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Path to Agility™ Continuous Improvement. Competitive Advantage.
Ken Schwaber, 2013
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• Agility is important; • Scrum has improved software development; • Scrum is foundational to agility; • Managers and organizations need and want to be agile;
and, • Many managers don’t know their roles in Scrum or an agile
organization.
Agenda
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1. An enterprise’s ability to take advantage of opportunities, respond to challenges, and to do so while controlling risk.
2. To be quick and nimble.
Agility (n.)
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“The Economist”
Organisa(onal agility: How business can survive and thrive in turbulent (mes -‐-‐ The Economist
• Vola(lity is likely to remain a constant … it will con(nue to roil tradi(onal business and opera(ng models for some (me to come.
• To be compe((ve, companies must respond quickly and nimbly to the changing environment ... their ability to respond to market movements is core to sustainability.
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Importance of Agility
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Agile Is 3x More Successful…
The CHAOS Manifesto, Copyright 2011 1 Agile means itera(ve, incremental soKware development project. 2. Successful means all requirements delivered for budget on predicted date.
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How does management know if your organization is becoming more agile?
Exercise
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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
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• Developers • Managers • Executives • Consultants • Trainers • New methodology
Who Is Responsible For Creating an Agile Organization? Poll: Raise your hand if you think it is:
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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 (Lowell, MA; Horsham, PA; Beijing, China) I'm initiating this request for additional information on how we can get started. Signed, Build and Release Engineer
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1. Agile? 2. Becoming Agile? 3. Have been told to be Agile and are going
to start soon? 4. Not in your immediate horizon?
Where are you on the Path to Agility?
Poll - Raise your hand if you are:
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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 organiza(ons who are implemen(ng or have implemented Agile Source: November 2011 Global Agile SoKware Applica(on 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 organiza(ons.
Almost 20% have adopted Agile at 100%
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Yet, … Professional prac.ce required for Agility
Number that use TDD, ATDD, or BDD in their organiza.on or team
Use TDD, ATDD, or BDD in their organiza(on or team
2%
Use a source code management system
82%
Believe that self-‐organiza(on works
1%
Surveyed at Eclipsecon 2013, ALM Summit 2011, and a recent Forrester survey
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So, how do we get Agile?
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Two Approaches To Become Agile
Become Agile
Buy & Install It
RUP SAFe
Earn It
Path to Agility
Extremely important, key differen(ator – 40%
Somewhat important, contribu(ng to our success – 48%
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Scaled Agile Framework
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Scaled Agile Framework
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OR…
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Bottom-up, from the Trenches
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To Gain Agility
Management inspects progress toward agility
and makes improvements and changes Status
Changes
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Organizational and Foundational Metrics
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Foundational and Organizational Metrics
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Produc(vity
Quality
Value
Management Measures Agility
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• Calculation of weighted metrics • Range from no Agility
to complete Agility • Accelerates across time
Agility Index Summarizes Progress towards Agility
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Increase Agility
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Improve Overall Practices That Lead to Agility
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Domains That Impact Agility Domain Func.ons Produc(vity SoKware and product development Value Product management, release management,
PMO, Product Owners Quality Infrastructure, architecture, tools, standards,
conven(ons, QA Process Scrum Masters Enterprise ROI Above plus rest of organiza(on
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Adapting Practices Should Improve Domain Performance
Enterprise
Value
Produc(vity Quality
Scrum
0 1 2 3 4 5 6 7 8 9
Frequency of releases (months)
stabiliza(on (me 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 sa(sfac(on
Employee sa(sfac(on
Review 1 Review 2 Review 3
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Path to Agility
As we develop soKware, we con(nuously improve our agility and management our investments.
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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
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As We Create Our Agile
Organiza(on
X
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Your Customers Will See Your Agility
Agile Score 94 Agile Score 32
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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 reboo(ng in sequence.
3 Mariner 1's five-‐minute flight On July 22, 1962, the first spacecraK of NASA's Mariner program blasted off on a mission to fly by Venus. The booster did its job, taking the spacecraK from its Cape Canaveral launchpad, but aKer 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 spacecraL guidance system, built by the MIT Instrumenta(on Lab. In 1969, this soKware 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 func(on on the (ny 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 (me to reboot in case of system failure when the craK made re-‐entry. It's just as well Windows wasn't available for the job.
“Action without knowledge is useless” -- Aku Abar
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Measurement Value Annual Net Change Comments
Agility Index 43 +11 Significant increase
Signature -‐60 -‐10 Possible manipula(on of Agility Index
Security Index 72 -‐8 Two major breaches, three poten(al risks
Industry Comparator 80 +2 Average for industry
Entry Level Assessments 74 +4 Adequate for use of product
Intermediate Level Assessments
70 -‐2 Adequate for use of product
Professional Level Assessments
62 -‐8 Inadequate mentoring and risky future
Path to Agility
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Con.nuous Improvement. Compe..ve Advantage.
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Questions
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Ken’s Assertion
1. Organiza(ons are desperate to be agile. 2. Scrum is a founda(on for organiza(onal agility. 3. The path to agility is connec(ng updated agile business
processes to Scrum’s capabili(es. 4. If this linkage does not occur and organiza(ons don’t see
the value of Scrum to their business, Scrum (et. al) will be just a fad in that organiza(on, rather than a prerequisite to organiza(onal compe((veness.
5. We in the Agile movement are not demonstra(ng our part in business agility very well.