path to agility - effective agile › ... › 12 › path-to-agility.pdf · path to agility...

Path to Agility Measuring And Implementing Sustainable Business Practices For Competitive Advantage

Ralph Jocham effective agile., Scrum.org Software Quality Days 2014

People Agility Value. .

Scrum.org

2 © 1993-2014 Scrum.org, All Rights Reserved effective agile.

MIN

1.  Who is doing Scrum? –  Who is combining this with eXtreme Programming (or similar)?

2.  Does Scrum make you and your organization ‘Agile’? –  Yes? –  No?

3.  What is so important about being ‘Agile’?

Warming-up Poll 3

Remember: ‘Agile’ refers to the mindset, the values and the principles expressed in the “Manifesto for Agile So?ware Development”.


Is agility an opportunity for us?

•  Does the competition move market share with innovative products and services? •  Do we respond so quickly to the moves of competitors that they can’t consolidate

gains from their innovations? •  Are we frequently enough first-to-market with innovations which move market

share? •  Are we able to take advantage of changes in markets, customer preferences,

technology to improve our market position? •  Are we able to adapt ideas and products from other markets to the benefit of our

customers?


“The Economist”

OrganisaEonal agility: How business can survive and thrive in turbulent Emes -‐-‐ The Economist

•  VolaElity is likely to remain a constant … it will conEnue to roil tradiEonal business and operaEng models for some Eme to come.

•  To be compeEEve, companies must respond quickly and nimbly to the changing environment ... their ability to respond to market movements is core to sustainability.


Importance of Agility

OrganisaEonal agility: How business can survive and thrive in turbulent Emes -‐-‐ The Economist


Agile Is More Successful…

The CHAOS Manifesto, Copyright 2011 1 Agile means iteraEve, incremental so?ware development project. 2. Successful means all requirements delivered for budget on predicted date.


MIN

Have you had agile initiatives?

Agile Initiative 3


In Your Organization’s Agile Initiative:

What has been the return on this investment?

•  <0 •  >0 •  You don’t know

How much money has been invested in agility per person?

•  <$1,000 •  <$10,000 •  <$100,000 •  >$100,000 •  You don’t know

Has your organization’s agility changed?

•  Up •  Down •  Stayed the same •  You don’t know


MIN

How does management know if your organization is becoming agile?

Agile Enterprise 3


My Manager Has Told Me - We Need To Be Agile!

I am a member of ….. team that is investigating moving our development to a Scrum/Agile model. At the moment, we are looking to get some on site training for our developers/testers/managers/product owners. We are hoping to have the same training run onsite with our global team (Berne, Vienna, St. Petersburg) I'm initiating this request for additional information on how we can get started. Signed,

Build and Release Engineer


MIN

Where are you on the Path to Agility?

Agile Path 3

•  Agile? •  Becoming Agile? •  Have been told to be Agile and are going to

start soon? •  Not in your our immediate horizon?


40.0%

16.6%

12.7%

12.2%

18.5%

Under 25%

Between 25% and 49%

Between 50% and 74%

Between 75% and 99%

100%

“How many development teams in your organization have implemented Agile practices?”

(Select one)

Base: 205 organizaEons who are implemenEng or have implemented Agile Source: November 2011 Global Agile So?ware ApplicaEon Development Online Survey

Almost 20% of our survey respondents have adopted Agile at 100%. 68.4% of these are ISVs and professional services and 31.6% end user IT organizaEons.

Almost 20% have adopted Agile at 100%


Yet, …

Professional prac.ce required for Agility Percentage doing the prac.ce

Use a source code management system 82%

Use TDD, ATDD, or BDD in their organizaEon or team 2%

Believe that self-‐organizaEon works 1%

Surveyed at Eclipsecon 2013, ALM Summit 2011, and a recent Forrester survey


So, how do we get Agile?


