A short survey and overview of the top studies, factors, and statistical results of public sector, enterprise, organizational, and business agility (along with extensive summary tables for quick analysis, quotation, and further usage) ...
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...David Rico
Brief 20-minute summary of using Evolutionary Design principles and practices. Includes Evolutionary Design theory, foundation, basic practices, and metrics for Lean-Agile Roadmapping, User Experience (UX) Mapping, and Models such as Design Thinking, Lean Startup, and SAFe. Late-breaking CI, CD, DevOps, and Cloud Computing case studies and whitepapers are mentioned on title slide ...
Lean & Agile Thinking Principles for LeadersDavid Rico
A short synopsis of the principles, practices, and thinking mindset for enterprise, organizational, and business leaders who need to quickly understand how to manage lean-agile digital transformation initiatives, uncover roadblocks and impediments, and comprehend their role in the broader lean-agile worldview ...
Business Value of Agile Human Resources (AHR)David Rico
A short overview of the field of Agile Human Resources (AHR), motivations and challenges, definitions, lean and agile values and principles, agile human resources frameworks and models, video case studies, popular industry surveys, exercises, textbooks, and much more!
Short introduction to key, critical concepts, metrics, models, and measurements with respect to lean thinking, innovation, and development of new products and services ...
Return on Investment (ROI) of Lean & Agile MethodsDavid Rico
Quick overview of the Return on Investment of (ROI) of using Lean & Agile Methods for managing the development of high-technology products and services. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project management principles.
Overview of Metrics used in Scaled Agile Framework (SAFe) 4.5. Quickly identifies the metrics, models, and measures associated with SAFe's Portfolio, Large Solution, Program, and Team levels. Begins with the impetus for SAFe, market conditions, definition of agile and portfolio management, and then a quick overview of SAFe based performance measurement.
Highly-innovative and unique introduction to bleeding-edge concepts, principles, dimensions, practices, and case studies on business agilities. Learn how to design state-of-the-art 21st century organizations to compete in the new merciless global high-technology landscape. Illustrates the business need, justification, and case for business agility. Defines and disambiguates key concepts, history, and terms. Then goes into a practical, principle-by-principle deep-dive into the eight (8) major dimensions of business agility (strategy, culture, process, products & services, technology, IT infrastructure, organizational design, and capital infrastructure). Provides key metrics, assessment instruments, business cases, and bottom-line business performance associated with business agility.
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...David Rico
Brief 20-minute summary of using Evolutionary Design principles and practices. Includes Evolutionary Design theory, foundation, basic practices, and metrics for Lean-Agile Roadmapping, User Experience (UX) Mapping, and Models such as Design Thinking, Lean Startup, and SAFe. Late-breaking CI, CD, DevOps, and Cloud Computing case studies and whitepapers are mentioned on title slide ...
Lean & Agile Thinking Principles for LeadersDavid Rico
A short synopsis of the principles, practices, and thinking mindset for enterprise, organizational, and business leaders who need to quickly understand how to manage lean-agile digital transformation initiatives, uncover roadblocks and impediments, and comprehend their role in the broader lean-agile worldview ...
Business Value of Agile Human Resources (AHR)David Rico
A short overview of the field of Agile Human Resources (AHR), motivations and challenges, definitions, lean and agile values and principles, agile human resources frameworks and models, video case studies, popular industry surveys, exercises, textbooks, and much more!
Short introduction to key, critical concepts, metrics, models, and measurements with respect to lean thinking, innovation, and development of new products and services ...
Return on Investment (ROI) of Lean & Agile MethodsDavid Rico
Quick overview of the Return on Investment of (ROI) of using Lean & Agile Methods for managing the development of high-technology products and services. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project management principles.
Overview of Metrics used in Scaled Agile Framework (SAFe) 4.5. Quickly identifies the metrics, models, and measures associated with SAFe's Portfolio, Large Solution, Program, and Team levels. Begins with the impetus for SAFe, market conditions, definition of agile and portfolio management, and then a quick overview of SAFe based performance measurement.
