Agility Path Continuous Improvement - Competitive Advantage Ken Schwaber August, 2013 

© Scrum.org. All Rights Reserved. 2 2 “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. 3 3 Importance of Agility 

© Scrum.org. All Rights Reserved. 4 4 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. 3.  To be able to shift to alternate scenarios. Agility (n.) 

© Scrum.org. All Rights Reserved. 5 5 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  SoNware  Applica(on  Development  Online  Survey  (Forrester)   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. 6 6 Where’s The Adoption of Fundamental Agile Practices ? Source:    Scrum  Alliance  “State  of  Scrum”  2013                                VersionOne  7th  Annual  Survey  2012     28%   59%   76%   7%   41%   0%   10%   20%   30%   40%   50%   60%   70%   80%   90%   100%   No   Yes   15%   25%   26%   28%   31%   33%   42%   43%   44%   45%   49%   51%   52%   57%   50%   62%   68%   70%   73%   77%   0%   20%   40%   60%   80%   100%   Daily  Scrum   Itera(on  Planning   Unit  Tes(ng   Retrospec(ves   Release  Planning   Burndown   Velocity   Coding  Standards   Con(nuous  Integra(on   Automated  Builds   Dedciated  Product  Owner   Integrated  Dev/QA   Refactoring   Open  Workarea   TDD  or  BDD   Story  Mapping   Collec(ve  Code  Ownership   Pair  Programming   Automated  Acceptance  Tes(ng   Con(nuous  Deployment   

© Scrum.org. All Rights Reserved. 7 7 •  How important is agility? •  How do you know if you are becoming more agile? •  What is your approach to becoming agile? In your organization: 

© Scrum.org. All Rights Reserved. 8 8 Raise your hand if: •  You are agile? •  Becoming Agile? •  Have been told to be Agile and are going to start soon? •  Agile is not in your immediate horizon? Where are you on the Path to Agility? 

© Scrum.org. All Rights Reserved. 9 9 •  Developers •  Managers •  Executives •  Consultants •  Trainers •  New methodology Who Is Responsible For Creating an Agile Organization? Poll: Raise your hand if you think it is: 

© Scrum.org. All Rights Reserved. 10 10 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. 11 11 In Your Organization’s Agile Initiative: •  <$1,000 •  <$10,000 •  <$100,000 •  >$100,000 •  You don’t know •  How much money has been invested in agility per person? •  Up •  Down •  Stayed the same •  You don’t know •  Has your organization’s agility changed? •  <0 •  >0 •  You don’t know •  What has been the return on this investment? 

© Scrum.org. All Rights Reserved. 12 12 To become more agile, you have to know how agile you now are. 

© Scrum.org. All Rights Reserved. 13 13 •  What are the current development capabilities? •  What are the operational measurements? •  What is the impact of Scrum on the enterprise? •  What is the overall agility? •  What should be done next to improve agility? A Snapshot answers the following questions 

© Scrum.org. All Rights Reserved. 14 14 Foundational and Organizational Metrics 

© Scrum.org. All Rights Reserved. 15 15 Improve Overall Practices That Lead to Agility 

© Scrum.org. All Rights Reserved. 16 16 Adapting Practices Should Improve Domain Performance Enterprise   Value   Produc(vity   Quality   Scrum   

© Scrum.org. All Rights Reserved. 17 17 Management Measures Agility TM   

© Scrum.org. All Rights Reserved. 18 18 •  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. 19 19 •  Evaluate ongoing improvements. •  Assess which improvements to do next. •  Evaluate potential dysfunctions. Continuous improvement in agility 

© Scrum.org. All Rights Reserved. 20 20 Next practices to adopt are identified 

© Scrum.org. All Rights Reserved. 21 21 To gain more agility Management  inspects   progress  toward  agility   and  makes  improvements   and  changes   Status   Changes   

© Scrum.org. All Rights Reserved. 22 22 Use Scrum to to manage improvement 

© Scrum.org. All Rights Reserved. 23 23 Agility Path™ Con$nuous  Improvement     Compe$$ve  Advantage   

© Scrum.org. All Rights Reserved. 24 24 Questions THANK YOU