I have been speaking over the last couple of years about the nature of DevOps and Agile transformations. It is in my view not possible to manage them with a simple As-Is To-Be approach as your knowledge of your As-Is situation is usually incomplete and the possible To-Be state keeps evolving. You will need to be flexible in your approach and need to use agile concepts. For successful Agility you need to know what your success measures are, so that you see whether your latest release has made progress or not (BTW something way too many Agile efforts forget). So what could these success measures look like for your transformation?
Well there is not one metric, but I feel we can come up with a pretty good balanced scorecard. There are 4 high level areas we are trying to improve: Business, Delivery, Operations and Architecture. Let’s double click on each:
- Business: We are trying to build better solutions for our business and we know we can only do this through experimentation with new features and better insights. So what measures can we use to show that we are getting better at it.
- Delivery: We want to streamline our delivery and get faster. To do that we will automate and simplify the process wherever possible.
- Operations: The idea has moved from control to react, as operations deals with a more and more complex architecture. So we should measure our ability to react quickly and effectively.
- Architecture: Many businesses are struggling with their highly monolithic architectures or with their legacy platforms. Large scale replacements are expensive, so evolution is preferred. We need some measures to show our progress in that evolution.
With that in mind here is a sample scorecard design:
I think with these 4 areas we can drive and govern a transformation successfully. The actual metrics used will a) depend on the company you are working in and b) evolve over time as you find specific problems to solve. But having an eye on all 4 areas will make sure we are not forgetting anything important and we notice when we overoptimize in one area and something else drops.
Next time I get the chance I will use a scorecard like this, of course implemented in a dashboarding tool so that it’s real time. 😉
Can you give an example of measurement for Business Effectiveness – Funnel Data?
Hi Eric – When working with digital teams they often use the sales funnel as model for measuring business effectiveness. How many people find the feature, how many people use the feature, how many people get benefit from it, how many return for more? It’s very contextual. I worked with a call center that logged out each time a time saving feature was triggered to run up the tally on benefits accrued for example.
I think the last two years has added a dimension or at least metrics on mental health and customer experience
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