Two Approaches To Become Agile

Become Agile

Buy & Install It

… … …

Earn It

Path to Agility

Extremely important, key differenEator – 40%

Somewhat important, contribuEng to our success – 48%


OR…


Bottom-up, from the Trenches


To Gain Agility

Management inspects progress toward agility

and makes improvements and changes Status

Changes


Organizational and Foundational Metrics


Foundational and Organizational Metrics


ProducEvity

Quality

Value

Management Measures Agility


•  Calculation of weighted metrics •  Range from no Agility

to complete Agility •  Accelerates across time

Agility Index Summarizes Progress towards Agility


Increase Agility


Domains That Impact Agility

Domain Func.ons ProducEvity So?ware and product development Value Product management, release management,

PMO, Product Owners Quality Infrastructure, architecture, tools, standards,

convenEons, QA Process Scrum Masters Enterprise Above plus rest of organizaEon

(includes John Kojer’s 8 Step process)


Improve Overall Practices That Lead to Agility


Adapting Practices Should Improve Domain Performance

Enterprise

Value

ProducEvity Quality

Scrum

0 1 2 3 4 5 6 7 8 9

Frequency of releases (months)

stabilizaEon Eme for releases (months)

Number of customers

Time to get a small change to a customer

Number of customers on

current release or

Maintenance as % of product

development budget

Customer saEsfacEon

Employee saEsfacEon

Review 1 Review 2 Review 3


Path to Agility

As we develop so?ware, we conEnuously improve our agility and management our investments.

29 © 1993-2014 Scrum.org, All Rights Reserved effective agile. Source: www.sap.com/germany/about/investor/xls/boersenzahlen.xls

SAP | Financial Figures| 1988 – 2011 The Return Per Employee increases again after moving to Scrum as development standard

Blue Line: Number of employees Green Line: Return Per Employee

SAP re-evaluated its way of bringing products to market every time the Return Per Employee took a dip


As We Create Our Agile

OrganizaEon

X


Your Customers Will See Your Agility

Agile Score 94 Agile Score 32


Index Product

14 Call wai.ng ... and wai.ng ... and wai.ng On Jan. 15, 1990, around 60,000 AT&T long-‐distance customers tried to place long-‐distance calls as usual -‐-‐ and got nothing. Behind the scenes, the company's 4ESS long-‐distance switches, all 114 of them, kept rebooEng in sequence.

3 Mariner 1's five-‐minute flight On July 22, 1962, the first spacecra? of NASA's Mariner program blasted off on a mission to fly by Venus. The booster did its job, taking the spacecra? from its Cape Canaveral launchpad, but a?er a few minutes, Mariner 1 began to yaw off course. The guidance system failed to correct the trajectory, and guidance commands failed to correct it manually.

96 The Apollo spacecraG guidance system, built by the MIT InstrumentaEon Lab. In 1969, this so?ware got Apollo 11 to the moon, detached the lunar module, landed it on the moon's surface, and brought three astronauts home. It had to funcEon on the Eny amount of memory available in the onboard Raytheon computer-‐-‐it carried 8 Kbytes, not enough for a printer driver these days. And there wouldn't be Eme to reboot in case of system failure when the cra? made re-‐entry. It's just as well Windows wasn't available for the job.

“Action without knowledge is useless” -- Aku Abar


Con.nuous Improvement. Compe..ve Advantage.


Questions


Ken’s Assertion

1.  OrganizaEons are desperate to be agile. 2.  Scrum is a foundaEon for organizaEonal agility. 3.  The path to agility is connecEng updated agile business

processes to Scrum’s capabiliEes. 4.  If this linkage does not occur and organizaEons don’t see

the value of Scrum to their business, Scrum (et. al) will be just a fad in that organizaEon, rather than a prerequisite to organizaEonal compeEEveness.

5.  We in the Agile movement are not demonstraEng our part in business agility very well.


Ralph Jocham

•  Agile Coach •  eXtreme Programming since 2001 •  Scrum since 2003 •  Professional Scrum Trainer •  Founder of effective agile. •  Active in the swiss agile community •  Regular speaker at conferences •  Agility Path – Engagement Manager

Mail [email protected] Twitter @rjocham

Personal Blog http://effectiveagile.com/blog

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