practices to improve effectiveness of software development
While traditional performance metrics often measure individual output or adherence to pre-defined plans, measuring performance in agile teams requires a different approach. Agile teams operate in iterative cycles, prioritizing adaptability and learning over rigid goals. Organizations still measure their performance for the following reasons: transparency and communication, learning and continuous improvement and ensuring value delivery.
Velocity is a key metric which is used to measure the work delivered by an Agile team. While story points represent the effort required to complete a unit of work, they are subjective. Therefore, the velocity calculated using story points can be unreliable. However, function points, which quantify the functional size of software, provide a more objective and consistent basis for measuring velocity. By using function points, teams can gain a clearer understanding of their delivery speed and make more accurate predictions for future sprints. Delivery speed (velocity) based on function points is an important metric.
This short paper dives into the delivery-speed metrics of agile teams. To do so, it analyses the delivery speed of a sample of Java projects from the ISBSG Repository.
Velocity is a key metric which is used to measure the work delivered by an Agile team. While story points represent the effort required to complete a unit of work, they are subjective. Therefore, the velocity calculated using story points can be unreliable. However, function points, which quantify the functional size of software, provide a more objective and consistent basis for measuring velocity. By using function points, teams can gain a clearer understanding of their delivery speed and make more accurate predictions for future sprints. Delivery speed (velocity) based on function points is an important metric.
This short paper dives into the delivery-speed metrics of agile teams. To do so, it analyses the delivery speed of a sample of Java projects from the ISBSG Repository.
Agile methodologies emphasize flexibility and continuous adaptation, but clear requirements are still crucial for efficient development. The effective management of project requirements can: contribute to a team’s ability to deliver working software in short iterations, minimize rework caused by misunderstandings, ensure the final product aligns with stakeholder expectations. This short paper investigates the impact of the effort spent on the design phase and its impact on productivity, in agile software development projects.
A study of agile projects in the ISBSG dataset that included metrics such as the number of sprints/iterations and sprint/iteration length was done. This resulted in a normalized velocity metric (FPs Per Sprint Week/Person) that could be used to for benchmarking purposes. This metric, along with team size could be used to examine the productivity changes with different team sizes.
Create new functionality, enhance existing functionality, remove technical debt, compensate respective effort in a controlled, measurable way.
The differences between the Agile concept of velocity and the traditional idea of delivery speed is discussed. The results from analyzes of Velocity (Delivery Speed) of recent, Java projects in the ISBSG repository is displayed. In particular, the Delivery Speed of projects within different functional-size groupings is considered.
ISBSG partner, IDC, examines how application development teams can incorporate objective metrics into their performance.
The contractual management of Agile projects increases the importance of accurate sizing methods.
Managing the IT function in management and development is more important than ever. It is wrongly assumed that agile, DevOps or multidisciplinary teams do not need planning or leadership.