Highly-innovative and unique introduction to bleeding-edge concepts, principles, dimensions, practices, and case studies on business agilities. Learn how to design state-of-the-art 21st century organizations to compete in the new merciless global high-technology landscape. Illustrates the business need, justification, and case for business agility. Defines and disambiguates key concepts, history, and terms. Then goes into a practical, principle-by-principle deep-dive into the eight (8) major dimensions of business agility (strategy, culture, process, products & services, technology, IT infrastructure, organizational design, and capital infrastructure). Provides key metrics, assessment instruments, business cases, and bottom-line business performance associated with business agility.
Intriguing Survey, Overview, and Tour of Key Lean & Agile Leadership principles, values, frameworks, models, and measurements. Examines key Lean & Agile Leadership behaviors at the global, national, industry, organization, portfolio, program, team, and individual levels. Begins by illustrating the market and technological challenges facing today's leaders and key definitions and proven concepts in Agile Thinking, Lean Thinking, and Contemporary Leadership Thinking to help successfully overcome 21st century challenges to survive, overcome, and thrive. Probably one of the most holistic, whirlwind composite or aggregated tours of key leadership concepts, ideas, frameworks, models, practices, behaviors, attributes, metrics, performance, and recent discoveries. Uniquely illustrates the correlation between traditional thinking and undesirable leadership characteristics AND Lean-Agile thinking and some of the most desirable and highly coveted leadership behaviors in the early 21st century.
Intro to Agile Methods for Execs, Leaders, and ManagersDavid Rico
Quick, overview of an Introduction to Agile Methods for Business Executives, Technical Leaders, and Systems Developers. Begins with the impetus for using agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Provides a quick snapshot of the predominant agile methodology Scrum and its major ceremonies. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of agile project management principles.
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...David Rico
Highly-practical overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Growth of SAFe in Government Acquisitions, Contracts, & PortfoliosDavid Rico
Highly-practical 20-minute overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Business Value of Agile Organizations: Strategies, Models, & Principles for E...David Rico
Agile Organizations, Enterprises, and Businesses are emerging models for successfully managing 21st century human-capital, knowledge, and Internet technology-intensive global businesses. Dr. Rico will establish the context, provide a definition, and describe the value-system for lean and agile organizational strategies. He'll provide an overview and comparative analysis of major lean and agile frameworks, models, principles, and practices. He’ll then introduce a meta-model for achieving business-level agility based upon best-of-breed values, principles, and practices discussed herein. He'll also provide a brief survey of the costs, benefits, and performance results achieved by lean and agile organizations. Finally, he'll close with a summary of tips, tricks, technique, and common pitfalls of the lean and agile business paradigm. This briefing has been warmly received by multiple government agencies, businesses, and Fortune 500 firms throughout the U.S.
Quick overview of Metrics, Models, and Measures for successfully measuring and managing the performance of Lean & Agile portfolios, programs, projects, and teams. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile metrics, and a quick overview how metrics support its basic value system, principles, and organizational context. Then presents a broad taxonomy of product, project, tracking, testing, business value, health, and portfolio metrics, models, and measures. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project measurement principles.
Brief, but descriptive tutorial of the Scaled Agile Framework (SAFe) 4.5. Starts with impetus for agility, overview of lean and agile thinking, definition of portfolio management, explanation of SAFe and its values and principles, etc. Then, provides a level-by-level overview of SAFe, including case studies, metrics, business case, adoption statistics, roles, responsibilities, and other considerations. Closes with a nice summary of key SAFe implementation principles ...
Business Value of Agile Product ManagementDavid Rico
A very short overview of contemporary lean and agile product management concepts, their role in the Scaled Agile Framework (SAFe), definitions, principles, practices, and tools, what differentiates it from Scrum product owner(ship), user experience (UX) design, and other popular customer-centric thinking approaches.
