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How do we assess AGILITY?
@selleithy
“Cat: Where are you going?
Alice: Which way should I
go?
Cat: That depends on where
you are going.
Alice: I don’t know.
Cat: Then it doesn’t matter
which way you go.”
Lewis Carroll, Alice in Wonderland
You've got to be very careful if you don't know
where you are going, because you might not get
there.
Yogi Berra
15years
Agile Coach
supporting organizational
transformation
Enabling agility and enhancing team
capabilities serving as a Business
Analyst, Project Manager, Team
Facilitator, Scrum Master, Agile Coach
and Trainer.
4
Salah Elleithy
salah@sidkycg.com @selleithy
What are the Common Questions?
• Where do we start?
• What Agile methodology should we use?
• How do we scale across the organization?
• How do we know where to improve and if we are
improving?
• What does success look like for us? And when do
we know when we get “there”?
Are we asking the RIGHT questions?
It begins with awareness and
honest assessment.
Where do we start?
Where do we stand? Where do we want to go?
1. What characteristics can help improve
our agility?
2. What are our strengths as an
organization? (enablers)
3. What are the opportunities for
improving our agility? (sustainers)
It is not enough to do your best; you must know what to do, and then do your best.
- W. Edwards Deming
Agility Analytics “Engine”
Mindset of Value
Driven Delivery
Willingness to
adapt
Culture of trust
Work Visibility
Balancing
tradeoffs
Understanding
frequent feedback
Trust between
silos
Regard for
process
Reward systems
Understanding of
Work in Progress
Our organization
defines project success
in terms of the value
realized by the business
and the user, rather
than "delivered on
time, on budget, and as
specified."
Indicators
Plans and milestone
dates are held against
the delivery team
causing resistance to
accept any new
changes or feedback
from the business.
During meetings, the
most important and
difficult issues are
put on the table to
be resolved.
Our procedures and
processes are
obsolete and do not
represent the way
we actually work
I work on multiple
tasks at a time to
increase efficiency
and finish the
project faster
Process Culture
Mindset Buy-in
Technical
Maturity
…………………..
Organizational Characteristics
Core Competencies
Collaborating
on
requirements
Face to Face
Communication
Retrospectives
Practices
Agility Analytics ‘BIG’ Picture
……….
Organizational Characteristics
Process
Core Competencies
Culture
Mindset Buy-in
Technical
Maturity
Practices
Each Organizational
Characteristic is related to one
of the Core Competencies and
one or more of the Practices.
ReadyforAgile reporting are
mostly based on either the Core
Competencies or the Practices
Indicators
Each Organizational
Characteristic is assessed
through one or more Indicator
5-Step Systematic Approach
1. Define Purpose &
Outcomes
2. Identify Participants &
Demographics
3. Define Indicators
4. Gather Data
5. Share INSIGHTS
• What’s the purpose of the
assessment?
– Organizational Readiness
– Benchmarking (How are we doing
today?)
– Longitudinal Analysis (How are we
doing compared to last time we took
the survey? (Usually quarterly)
• What actions are we planning to
take?
1. Define Purpose & Outcomes
2. Identify Participants & Demographics
• Who will participate?
• What’s an
“acceptable” response
rate?
• What’s the participant
role or region/dept.?
• How long have they
been with the
organization?
Role
Category
Participants Responses % of
Response
Executives 30 16 53%
Non-
Executives
390 200 51%
Totals 420 216 51%
Overall, standard response rate based on employee engagement surveys that is
in the range of 60% - 80%.
3. Define Indicators
Indicator Executive
Project
Manager
Product
Owner
Scrum
Master
Business
Analyst Developer Tester DBA
Our organization defines project success in terms of
the value realized by the business and the user,
rather than "delivered on time, on budget, and as
specified." X X X X X X X X
The entire project plan is created at the beginning
of the project. X X X X
Project plans are created at a high-level at the
beginning of the project and the details are defined
at the last responsible moment (Release by
release). X X X X X
Plans and milestone dates are held against the
delivery team causing resistance to accept any new
changes or feedback from the business. X X X X
The culture here is to view plans as commitments
and with no flexibility for changing them. X X X X X X X X
The culture here is to accept regular updates to the
project plan based on new and emerging
information about the project. X X X X X X X X
My job's effectiveness is challenged if the business
keeps changing which requirements they want to
see developed next. X X X X X X X X
4. Gather Data
5. Share INSIGHTS
Characteristic
Continuous Improvement
Buy-in for maintaining a backlog
Buy-in for retrospectives
Buy in for frequent delivery process
Cross-Training Opportunities
Autonomy
Buy-in for Value Oriented
Requirements
Maturity for self-organized teams
Management's trust of employee
Enablers
Sustainers
* Characteristics with a ‘High’ Impact Factor. Impact factor is determined
based on the number of practices it impacts and real life experience of
large agile implementations.
