Post on 04-Jul-2020
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
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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”.
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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?
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“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.
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Importance of Agility
OrganisaEonal agility: How business can survive and thrive in turbulent Emes -‐-‐ The Economist
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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.
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MIN
Have you had agile initiatives?
Agile Initiative 3
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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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MIN
How does management know if your organization is becoming agile?
Agile Enterprise 3
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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 (Berne, Vienna, St. Petersburg) I'm initiating this request for additional information on how we can get started. Signed,
Build and Release Engineer
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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?
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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 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%
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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
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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
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So, how do we get Agile?
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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%
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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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ProducEvity
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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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)
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Improve Overall Practices That Lead to Agility
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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
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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
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As We Create Our Agile
OrganizaEon
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 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
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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 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
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Con.nuous Improvement. Compe..ve Advantage.
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Questions
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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.
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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 ralph.jocham@effectiveagile.com Twitter @rjocham
Personal Blog http://effectiveagile.com/blog
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