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...David Rico
This is a presentation on the "Business Value of Continuous Integration, Continuous Delivery, & DevOps(Sec): Scaling Up to Billion User Global Systems of Systems Using End-to-End Automation & Containerized Docker Ubuntu Cloud Image-Based Microservices," which are late-breaking 21st century approaches for rapidly and cost-effectively building high-quality global information systems, minimum viable products, minimum marketable features, service oriented architectures, web services, and microservices using containerization and end-to-end automation.
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
Highly-innovative and unique introduction to bleeding-edge lean and agile concepts, values, principles, frameworks, models, and practices for organizational change. Learn how to design state-of-the-art 21st century organizations successfully innovate, change, adapt, compete, and achieve sustainability in the new merciless global high-technology landscape. Begins with the impetus for using lean and agile thinking and an overview of why organizational struggle and even so often fail. Provides definition of agile and lean thinking, a quick overview of lean and agile values, principles, behaviors, context, and frameworks. Introduces bleeding-edge lean and agile organizational change models and then dives into a model-by-model explanation, illustration, and overview. Also introduces key metrics, measurements, models, and outcomes, as well as real-world business results and effects at organizational, national, and global landscape. Closes with a summary of key lessons, principles, insights, and critical success factors for achieving global large-scale organizational change and competitiveness (as well as further resources).
Quick overview of using Lean & Agile Project Management techniques for successfully planning, managing, and delivering high-technology products and services. Begins with the impetus for using lean and agile project management vs. traditional project management, an overview of why traditional projects fail, a definition of lean and agile project management, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile project management paradigms, their evolution, and history. Provides a deep-dive of the prevailing lean and agile project management techniques. Wraps up by identifying major lean and agile project management metrics, the business case, quick case studies, and a summary of lean and agile project management principles.
Comprehensive overview of using Test Driven Development (TDD), Behavior Driven Development (BDD), Continuous Integration (CI), Continuous Delivery (CD), Development Operations (DevOps), and Development Operations Security (DevOpsSec). Describes the current global environment, basic lean and agile principles, and the evolution of Microservices. From there, a detailed deep-dive of TDD, BDD, CI, CD, DevOps, and DevOpsSec principles and practices ensues. Closes by identifying key DevOps tool automation ecosystems/pipelines, metrics, case studies, return on investment (ROI)/business cases, implementation roadmaps, adoption statistics, leadership insights, and a summary. Contains a lot of helpful data for constructing DevOps strategic business cases as well as tactical implementation strategies (while not ignoring essential elements such as microservices, containerization, and application security).
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
Business Value of Agile Methods: Using Return on InvestmentDavid Rico
Provides a brief introduction to agile methods, an overview of popular agile methods, and a brief survey of the benefits of agile methods as reported by major industry studies. Also provides a suite of basic metrics useful for quantifying the business value of agile methods. Discusses parametric models derived from industry data, a methodology for estimating the return on investment (ROI) of agile methods, and a comparison of the costs and benefits of 11 major agile and traditional methods.
This is a session on Lean Principles for Agile Teams presented at ERUC in October 2013. This is the deck used with the LEGO building block exercise PDF.
Intriguing Survey, Overview, and Tour of Key Lean & Agile Leadership principles, values, frameworks, models, and measurements. Examines key Lean & Agile Leadership behaviors at the global, national, industry, organization, portfolio, program, team, and individual levels. Begins by illustrating the market and technological challenges facing today's leaders and key definitions and proven concepts in Agile Thinking, Lean Thinking, and Contemporary Leadership Thinking to help successfully overcome 21st century challenges to survive, overcome, and thrive. Probably one of the most holistic, whirlwind composite or aggregated tours of key leadership concepts, ideas, frameworks, models, practices, behaviors, attributes, metrics, performance, and recent discoveries. Uniquely illustrates the correlation between traditional thinking and undesirable leadership characteristics AND Lean-Agile thinking and some of the most desirable and highly coveted leadership behaviors in the early 21st century.
