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Swiss Agile Study 2012
Prof. M. Kropp, FHNW A. Meier, ZHAW
Lean Agile Scrum Conference, Zurich, 12.9.2012
Swiss Agile Study
A joint project of
In cooperaIon with
Funded by
Lean Agile Scrum Conference, Zurich, 12.09.2012 M. Kropp / A. Meier 2
Survey Setup Facts
• 2 Surveys: – IT-‐Companies directly contacted
• 1469 contacted • 287 started (19.5%) • 140 finished (9.5%)
– IT-‐Professionals anonymous • 493 on site • 408 started (83%) • 194 finished (39%)
• Each survey divided into two main categories: – Agile/Non-‐Agile
Lean Agile Scrum Conference, Zurich, 12.09.2012 M. Kropp / A. Meier 3
Industry Sectors Item 8.2 Economic Branch of ParIcipaIng Companies
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0 20 40 60 80
Chemistry / Life Sciences Building / ConstrucIon
Manufacturing EducaIon
Energy and Water Supply Retail
TransportaIon and Shipping Medical and Health Care
E-‐Commerce Tele-‐CommunicaIon
Other Public Service
Finance / Insurance So^ware Industry / Development
IT Services / IT ConsulIng
IT-‐Professionals
Companies
PosiIon in Company Item 9.3 What is your current posiIon in your company?
Lean Agile Scrum Conference, Zurich, 12.09.2012 M. Kropp / A. Meier 5
0 5 10 15 20 25 30 35 40 45 50
Product Manager
So^ware Developer
QA Tester
Designer / Architect
Senior So^ware Developer
Project Manager
CIO
Team Leader
Other
Development Manager
CTO
CEO
IT-‐Professionals
Companies
Agile vs. Non-‐Agile
Agile 57%
Non-‐Agile 43%
Company Survey
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Agile 68%
Non-‐Agile 32%
IT-‐Professional Survey
Item 1.1: Is your company currently practicing agile software development?
Agile Methodologies Item 1.4: Which methodology does your company most closely follow?
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0% 10% 20% 30% 40% 50% 60% 70%
Don’t know
Scrumban
Open Unified Process (Eclipse)
V-‐Model
Lean / Kanban
eXtreme Programming (XP)
HERMES
RUP (RaIonal Unified Process)
Other:
Scrum
IT-‐Professionals
Companies
Non-‐Agile Methodologies Item 1.4: Which methodology does your company most closely follow?
Lean Agile Scrum Conference, Zurich, 12.09.2012 M. Kropp / A. Meier 8
0% 5% 10% 15% 20% 25% 30%
Don’t know
Scrumban
eXtreme Programming (XP)
Lean / Kanban
Open Unified Process (Eclipse)
Scrum
RUP (RaIonal Unified Process)
Other:
HERMES
V-‐Model
Non-‐Agile IT-‐Professionals
Non-‐Agile Companies
SaIsfacIon
0%
6%
2%
21%
16%
31%
25%
32%
64%
52%
53%
40%
20%
10%
19%
7%
Agile Companies
Non-‐Agile Companies
Agile IT-‐Professionals
Non Agile IT-‐Professionals
UnsaIsfied Somewhat saIsfied SaIsfied Very saIsfied
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Item 1.5 :How saIsfied are you with your current methodology?
Engineering PracIces Item 3.1: Which of the following engineering pracIces could be observed by someone visiIng your company in the next month?
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0% 20% 40% 60% 80% 100%
Behavior Driven Development (BDD) Acceptance Test Driven Development (ATDD)
Automated acceptance tesIng ConInuous delivery
CollecIve code ownership Pair programming
Test Driven Development (TDD) Refactoring
ConInuous integraIon Automated builds Coding standards
Unit tesIng
Agile IT-‐Professionals Agile Companies
Managing PracIces Item 3.2 Which of the following management pracIces could be observed by someone visiIng your company in the next month?
Lean Agile Scrum Conference, Zurich, 12.09.2012 M. Kropp / A. Meier 11
0% 20% 40% 60% 80% 100%
Kanban Pull System/Limited WIP On-‐site customer
ConInuous delivery Open work area Story mapping
Burndown charts RetrospecIve
Taskboard Daily standup
IteraIon planning User stories
Release planning
Agile IT-‐Professionals Agile Companies
Agile Influence – Company View Item 5.7 How has agile so^ware development influenced the following aspects?
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19% 9%
33% 45%
25% 25%
32% 17%
55% 25%
52% 42% 42%
29%
53% 45%
47% 35%
46% 39%
42% 58%
23% 42%
22% 42%
19% 51%
23% 44%
15% 16%
23% 28%
17% 22% 12%
24% 7% 9%
6% 13%
Time to market Ability to manage changing prioriIes
ProducIvity So^ware quality
Alignment between IT & business objecIves Project visibility
Risk management Development process
So^ware maintainability / extensibility capability Team morale
Development cost Engineering discipline
Management of distributed teams Requirements management
Much worse Worse Unchanged Improved Significantly improved Don't know
Agile Influence – Professionals View Item 5.7 How has agile so^ware development influenced the following aspects?
Lean Agile Scrum Conference, Zurich, 12.09.2012 M. Kropp / A. Meier 13
26% 7%
34% 22%
18% 25%
32% 17%
38% 16%
41% 31% 32%
21%
44% 50%
43% 53%
42% 41%
42% 52%
31% 53%
21% 46%
19% 49%
14% 39%
9% 14%
25% 21%
9% 21% 12% 23%
2% 4%
5% 12%
Time to market Ability to manage changing prioriIes
ProducIvity So^ware quality
Alignment between IT & business objecIves Project visibility
Risk management Development process
So^ware maintainability / extensibility capability Team morale
Development cost Engineering discipline
Management of distributed teams Requirements management
Much worse Worse Unchanged
Improved Significantly improved Don't know
The Complete Survey The complete study covers also • Concerns
– when introducing agile methodologies – about agile methodologies in non-‐agile companies
• Experience in agile development • Detailed figures about individual agile pracIces • Reasons for adopIng agile • Barriers / difficulIes when / for adopIng agile • Most important pracIces for successful agile projects and more …
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Summary
• Agile companies are more sa6sfied with their methodology than non-‐agile companies.
• Both agile and non-‐agile companies are more sa6sfied with
their methodologies than their employees.
• A quarter of all non-‐agile companies specified that they don’t know which methodology they follow.
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Contact
• MarIn Kropp InsItut für Mobile und Verteilte Systeme Fachhochschule Nordwestschweiz [email protected]
• Andreas Meier InsItut für angewandte InformaIonstechnologie Zürcher Hochschule für Angewandte Wissenscha^en [email protected]
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