path to agility™ › wp-content › uploads › 2014 › ... · • agility is important •...
TRANSCRIPT
©Scrum.org. All Rights Reserved. 1 1
Path to Agility™ Continuous Improvement. Competitive Advantage.
Ken Schwaber, 2013
©Scrum.org. All Rights Reserved. 2 2
• 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
©Scrum.org. All Rights Reserved. 3 3
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.)
©Scrum.org. All Rights Reserved. 4 4
“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.
©Scrum.org. All Rights Reserved. 5 5
Importance of Agility
©Scrum.org. All Rights Reserved. 6 6
Agile Is 3x More Successful…
The CHAOS Manifesto, Copyright 2011
©Scrum.org. All Rights Reserved. 7 7
• 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
©Scrum.org. All Rights Reserved. 8 8
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
©Scrum.org. All Rights Reserved. 9 9
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:
©Scrum.org. All Rights Reserved. 10 10
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%
©Scrum.org. All Rights Reserved. 11 11
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
©Scrum.org. All Rights Reserved. 12 12
So, how do we get Agile?
©Scrum.org. All Rights Reserved. 13 13
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%
©Scrum.org. All Rights Reserved. 14 14
Scaled Agile Framework
©Scrum.org. All Rights Reserved. 15 15
Scaled Agile Framework
©Scrum.org. All Rights Reserved. 16 16
OR…
©Scrum.org. All Rights Reserved. 17 17
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?
©Scrum.org. All Rights Reserved. 18 18
To Gain Agility
Management inspects progress toward agility
and makes improvements and changes Status
Changes
©Scrum.org. All Rights Reserved. 19 19
Organizational and Foundational Metrics
©Scrum.org. All Rights Reserved. 20 20
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?
! $
©Scrum.org. All Rights Reserved. 21 21
Foundational and Organizational Metrics
©Scrum.org. All Rights Reserved. 22 22
Produc(vity
Quality
Value
Management Measures Agility
©Scrum.org. All Rights Reserved. 23 23
• Calculation of weighted metrics • Range from no Agility
to complete Agility • Accelerates across time
Agility Index Summarizes Progress towards Agility
©Scrum.org. All Rights Reserved. 24 24
Increase Agility
©Scrum.org. All Rights Reserved. 25 25
Improve Overall Practices
©Scrum.org. All Rights Reserved. 26 26
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
©Scrum.org. All Rights Reserved. 27 27
Improve Practices Affecting Agility
©Scrum.org. All Rights Reserved. 28 28
Path to Agility
As we develop soPware, we con(nuously improve our agility and management our investments.
©Scrum.org. All Rights Reserved. 29 29
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
©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
©Scrum.org. All Rights Reserved. 31 31
As We Create Our Agile
Organiza(on
X
©Scrum.org. All Rights Reserved. 32 32
Your Customers Will See Your Agility
Agile Score 94 Agile Score 32
©Scrum.org. All Rights Reserved. 33 33
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
©Scrum.org. All Rights Reserved. 34 34
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
©Scrum.org. All Rights Reserved. 35 35
The Path to Agility™
©Scrum.org. All Rights Reserved. 36 36
Thank You!