Intro to Agile Methods for Execs, Leaders, and ManagersDavid Rico
Quick, overview of an Introduction to Agile Methods for Business Executives, Technical Leaders, and Systems Developers. Begins with the impetus for using agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Provides a quick snapshot of the predominant agile methodology Scrum and its major ceremonies. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of agile project management principles.
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...David Rico
Highly-practical overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Growth of SAFe in Government Acquisitions, Contracts, & PortfoliosDavid Rico
Highly-practical 20-minute overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Business Value of Agile Organizations: Strategies, Models, & Principles for E...David Rico
Agile Organizations, Enterprises, and Businesses are emerging models for successfully managing 21st century human-capital, knowledge, and Internet technology-intensive global businesses. Dr. Rico will establish the context, provide a definition, and describe the value-system for lean and agile organizational strategies. He'll provide an overview and comparative analysis of major lean and agile frameworks, models, principles, and practices. He’ll then introduce a meta-model for achieving business-level agility based upon best-of-breed values, principles, and practices discussed herein. He'll also provide a brief survey of the costs, benefits, and performance results achieved by lean and agile organizations. Finally, he'll close with a summary of tips, tricks, technique, and common pitfalls of the lean and agile business paradigm. This briefing has been warmly received by multiple government agencies, businesses, and Fortune 500 firms throughout the U.S.
Quick overview of Metrics, Models, and Measures for successfully measuring and managing the performance of Lean & Agile portfolios, programs, projects, and teams. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile metrics, and a quick overview how metrics support its basic value system, principles, and organizational context. Then presents a broad taxonomy of product, project, tracking, testing, business value, health, and portfolio metrics, models, and measures. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project measurement principles.
Brief, but descriptive tutorial of the Scaled Agile Framework (SAFe) 4.5. Starts with impetus for agility, overview of lean and agile thinking, definition of portfolio management, explanation of SAFe and its values and principles, etc. Then, provides a level-by-level overview of SAFe, including case studies, metrics, business case, adoption statistics, roles, responsibilities, and other considerations. Closes with a nice summary of key SAFe implementation principles ...
Business Value of Agile Product ManagementDavid Rico
A very short overview of contemporary lean and agile product management concepts, their role in the Scaled Agile Framework (SAFe), definitions, principles, practices, and tools, what differentiates it from Scrum product owner(ship), user experience (UX) design, and other popular customer-centric thinking approaches.
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...David Rico
This is a presentation on the "Business Value of Continuous Integration, Continuous Delivery, & DevOps(Sec): Scaling Up to Billion User Global Systems of Systems Using End-to-End Automation & Containerized Docker Ubuntu Cloud Image-Based Microservices," which are late-breaking 21st century approaches for rapidly and cost-effectively building high-quality global information systems, minimum viable products, minimum marketable features, service oriented architectures, web services, and microservices using containerization and end-to-end automation.
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
Highly-innovative and unique introduction to bleeding-edge lean and agile concepts, values, principles, frameworks, models, and practices for organizational change. Learn how to design state-of-the-art 21st century organizations successfully innovate, change, adapt, compete, and achieve sustainability in the new merciless global high-technology landscape. Begins with the impetus for using lean and agile thinking and an overview of why organizational struggle and even so often fail. Provides definition of agile and lean thinking, a quick overview of lean and agile values, principles, behaviors, context, and frameworks. Introduces bleeding-edge lean and agile organizational change models and then dives into a model-by-model explanation, illustration, and overview. Also introduces key metrics, measurements, models, and outcomes, as well as real-world business results and effects at organizational, national, and global landscape. Closes with a summary of key lessons, principles, insights, and critical success factors for achieving global large-scale organizational change and competitiveness (as well as further resources).
Quick overview of using Lean & Agile Project Management techniques for successfully planning, managing, and delivering high-technology products and services. Begins with the impetus for using lean and agile project management vs. traditional project management, an overview of why traditional projects fail, a definition of lean and agile project management, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile project management paradigms, their evolution, and history. Provides a deep-dive of the prevailing lean and agile project management techniques. Wraps up by identifying major lean and agile project management metrics, the business case, quick case studies, and a summary of lean and agile project management principles.
