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©Scrum.org. All Rights Reserved. 1 1 Path to Agility™ Continuous Improvement. Competitive Advantage. Ken Schwaber, 2013

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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 •  Many managers don’t know their roles in the Scrum or agile

world •  Most managers need to learn and be incented become

more Agile. •  Scrum is foundational to agility. •  A continuous improvement towards agility is important.

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  

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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:

•  Managers •  Executives

Agility is doing more with the

resources available

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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  SoPware  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, Agile from the trenches

Poll:  1.  How  much  money  

have  you  invested  in  Scrum  and  becoming  agile?  

2. What  is  your  return  on  this  investment?  

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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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1.  Ratio of development budget to revenues 2.  Revenue per (development) employee 3.  Employee or Customer retention 4.  Frequency of releases (months) 5.  Stabilization time for releases (months) 6.  Time to get a small change to a customer 7.  Number of customers on current release 8.  Maintenance as % of product development budget 9.  Total defects 10. Cost/PBI 11. Defects/PBI

How Do You Measure Your Agility?

!   $  

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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

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Domains That Impact Agility Domain   Func.ons  Produc(vity   SoPware  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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Improve Practices Affecting Agility

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Path to Agility

As  we  develop  soPware,  we  con(nuously  improve  our  agility  and  management  our  investments.  

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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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©Scrum.org. All Rights Reserved. 30 30 Source:  hjp://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 their 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  spacecraP  of  NASA's  Mariner  program  blasted  off  on  a  mission  to  fly  by  Venus.  The  booster  did  its  job,  taking  the  spacecraP  from  its  Cape  Canaveral  launchpad,  but  aPer  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  soPware  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  craP  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 Product

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The Path to Agility™

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Thank You!