An Agile Throwdown: Munich Germany Takes on the Columbus OH Agile Benchmark Study
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2 An Agile Throwdown: Munich Germany Takes on the Columbus OH Agile Benchmark Study Michael Mah Managing Partner QSM Associates, Inc. 75 South Church Street Pittsfield, MA USA Fax Website:
3 (#3)
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8 (#8) Rayleigh Curve Defect Rate
9 (#9)
10 The Columbus Agile Benchmark Study (Columbus vs the World) (#10)
11 The QSM SLIM Database QSM maintains the world s largest benchmarking database of 12,000+ completed software projects collected worldwide. We put industry productivity statistics on the desktop. The QSM SLIM database contains projects in all industries, waterfall, Agile, offshore/outsourced, inhouse, new development, and maintenance. SLIM tools enable managers to measure and estimate Agile and/or waterfall projects. (#11)
12 The QSM SLIM Database British Telecom SAP Microsoft Intel AT&T/BellSouth Nationwide Motorola VerizonWireless Roche Diagnostics Fiserv Corp IBM Global Misys Healthcare JPMorganChase Boeing Bank of New York Mellon Lockheed Martin Progressive Insurance DirecTV (#12)
13 How Might Agile Be Successful? Agile projects can be considered more successful in the sense that they deliver more functionality with fewer defects. - Kent Beck (xp creator) (#13)
14 Comparing Columbus AGILE projects vs. Industry Averages* -- 75% Fewer Defects, 30% Quicker Schedules -- *Industry Averages for Defects & Schedules come from the QSM, database of several thousand Business type applications. AGILE 75% Fewer Defects Industry Average Defects* AGILE 30% Quicker Schedules Industry Average Schedules* 0 (#14)
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24 SLIM- Estimate: Size, Schedule, Cost & Quality Estimating SLIM- MasterPlan: Incremental Development & Project SLIM-Control: Aggregation Variance Analysis & Adaptive Forecasting SLIM-Metrics: Industry Benchmarking & Process Improvement SLIM-DataManager Software Project Metrics Repository (#24) footer
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30 Follett vs. Industry Average Industry Average Current Performance Delta Project Cost $3.5 Million $2.2 Million -$1.3M Schedule 12.6 months 7.8 months -4.8 mos QA Defects % Staffing n/a (#30)
31 Agile Captures the Right Metrics for SLIM Velocity/Burndown Headcount Stories and Point Sizing Bugs (#31)
32 (#32) Project Sketch Core Metrics
33 Input to SLIM Size Defects Time Effort (#33)
34 Trendline Assessment Build Phase Schedule Time (Months) Main Build Phase Duration vs Size 100 Faster Schedules Rel 5.0 Rel 8.0 Rel Rel 6.0 Rel 7.5 Rel ,000 Effective SLOC (thousands) (#34) Business Sy stems Av ionic Sy stems Command & Control Microcode Sy stems Process Control QSM 2005 Business Av g. Line Sty le 1 Sigma Line Sty le
35 Errors (SysInt-Del) Trendline Assessment Defects/Quality Defects During Test Defects During Test 10,000 10,000 Fewer Defects Fewer Defects 1,000 1,000 Rel 8.0 Rel 8.0 Rel 5.0 Rel 6.0 Rel 6.0 Rel 7.5 Rel 7.0 Rel Rel (#35) , Effective SLOC (thousands) 1,000 Effective SLOC (thousands) Business Sy stems Av ionic Sy stems Command & Control Microcode Sy stems Process Control QSM 2005 Business Av g. Line Sty le 1 Sigma Line Sty le Business Sy stems Av ionic Sy stems Command & Control Microcode Sy stems Process Control QSM 2005 Business Av g. Line Sty le 1 Sigma Line Sty le
36 This Data Says: Kent was CORRECT Agile projects can be considered more successful in the sense that they deliver more functionality with fewer defects. - Kent Beck (#36)
37 The Columbus Agile Benchmark Study (Columbus vs the World) (#37)
38 The Munich Agile Benchmark Study (Munich vs the World) (#38)
39 (#39) Munich vs. Columbus
40 July Release: Sample Agile Release Summary 4 months duration 10 FTE staff 139 Stories, 553 Story Points Delivered by Adding/Creating (an additional) 26,579 New Code, plus 7,615 Changed Code = 34,194 New and Changed Code (Other code = same/unchanged or deleted) 45 Defects during QA Testing (#40)
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43 Months Speed - Columbus Time-to-Market 100 Faster Schedules ,000 New + Modified Size (thousands) (#43) United States QSM Business Av g. Line Sty le 1 Sigma Line Sty le
44 Months Speed - Columbus Time-to-Market 100 Faster Schedules ,000 New + Modified Size (thousands) (#44) United States QSM Business Av g. Line Sty le 1 Sigma Line Sty le
45 Months Speed - Munich Time-to-Market 100 Faster Schedules ,000 New + Modified Size (thousands) (#45) Germany QSM Business Av g. Line Sty le 1 Sigma Line Sty le
46 Months Speed - Munich Time-to-Market 100 Faster Schedules ,000 New + Modified Size (thousands) (#46) Germany QSM Business Av g. Line Sty le 1 Sigma Line Sty le
