Metrics for the Agile Planning Phase

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Example CAMS Metric for Planning
Description
Cost (budget) for development
This is based on previous project data, current objectives, and associated risks. It results from a cost–benefit analysis including anticipated ROI
Benefit (monetization)
This metric highlights the costs associated with project milestones and helps monetize business benefits corresponding to milestones (time, quality, functionality)
Risk management
This involves managing risks through its accurate monetization. This metric can clarify the apportioning of risks between the program sponsor and the project execution
Business integration cost
Program budget and costing include estimate of business time spent addressing project issues. Integration also requires an understanding of the business infrastructure and needs to be included in the calculations
Functionality (scope)
This is based on a combination of high-level user stories and initial use cases. Other approaches to functionality, such as a prioritized list, are also helpful in planning the overall scope of the project
Resources (people)
These are a number of developers required on a project. Developers can play different roles in Agile. However, a formal project structure of CAMS assigns specific roles to people. Therefore, this metric has to identify the roles and the number of people required within the role
Person-day
This metric measures an ideal, uninterrupted working day in Agile. This measure is critical in arriving at the total days (and hours) required for a project. Total time worked on a project (or feature), if measured correctly, can help in identifying the development trend in the organization, and thereby make an estimate of the time required for a project
Iterations and lengths
The number of iterations required for a project can be based on decomposition of objectives and past project experience. The higher the risks, the more should be the number of iterations. The initial iteration has to be shorter (15%, see Chapter 8 and discussion on iteration distribution) to enable communication and understanding of measures across the project. The major iteration is the longest in terms of time and requires maximum effort; this is followed by a relatively shorter final iteration, in a project with three iterations
Outstanding work (burn down)
This metric is more important in tracking a project as it progresses. Outstanding work represents the work that is yet to be completed in comparison with that which has already been completed. Unified person-day measures and functionality measures are vital in ascertaining outstanding work
ROI, return on investment.

Taken from : The Art of Agile Practice: A Composite Approach for Projects and Organizations

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