SKILLS & TRICKS
On a number of occasions i have come across the issue with Agile Story Points and how the final software output is measured. Though there is no best way to measure a software delivery but a lot of experimentation has been done in the recent years. In this post i will be sharing some of my personal experiences and will try to highlight the Agile Metrics and ISO Standard Measures. I personally feel, both of them can be mixed together to a certain level to measure the output.
Without a doubt Agile processes and procedures have brought advantages for speedier delivery of software that meets developing client needs. Be that as it may, the opportunity given to individual teams to manage their own processes has made it difficult to manage the activities across Agile teams – what we call managing ‘Agile-at-scale’.
To be specific, Agile metrics such as Story Points, may be used by individual teams to manage their own affairs but are very little help for the tasks of planning and monitoring progress across teams, for understanding performance and whether it is improving or not, and for estimating future investments.
Senior management is responsible for setting budgets and allocating resources optimally so as to deliver the greatest value to the organization, and for tracking progress against budgets across the organization. This cannot be done properly for a software group using only typical Agile processes where there are no common performance data across all the teams. These management tasks become even more difficult for an organization that has contracted out its software development to external suppliers that use Agile processes, but that do not use any standard performance measures. I have come across a number of organizations who lack in defining individual, team and product level KPIs to achieve a target - though they do achieve something but not precisely hitting the nail with the hammer.
In this post i'll try to explain the challenges that management faces when confronted with the limitations of Agile metrics. I'll try to show some of the stuff which has been experimented, how simple but effective and long-established ISO standard software measures can fit seamlessly into Agile processes to enable managers to estimate and control Agile delivery at scale. This can be achieved without needing to change any of the underlying Agile processes, and whilst continuing to obtain the benefits that Agile teams can bring in the speed and flexibility of delivering business value.
Purpose of this post is to describe the Software Project Audit Process which is capable of capturing different activities which take place throughout a Software Project life-cycle. The main purpose of this process is to audit the quality of the deliverables at the client site. After the auditing, the quality level of the audited activity will be presented using a measurement called Metric.
The process will be used by both the Development team and the Software Project Audit team to derive their own metrics to measure the quality status of a software product in its life cycle. Eventually, the trends of such metrics will be used to predict or change the Projects' way forward by identifying any potential failures which can happen in the future.
Also in this post i will explain the several guidelines used by the Software Project Audit Process for Project Progress calculation, mapping Payment Milestones with Project deliverables and Project Artifact reviewing.
Further, it will explain the way how the process differ from typical software development life cycle and how it has been automated by integrating several testing tools and testing methodologies as well as embedding best industry standards.
Scope of this post is to provide an insight about ;