Characteristic
Impact
Factor
Over commitment High
Trust Between Silos High
Mindset of Value Driven Delivery High
Understanding of Work in Process High
Preferring email over face-to-face Med
Engaging in discussions to create shared
understandings Med
Balancing tradeoffs Med
Employing multiple planning horizons Med
* Characteristics in bold represent a ‘High’ Impact Factor. Impact factor is
determined based on the number of practices it impacts and real life
experience of large agile implementations.
Core Competency Analytics
100806040200
Strength
(Enabler)
Opportunity
(Sustainer)
Agile Practice View
Characteristic Over Commitment
Survey Question Over commitment is common here, causing stress and compromising the quality of our work.
Results by Role Category
Results by Detailed Roles
INSIGHTS
Drastic variance in response
based on the role especially
Scrum Master and
Directors/Executives. While
Executives are in
agreement, other roles tend
to lean more towards the
disagreement end of the
scale.
This indicates that the team
is working at an
unsustainable pace.
The team could potentially
burnout down the road and
quality may also suffer.
Management needs to
continue encouraging the
team to maintain a
sustainable pace.
A Detailed View
Characteristic Trust between silos
Survey Question
I feel that other silos (organizations, departments, etc.) are not looking out for the entire organization's best
interest, but more focused on their interests and what makes them look good and stand out
Results by Role Category
Results by Detailed Roles
INSIGHTS
Executives and Non
Executives responses are
not aligned. While there is
disagreement among Non
Execs on this question,
detailed roles shows a
different look. This indicates
that while there is a level of
trust within a department,
trust between silos (across
departments) is low.
This is particularly obvious
when looking at responses
those who interact with a
cross functional teams such
as Customers, Scrum
Masters and Product
Owners.
TRUST is a key ingredient to
developing a high
performing team. Refer to
the 5 dysfunction of team by
Patrick Lencioni.
A Detailed View
We see what we believe NOT the
other way around.
- Seth Godin
Contact Information
Salah Elleithy
salah@sidkcg.com
410.262.5550
linkedin.com/in/selleithy

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ReadyforAgile Webinar hosted by ICAgile

  • 1.
  • 2. How do we assess AGILITY? @selleithy
  • 3. “Cat: Where are you going? Alice: Which way should I go? Cat: That depends on where you are going. Alice: I don’t know. Cat: Then it doesn’t matter which way you go.” Lewis Carroll, Alice in Wonderland You've got to be very careful if you don't know where you are going, because you might not get there. Yogi Berra
  • 4. 15years Agile Coach supporting organizational transformation Enabling agility and enhancing team capabilities serving as a Business Analyst, Project Manager, Team Facilitator, Scrum Master, Agile Coach and Trainer. 4 Salah Elleithy salah@sidkycg.com @selleithy
  • 5. What are the Common Questions? • Where do we start? • What Agile methodology should we use? • How do we scale across the organization? • How do we know where to improve and if we are improving? • What does success look like for us? And when do we know when we get “there”? Are we asking the RIGHT questions?
  • 6. It begins with awareness and honest assessment. Where do we start? Where do we stand? Where do we want to go?
  • 7. 1. What characteristics can help improve our agility? 2. What are our strengths as an organization? (enablers) 3. What are the opportunities for improving our agility? (sustainers) It is not enough to do your best; you must know what to do, and then do your best. - W. Edwards Deming
  • 8. Agility Analytics “Engine” Mindset of Value Driven Delivery Willingness to adapt Culture of trust Work Visibility Balancing tradeoffs Understanding frequent feedback Trust between silos Regard for process Reward systems Understanding of Work in Progress Our organization defines project success in terms of the value realized by the business and the user, rather than "delivered on time, on budget, and as specified." Indicators Plans and milestone dates are held against the delivery team causing resistance to accept any new changes or feedback from the business. During meetings, the most important and difficult issues are put on the table to be resolved. Our procedures and processes are obsolete and do not represent the way we actually work I work on multiple tasks at a time to increase efficiency and finish the project faster Process Culture Mindset Buy-in Technical Maturity ………………….. Organizational Characteristics Core Competencies Collaborating on requirements Face to Face Communication Retrospectives Practices
  • 9. Agility Analytics ‘BIG’ Picture ………. Organizational Characteristics Process Core Competencies Culture Mindset Buy-in Technical Maturity Practices Each Organizational Characteristic is related to one of the Core Competencies and one or more of the Practices. ReadyforAgile reporting are mostly based on either the Core Competencies or the Practices Indicators Each Organizational Characteristic is assessed through one or more Indicator
  • 10. 5-Step Systematic Approach 1. Define Purpose & Outcomes 2. Identify Participants & Demographics 3. Define Indicators 4. Gather Data 5. Share INSIGHTS
  • 11. • What’s the purpose of the assessment? – Organizational Readiness – Benchmarking (How are we doing today?) – Longitudinal Analysis (How are we doing compared to last time we took the survey? (Usually quarterly) • What actions are we planning to take? 1. Define Purpose & Outcomes
  • 12. 2. Identify Participants & Demographics • Who will participate? • What’s an “acceptable” response rate? • What’s the participant role or region/dept.? • How long have they been with the organization? Role Category Participants Responses % of Response Executives 30 16 53% Non- Executives 390 200 51% Totals 420 216 51% Overall, standard response rate based on employee engagement surveys that is in the range of 60% - 80%.
