Uploaded byGunther Verheyen
Agility Path
The document discusses the concept of agility as a continuous improvement path that provides competitive advantage for organizations. It outlines the need for businesses to adopt agile practices amidst constant market volatility to sustain their operations and respond quickly to changes. Key assertions include that many organizations are striving to be agile, with Scrum as a foundational framework for achieving this agility.
In this document
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Introduction to agility emphasizing continuous improvement and competitive advantage in organizations.
Discussion on the percentage of organizations adopting Agile methods, highlighting Scrum as a foundation for agility.
Interactive exercises to assess organizational agility, including investments in agility and changes in performance.
Management's role in tracking agility improvements and the use of metrics to visualize progress toward agility.
Focus on practices that enhance agility, leading to overall improvements in enterprise value and performance.
Final thoughts emphasizing continuous improvement as a competitive advantage, with a call for questions.
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Agility Path
- 1. Agility – it’sa path Continuous Improvement. Competitive Advantage. Ken Schwaber & Gunther Verheyen Scrum.org July 2013
- 2. © Scrum.org. AllRights Reserved. 22 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. Definition of Agility (n.)
- 3. © Scrum.org. AllRights Reserved. 33 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 organizations who are implementing or have implemented Agile Source: November 2011 Global Agile Software Application Development Online Survey (Forrester) Almost 20% of respondents have adopted Agile at 100%. 68.4% of these are ISVs and professional services and 31.6% end user IT organizations. Many Organizations Claim To Be Agile
- 4. © Scrum.org. AllRights Reserved. 44 • Organizations are desperate to be agile. • Scrum is a foundation for organizational agility. • Agility can be gained by organizations progressively refocusing their business functions. Assertions
- 5. © Scrum.org. AllRights Reserved. 5 MIN 5 Where are you on the Path to Agility? 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? Exercise 3
- 6. © Scrum.org. AllRights Reserved. 66 • Volatility is likely to remain a constant … it will continue to roil traditional business and operating models for some time to come. • To be competitive, companies must respond quickly and nimbly to the changing environment ... their ability to respond to market movements is core to sustainability. Change Is The Only Constant Source: The Economist “Organisational agility: how businesses can survive and thrive in turbulent times” (2009)
- 7. © Scrum.org. AllRights Reserved. 77 Importance of Agility Source: The Economist “Organisational agility: how businesses can survive and thrive in turbulent times” (2009)
- 8. © Scrum.org. AllRights Reserved. 8 MIN 8 How do you know if your organization is becoming more agile? Exercise 2
- 9. © Scrum.org. AllRights Reserved. 99 • <$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? In Your Organization’s Agile Initiative:
- 10. © Scrum.org. AllRights Reserved. 10 MIN 10 What is your approach to becoming Agile? Exercise 2
- 11. © Scrum.org. AllRights Reserved. 1111 Bottom-up, From The Trenches
- 12. © Scrum.org. AllRights Reserved. 1212 To Gain Agility Management inspects progress toward agility and makes improvements and changes.
- 13. © Scrum.org. AllRights Reserved. 1313 Informed Decisions Require Measurements
- 14. © Scrum.org. AllRights Reserved. 1414 • Calculation of weighted metrics – Foundational Metrics – Organizational Metrics • visualizes incremental change of agility • Range from low Agility to high level of Agility • Accelerates across time Agility Index Summarizes Progress Toward Agility TM
- 15. © Scrum.org. AllRights Reserved. 1515 Increase Agility TM
- 16. © Scrum.org. AllRights Reserved. 1616 Improve Overall Practices That Lead to Agility
- 17. © Scrum.org. AllRights Reserved. 1717 Adapting Practices Should Improve Domain Performance Enterprise Value ProductivityQuality Scrum 0 1 2 3 4 5 6 7 8 9 Frequency of releases (months) stabilization time for releases (months) Number of customers Time to get a small change to a… Number of customers on… Maintenance as % of product… Customer satisfaction Employee satisfaction Review 1 Review 2 Review 3
- 18. © Scrum.org. AllRights Reserved. 1818 Continuous Improvement Competitive Advantage
- 19. © Scrum.org. AllRights Reserved. 1919 Questions THANK YOU
Editor's Notes
- #2 Scrum – Success ends with the middle managementAccording to industry analysts ‘the methods wars are over and scrum has won’ with Scrum becoming the de-facto Agile process of choice for most organizations. But its adoption is neither complete nor as effective as it could be with Scrum being forced into organizations that are neither adaptive nor Agile in nature. The long-term success of Scrum rests with changing the organizations that it operates in. It rests with changing the middle management practices, processes and mindset. In this talk Ken Schwaber, co-creator of Scrum discusses what agility means to organizations and why middle management is so important to organizations staying on course towards this goal. He will introduce a new management approach, Enterprise Scrum, which provides practical advice how organizations can initiate and manage change towards agility.
- #3 D
- #8 D
- #18 D