Processes
This extract shows how Telecom provides Identity Services for Travelers
4.// Telecom Clearance 5.// No Valid Certificate 6.// Phone Connected?
7.// Device ID Project Estimations
8.// Ask for Subscriber ID 9.// Return Subscriber ID 10.// Read Subscriber ID
Transfer Functions
11.// Read Device ID 12.// Ask for PIN Code 13.// Enter PIN Code
14
Is that the Whole Story? Customer Orientation
Lean Six Sigma
Agile Processes
l Functional Requirements (FUR)
l Non-functional Requirements (NFR)
Represented by initial sequence diagram – or any other kind of Epics
NFR describe Business Goals indeed
Cost per Function Point known
Most NFR become functional over time!
FUR do not describe business goals in project
No Database available for Benchmarking
Project Estimations
Transfer Functions
15
Non-Functional Requirements become Functional over Time Customer Orientation
Lean Six Sigma
Agile Processes
Project Estimations
Transfer Functions
l In Agile, the transformation of NFR to FUR happens within each Sprint Functional Size growths during the Project NFR can be assessed before project start Initial FUR count is the project vision Predictive counts require NFR!
Size by analogy or expert judgement Approximate FUR
Outline FUR
Precise COSMIC size measurement
Approx. COSMIC size measurement Detailed FUR
Software
Implemented System
True NFR
Outline NFR
System Project
Requirements Analysis
Design & Definition
Hardware
Build, Test & Implement
Source: COSMIC Guideline on Non-Functional & Project Requirements and Charles Symons 2014
Other deliverables
16
Initial Buglione-Trudel Matrix Business Drivers Customer Orientation
Story Cards
Business Driver Goal Profile / Achieved Response Profile
BD1: Responsiveness BD2: Be Compelling
Lean Six Sigma
BD3: Friendliness BD4: Personalization
Agile Processes
BD5: Competence
Convergence Gap
User Story Priorities
0.23
Project Estimations
Transfer Functions
Functional Effectiveness (ISO/IEC 19761)
Functional Story Cards
0.02
User Stories
Q001 Customer Story
Q002 Helpdesk Story
Q003 Enrollment Story
Q004 Social Story
Q005 Get SIM Certificate
17
Functional and Non-Functional Story Cards Story Card for Helpdesk Story Customer Orientation
Lean Six Sigma
Q002-02F: Get Additional Information
Story Points:
3
Name: Peter
Functional Size:
2
Sprint:
Test is Draft is Review Ready Ready Done
Finalized
Approved
Functional
#03 - Adagio
Business Impact:
As a Helpdesk staff, I want to identify a client without having to ask for the name or get credentials, regardless whether calling by phone, sending email, or when chatting, such that I can charge service fees or ticket sold according the clients’ preferred payment method, so that in case of urgency I can help more customers faster and more effectively
Traveler
Helpdesk Story 35.// Respond to Traveler
36.// Traveler explains Situation
Contact traveler and ask for additional information about his or her travel needs
Agile Processes
Story Card for Helpdesk Story Q002-09Q: Apologies
Project Estimations
Story Points:
8
Name: Heidi
Functional Size:
0
Sprint:
Business Impact:
BD2: 1
Test is Draft is Review Ready Ready Done
Finalized
Approved
Functional
#04 - Rondo BD4: 6
As a Helpdesk staff, I want to identify a client without having to ask for the name or get credentials, regardless whether calling by phone, sending email, or when chatting, such that I can charge service fees or ticket sold according the clients’ preferred payment method, so that in case of urgency I can help more customers faster and more effectively Find a way to express apologies in a personal way
Transfer Functions
18
Final Buglione-Trudel Matrix Business Drivers Customer Orientation
Story Cards
Business Driver Goal Profile / Achieved Response Profile
BD1: Responsiveness BD2: Be Compelling
Lean Six Sigma
BD3: Friendliness BD4: Personalization
Agile Processes
BD5: Competence
Convergence Gap
User Story Priorities
0.03
Project Estimations
Transfer Functions
Functional Effectiveness (ISO/IEC 19761)
Functional Story Cards
0.02
User Stories
Q001 Customer Story
Q002 Helpdesk Story
Q003 Enrollment Story
Q004 Social Story