  • 13. 3. Define Indicators Indicator Executive Project Manager Product Owner Scrum Master Business Analyst Developer Tester DBA Our organization defines project success in terms of the value realized by the business and the user, rather than "delivered on time, on budget, and as specified." X X X X X X X X The entire project plan is created at the beginning of the project. X X X X Project plans are created at a high-level at the beginning of the project and the details are defined at the last responsible moment (Release by release). X X X X X Plans and milestone dates are held against the delivery team causing resistance to accept any new changes or feedback from the business. X X X X The culture here is to view plans as commitments and with no flexibility for changing them. X X X X X X X X The culture here is to accept regular updates to the project plan based on new and emerging information about the project. X X X X X X X X My job's effectiveness is challenged if the business keeps changing which requirements they want to see developed next. X X X X X X X X
  • 15. 5. Share INSIGHTS Characteristic Continuous Improvement Buy-in for maintaining a backlog Buy-in for retrospectives Buy in for frequent delivery process Cross-Training Opportunities Autonomy Buy-in for Value Oriented Requirements Maturity for self-organized teams Management's trust of employee Enablers Sustainers * Characteristics with a ‘High’ Impact Factor. Impact factor is determined based on the number of practices it impacts and real life experience of large agile implementations. Characteristic Impact Factor Over commitment High Trust Between Silos High Mindset of Value Driven Delivery High Understanding of Work in Process High Preferring email over face-to-face Med Engaging in discussions to create shared understandings Med Balancing tradeoffs Med Employing multiple planning horizons Med * Characteristics in bold represent a ‘High’ Impact Factor. Impact factor is determined based on the number of practices it impacts and real life experience of large agile implementations.
  • 18. Characteristic Over Commitment Survey Question Over commitment is common here, causing stress and compromising the quality of our work. Results by Role Category Results by Detailed Roles INSIGHTS Drastic variance in response based on the role especially Scrum Master and Directors/Executives. While Executives are in agreement, other roles tend to lean more towards the disagreement end of the scale. This indicates that the team is working at an unsustainable pace. The team could potentially burnout down the road and quality may also suffer. Management needs to continue encouraging the team to maintain a sustainable pace. A Detailed View
  • 19. Characteristic Trust between silos Survey Question I feel that other silos (organizations, departments, etc.) are not looking out for the entire organization's best interest, but more focused on their interests and what makes them look good and stand out Results by Role Category Results by Detailed Roles INSIGHTS Executives and Non Executives responses are not aligned. While there is disagreement among Non Execs on this question, detailed roles shows a different look. This indicates that while there is a level of trust within a department, trust between silos (across departments) is low. This is particularly obvious when looking at responses those who interact with a cross functional teams such as Customers, Scrum Masters and Product Owners. TRUST is a key ingredient to developing a high performing team. Refer to the 5 dysfunction of team by Patrick Lencioni. A Detailed View
  • 20. We see what we believe NOT the other way around. - Seth Godin

Editor's Notes

  1. The difference which we now experience is nicely caught in the turn of phrase which converted "Ready, Aim, Fire" into "Ready, FIRE, aim."
  2. Please add your notes here
  3. Process: how people work Culture: how people behave Technical : Mindset: how people think
  4. Non executives have a different opinion than the executives. Also it is noteworthy to see the results of the Scrum Master were significantly different that any other role. This is because one of their main roles to to protect the team from over committing and it may seem here that they feel this is a serious issue
  5. Overall trust (manifested through a number of the other characteristics) was overall good, but specifically the “Trust between the silos” is a indicator that we may be optimized for “part of the system” not the whole system – meaning there may be less of a focus on the holistic view and therefore trusted is optimized locally for departments but less between departments.