47 Months Speed Columbus and Munich Time-to-Market 100 Faster Schedules ,000 New + Modified Size (thousands) (#47) United States Germany QSM Business Avg. Line Style 1 Sigma Line Style
48 Months Speed Columbus and Munich Time-to-Market 100 Faster Schedules ,000 New + Modified Size (thousands) (#48) United States Germany QSM Business Avg. Line Style 1 Sigma Line Style
49 (#49)
50 Defects Bugs - Columbus Defects 10,000 Fewer Defects 1, ,000 New + Modified Size (thousands) (#50) United States QSM Business Av g. Line Sty le 1 Sigma Line Sty le
51 Defects Bugs - Columbus Defects 10,000 Fewer Defects 1, ,000 New + Modified Size (thousands) (#51) United States QSM Business Av g. Line Sty le 1 Sigma Line Sty le
52 Defects Bugs - Munich Defects 10,000 Fewer Defects 1, ,000 New + Modified Size (thousands) (#52) Germany QSM Business Av g. Line Sty le 1 Sigma Line Sty le
53 Defects Bugs - Munich Defects 10,000 Fewer Defects 1, ,000 New + Modified Size (thousands) (#53) Germany QSM Business Av g. Line Sty le 1 Sigma Line Sty le
54 Defects Bugs Columbus and Munich Defects 10,000 Fewer Defects 1, ,000 New + Modified Size (thousands) (#54) United States Germany QSM Business Avg. Line Style 1 Sigma Line Style
55 Defects Bugs Columbus and Munich Defects 10,000 Fewer Defects 1, ,000 New + Modified Size (thousands) (#55) United States Germany QSM Business Avg. Line Style 1 Sigma Line Style
56 (#56)
57 FTE Headcount Staffing - Columbus Average Staff 100 Larger Teams ,000 New + Modified Size (thousands) (#57) United States QSM Business Av g. Line Sty le 1 Sigma Line Sty le
58 FTE Headcount Staffing - Columbus Average Staff 100 Larger Teams ,000 New + Modified Size (thousands) (#58) United States QSM Business Av g. Line Sty le 1 Sigma Line Sty le
59 FTE Headcount Staffing - Munich Average Staff 100 Smaller Teams ,000 New + Modified Size (thousands) (#59) Germany QSM Business Av g. Line Sty le 1 Sigma Line Sty le
60 FTE Headcount Staffing - Munich Average Staff 100 Smaller Teams ,000 New + Modified Size (thousands) (#60) Germany QSM Business Av g. Line Sty le 1 Sigma Line Sty le
61 FTE Headcount Staffing Columbus and Munich Average Staff 100 Larger Teams 10 1 Smaller Teams ,000 New + Modified Size (thousands) (#61) United States Germany QSM Business Avg. Line Style 1 Sigma Line Style
62 FTE Headcount Staffing Columbus and Munich Average Staff 100 Larger Teams 10 1 Smaller Teams ,000 New + Modified Size (thousands) (#62) United States Germany QSM Business Avg. Line Style 1 Sigma Line Style
63 Person-Months Effort Columbus Effort 1,000 Higher Effort/Cost Lower Effort/Cost ,000 New + Modified Size (thousands) (#63) United States QSM Business Avg. Line Style 1 Sigma Line Style
64 Person-Months Effort Columbus Effort 1,000 Higher Effort/Cost Lower Effort/Cost ,000 New + Modified Size (thousands) (#64) United States QSM Business Avg. Line Style 1 Sigma Line Style
65 Person-Months Effort - Munich Effort 1,000 Higher Effort/Cost Lower Effort/Cost ,000 New + Modified Size (thousands) (#65) Germany QSM Business Avg. Line Style 1 Sigma Line Style
66 Person-Months Effort - Munich Effort 1,000 Higher Effort/Cost Lower Effort/Cost ,000 New + Modified Size (thousands) (#66) Germany QSM Business Avg. Line Style 1 Sigma Line Style
67 Person-Months Effort Columbus and Munich Effort 1,000 Higher Effort/Cost Lower Effort/Cost ,000 New + Modified Size (thousands) (#67) United States Germany QSM Business Avg. Line Style 1 Sigma Line Style
68 Score Card USA - 2 Germany - 1 (#68)
69 Short Feedback Loops Paired programmers Instantaneous code reviews Accelerated learning and execution Face to face communication channel (#69)
70 High-bandwidth Communication The best teams have wide-open pipes Domain knowledge moves among the team Information flows rapidly and accurately (#70)
71 Transparency Transparency is a great floodlight. People who thrive in political maneuvering hate SCRUM - Ken Schwaber (#71)
72 Avoiding Burnout XP = Sustainable pace 40 Hour Work Weeks Prevent productivity collapse for overworked teams (#72)
73 So What? What Matters? (#73)
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81 But wait, there s more What About New York? (#81)
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83 Person-Months Months Defects Headcount Columbus Agile Benchmark Trends Agile Trends - Iterations/Build Phase Time-to-Market 100 Effort 10,000 1, ,000 New + Modified Size (thousands) ,000 New + Modified Size (thousands) Average Staff 1,000 Bugs During QA 10, , ,000 New + Modified Size (thousands) ,000 New + Modified Size (thousands) (#83)
84 (#84)
85 (#85)
86 You re Invited! NYSPIN Agile Benchmark Study Anytime The Web Michael Mah (#86)
87 For Additional Information Michael Mah Managing Partner QSM Associates, Inc. website: tel: (#87)
An Agile Challenge: Munich Germany Takes on the Columbus OH Agile Benchmark Study
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