Q005 Get SIM Certificate
19
Business Impact Cards become Functional Customer Orientation
Lean Six Sigma
l The “Apologies” Story Card becomes functional after involving the Customer Experience and the Legal department Adding 9 CFP to the 110 CFP already agreed for basic functionality Happens within the sprint “#04 – Rondo” Unplanned, additional functionality resulting from an NFR
Agile Processes
Story Card for Helpdesk Story Q002-09Q: Apologies
Project Estimations
Story Points:
8
Name: Heidi
Functional Size:
0
Sprint:
Business Impact:
BD2: 1
Test is Draft is Review Ready Ready Done
Finalized
Approved
Functional
#04 - Rondo BD4: 6
As a Helpdesk staff, I want to identify a client without having to ask for the name or get credentials, regardless whether calling by phone, sending email, or when chatting, such that I can charge service fees or ticket sold according the clients’ preferred payment method, so that in case of urgency I can help more customers faster and more effectively Find a way to express apologies in a personal way
Transfer Functions
20
Initial and Final Metrics for Goals Reached
0.34
BD2 Be Compelling
0.44
BD3 Friendliness
0.41
BD4 Personalization
0.64
BD5 Competence
0.33
3 6 6 6 3
0.29
BD1 Responsiveness
0.34
0.52
BD2 Be Compelling
0.44
0.56
BD3 Friendliness
0.41
0.51
BD4 Personalization
0.64
0.28
BD5 Competence
0.33
Solution Profile for User Stories 0.74 0.53 0.10 0.33 0.22 Convergence Gap 0.75
0.10 Convergence Range 0.20 Convergence Limit
0.56
0.09
0.31
0.17
4 4 3 3 3 3 6 9 6 6 1 6 6
Achieved Profile
Q005 Get SIM Certificate
7 7 6 6 3
Q004 Social Story
Business Drivers
Q003 Enrollment Story
Goal Profile
Achieved Profile
Q005 Get SIM Certificate
Q004 Social Story
4 4 3 3 3 3 6 6 6
User Stories
Deployment Combinator
Q002 Helpdesk Story
Transfer Functions
BD1 Responsiveness
Q003 Enrollment Story
Business Drivers
Project Estimations
Business Drivers
User Stories
Q002 Helpdesk Story
Agile Processes
l Final Coverage of Business Drivers
Q001 Customer Story
Business Drivers Deployment Combinator
Q001 Customer Story
Lean Six Sigma
l Initial Coverage of Business Drivers
Goal Profile
Customer Orientation
0.33 0.44 0.42 0.66 0.30
Solution Profile for User Stories 0.65 0.52 0.27 0.42 0.25 Convergence Gap
0.23
0.65
0.10 Convergence Range 0.20 Convergence Limit
0.51
0.26
0.42
0.26
0.03 21
How predicting Cost of “Non-Functional” Requirements? User Stories
Agile Processes
Project Estimations
Business Drivers
Collect the Experts
BD1 Responsiveness
0.34
• Business • Developers
BD2 Be Compelling
0.44
BD3 Friendliness
0.41
Agree on a value 1 – 3 – 9 for each cell indicating how much the User Story impacts the respective Business Driver
BD4 Personalization
0.64
BD5 Competence
0.33
Make sure the Convergence Gap closes
9 9 3 3 3
1 3 3 3 3 9 9 3 9 1 1 3 3 3
Achieved Profile
Q005 Get SIM Certificate
• Ideally by Net Promoter Score
Q004 Social Story
Goal Profile
Get the Business Driver’s Goal Profile
Q003 Enrollment Story
Cost Prediction
Find a QFD Moderator Lean Six Sigma
User Stories
Q002 Helpdesk Story
l QFD Workshop
Q001 Customer Story
Customer Orientation
0.35 0.44 0.42 0.65 0.30
Solution Profile for User Stories 0.63 0.51 0.23 0.45 0.30 Convergence Gap
0.6 0.10 Convergence Range 0.20 Convergence Limit
0.5
0.2
0.4
0.3
0.03 Business Impact
81
Transfer Functions
22
Early Estimation by a QFD Workshop
Transfer Functions
BD1 Responsiveness
0.34
BD2 Be Compelling
0.44
BD3 Friendliness
0.41
BD4 Personalization
0.64
BD5 Competence
0.33
0.35
BD1 Responsiveness
0.34
0.44
BD2 Be Compelling
0.44
0.42
BD3 Friendliness
0.41
0.65
BD4 Personalization
0.64
0.30
BD5 Competence
0.33
Solution Profile for User Stories 0.63 0.51 0.23 0.45 0.30 Convergence Gap
0.6 0.10 Convergence Range 0.20 Convergence Limit
0.5
0.2
0.4
0.3
81
Achieved Profile
4 4 3 3 3 3 6 9 6 6 1 6 6
0.33 0.44 0.42 0.66 0.30
Solution Profile for User Stories 0.65 0.52 0.27 0.42 0.25 Convergence Gap
0.03 Business Impact
7 7 6 6 3
Q004 Social Story
Business Drivers
Q003 Enrollment Story
Goal Profile
Q004 Social Story
1 3 3 3 3 9 9 3 9 1 1 3 3 3
Achieved Profile
Q005 Get SIM Certificate
