The AgileSparks Way is our approach for how to run an Agile transformation/journey. A key question is "Are we there yet?" or even "Are we on the right track?". This of course starts with making sure everyone understands WHY are we on this journey - in other words our goals/desired outcomes. It continues with establishing key metrics/indicators - whether qualitative or quantitative - to accompany each goal/desired outcome. While these are customized for each journey, we've helped people through enough journeys/transformations to actually notice patterns that can be a good starting point for the customization process. This slide deck describes this set of metrics/indicators. Learn more about the AgileSparks Way at https://www.agilesparks.com/about/theagilesparksway/

1. AgileSparks' Way of
Measuring
Improvement

2. Transitioning
to Agile Can
Be...
Expensive
Risky
Painful

3. ARE WE
MOVING
FORWARD?

4. A year from now...
How will you know the change
made an impact?

5. Where are We?
How are we Trending?
CUSTOMER
SATISFACTION
QUALITYSPEED &
EFFICIENCY
EMPLOYEE
ENGAGEMENT

6. The AgileSparks Success
Metrics
➽ Inclusive - Panoramic view of improvement
➽ Universal - Relevant to all organizations
➽ Painless - Relatively easy to measure and track
➽ Periodical - Trend is more important than current value
➽ Guiding - Help us steer toward success together

7. 1Customer Satisfaction
➽ Internal customers
➽ External customers
when possible and
relevant
1

8. Fully Disagree Fully Agree
0 1 2 3 4 5 6 7 8 9 10
Do you agree with the statement:
I would recommend ACME’s
services/product to other organizations
Net Promoter Score

9. Employee
Engagement
“Before you win the
marketplace, you need to win
in the workplace”
eNPS + Some additional
drill-down questions
12

10. Speed and
Efficiency
From the time we commit, till the time we deliver (*)
Shorter lead time = Get feedback earlier, learn faster,
change direction faster, provide better service, more
value earlier, more predictability etc.
What is the lead time today?
How can we reduce it?
How will we measure it?
13
(*) - If delivery is out of our scope, till the time it is ready
to be delivered
Lead Time

11. Speed
and
Efficienc
MMF-Level Lead Time; Organization-level KPI.
Meaningful to business.
User-Story-Level Lead Time - From the moment it is
pulled into development, till the moment it is ready to
be delivered. Leading indicator.
13Lead Time

12. 1. # of escaping defects
2. # of hotfixes (unplanned releases)
3. % of velocity allocated to fixing problems (vs. new development, and
long term investment such as refactoring and automation)
14

13. Story-velocity
# of User Stories delivered per month
15

15. Where are We?
How are we Trending?
CUSTOMER
SATISFACTION
QUALITYSPEED &
EFFICIENCY
EMPLOYEE
ENGAGEMENT

16. Appendix
More measurements you can consider

17. Flow efficiency - Total Lead time/Time in work, or Total
lead time/Effort in time units
Process efficiency - Release setup time (transaction cost)
- How long/How much effort from a small feature being
done-done by a team, till it is released and used
Predictability - E.g. PI-level delivered BV vs. Planned BV.

18. Spare Slides

19. Our Organization
DEMAND,
OPPORTUNITIES
OUTCOME: HAPPY
EMPLOYEES,
CUSTOMERS,
SHAREHOLDERS
PROCESS

20. Our Organization
DEMAND,
OPPORTUNITIES
OUTCOME: HAPPY
EMPLOYEES,
CUSTOMERS,
SHAREHOLDERS
PROCESS
1. Bottom-line
2. Result
3. Lagging

21. Leading vs. Lagging
DEMAND,
OPPORTUNITIES
OUTCOME: HAPPY
EMPLOYEES,
CUSTOMERS,
SHAREHOLDERS
PROCESS
1. Process
2. Leading
3. “How”

22. Example
DEMAND,
OPPORTUNITIES
OUTCOME: HAPPY
EMPLOYEES,
CUSTOMERS,
SHAREHOLDERS
PROCESS
Higher % of test cases automated
➽ Easier & faster to release, more test coverage
Defects are found earlier and are cheaper to fix
➽ More responsive to clients, better quality
➽ Better customer satisfaction
PROCESS