Q003 Enrollment Story
9 9 3 3 3
User Stories
Deployment Combinator
Q002 Helpdesk Story
Project Estimations
Business Drivers
Q002 Helpdesk Story
Goal Profile Agile Processes
Business Drivers
User Stories
Cost Prediction
Q001 Customer Story
User Stories Lean Six Sigma
l Final Convergence Gap after a few sprints Q005 Get SIM Certificate
l Result of QFD Workshop
Q001 Customer Story
Customer Orientation
0.65
0.10 Convergence Range 0.20 Convergence Limit
0.51
0.26
0.42
0.26
0.03 Business Impact
89 23
Predict Total Functionality Needed and thus Effort Customer Orientation
Lean Six Sigma
Agile Processes
Project Estimations
Transfer Functions
l The Idea: Do a QFD Workshop and count the total amount of correlation values in the matrix
l FUR count yields 110 CFP
Assume 4.25 PDR (h/CFP) Story Point Delivery Rate 110 * 4.25 = 468 h
l 1 CFP = 2.0 Story Points l 1 Story Point = 1 Impact l NFR total for 81 Impacts Therefore NFR add 81 * 2.0 = 162 CFP
This yields 4.25 * 162 689 h
l Total 468 h + 689 h = 1156 h
24
Predict Total Functionality Needed and thus Cost User Stories
0.44
Friendliness
0.41
BD4
Personalization
0.64
BD5
Competence
0.33
1 3 3 9 1
Solution Profile for User Stories 0.63
0.6
Q003 Enrollment Story
9 9 3 3 3
Q005 Get SIM Certificate
0.34
Be Compelling
BD3
Q004 Social Story
l The Idea:
Responsiveness
BD2
Q002 Helpdesk Story
Goal Profile
Customer Orientation
BD1
Q001 Customer Story
Business Drivers
3 9 3
9 1 3
Achieved Profile
User Stories
Cost Prediction
0.35
3
0.44
3 3
0.42 0.65 0.30
0.51 0.23 0.45 0.30 Convergence Gap 0.5 0.2 0.4 0.3 0.03
0.10 Convergence Range 0.20 Convergence Limit
Business Impact
81
Do a QFD Workshop and count the total amount of correlation values in the matrix Lean Six Sigma
Somehow, they will correlate to the amount of functionality added by tasks imposed by customer’s needs, to satisfy the business driver’s goal profile 39 Entry (E) + 45 eXit (X) + 12 Read (R) + 14 Write (W) = 110 CFP
Get Certifcate
Traveler
Basic Functionality is counted the usual way using a standard Functional Sizing Method Agile Processes
Get SIM Certificate
Mobile Phone
SIM Card
SIM Certificates
Telecom User Management
User ID
1.// Request Certificate 2.// SIM Certificate
3.// Identification 4.// Telecom Clearance 5.// No Valid Certificate 6.// Phone Connected?
7.// Device ID 8.// Ask for Subscriber ID
l The Problem:
9.// Return Subscriber ID 10.// Read Subscriber ID
11.// Read Device ID 12.// Ask for PIN Code 13.// Enter PIN Code
How does work for business impact compare with PDR for functionality?
14.// Ask for clearance
Project Estimations
l The Solution: Transfer Functions
Use the Team’s Story Points to “translate” Business Impact into FUR Calibrate pure functional Story Cards with pure Impact Story Cards 25
Payment
Calibrating with Story Points Customer Orientation
Story Points by the Team
Lean Six Sigma
Agile Processes
Project Estimations
FUR for Customer Needs
Business Impact NFR
ISBSG Benchmark
Total Estimate €
Transfer Functions
COSMIC Functional Size
26
Conclusion Customer Orientation
Lean Six Sigma
l Effort Estimation without knowing the Customer’s Needs is only incidentally correct Simply because all “Change Requests” originate from customer’s need and the product’s business drivers
l Embracing Agile seriously allows predicting project cost much better and simpler than traditional cost estimation techniques Agile Processes
By predicting the agile software development process Not the product!
Project Estimations
l It’s still benchmarking but at much better granularity, taking the team and the environment into account
Transfer Functions
27
Questions? Customer Orientation
Lean Six Sigma
Agile Processes
Project Estimations
Transfer Functions
28
Controlling Variations CN VoC Customer Orientation
FUR LT
Voice of the Customer (VoC)
Competitive Analysis (LT)
#NPS, #Kano
#Market Share
Lean Six Sigma
UC BD Agile Processes
Business Drivers (BD)
UC FUR Functional User Requirement (FUR)
Project Estimations
Non-Functional Transfer Functions
Functional User Stories (UC) #Priority
29
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