Comprehensive overview of using Test Driven Development (TDD), Behavior Driven Development (BDD), Continuous Integration (CI), Continuous Delivery (CD), Development Operations (DevOps), and Development Operations Security (DevOpsSec). Describes the current global environment, basic lean and agile principles, and the evolution of Microservices. From there, a detailed deep-dive of TDD, BDD, CI, CD, DevOps, and DevOpsSec principles and practices ensues. Closes by identifying key DevOps tool automation ecosystems/pipelines, metrics, case studies, return on investment (ROI)/business cases, implementation roadmaps, adoption statistics, leadership insights, and a summary. Contains a lot of helpful data for constructing DevOps strategic business cases as well as tactical implementation strategies (while not ignoring essential elements such as microservices, containerization, and application security).
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
Business Value of Agile Methods: Using Return on InvestmentDavid Rico
Provides a brief introduction to agile methods, an overview of popular agile methods, and a brief survey of the benefits of agile methods as reported by major industry studies. Also provides a suite of basic metrics useful for quantifying the business value of agile methods. Discusses parametric models derived from industry data, a methodology for estimating the return on investment (ROI) of agile methods, and a comparison of the costs and benefits of 11 major agile and traditional methods.
This is a session on Lean Principles for Agile Teams presented at ERUC in October 2013. This is the deck used with the LEGO building block exercise PDF.
Innovation and leadership have always been closely linked. Part eight of s+b's "Inside the Mind of the CEO" series is an interview with the chief executive of a multi-industrial producer of intelligent buildings and energy storage solutions. The interview explores how the right leadership can help a company make the transition from an industrial company to one steeped in digital technology-style solutions to customer problems.
A sample of all our ECM offerings used to elevate your understanding about Enterprise Content Management, in a vendor-neutral way! Authored by Byron Aulick.
A report on technology trends in 2017. Overview of activity by the big 5 (Alphabet, Apple, Amazon, Microsoft, Facebook) and the next 20 companies and Chinese challengers.
Will you lead or lag? Modernizing enterprise applications to succeed in digit...IBM
Digital transformation is all around us—every industry worldwide is experiencing it and it's not a "one and done" event. What separates leaders and laggards in digital transformation? Learn from IBM client case studies on how they are succeeding at digital reinvention, including key actions they are taking and the quantitative results they are realizing. Additionally, hear about the key findings from the IBM commissioned Forrester global study that uncovered the importance of enterprise applications as the critical foundation to enable success in digital transformation. The study documents the best practices and results of organizations that are succeeding at digital reinvention.
Reimagine Your Business in a Digital-First World with MicrosoftPerficient, Inc.
Digital. The word is permeating every organization and industry today. Digitally transforming your business is increasingly critical to continued growth, but the path to digitalization isn’t always well-defined. What does reimagining your business in this digital age really mean?
You should be assessing your capabilities around the four “megatrends” of cloud, mobile, social, and analytics development, and creating a strategy and a road map to improve and differentiate core capabilities leveraging these digital technologies.
Our webinar demonstrated how you can use Microsoft technology to create a holistic digital transformation across the enterprise, and embrace the four megatrends to increase productivity, improve customer service, expand market share, and ultimately, increase revenue.
The People Pillar of Cloud Adoption: Developing Your Workforce & Building Dig...Amazon Web Services
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name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
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Modern Database Management 12th Global Edition by Hoffer solution manual.docx
ROI of Organizational Agility for Transforming 21st Century Enterprises
1. Business Value of
Organizational Agility
USINGLEAN&AGILETRANSFORMATION PRINCIPLESTO
ACHIEVE21STCENTURYORGANIZATIONAL PEFORMANCE
DR. DAVID F. RICO, PMP, CSEP, EBAS, BAF, FCP, FCT, ACP, CSM, SAFE, DEVOPS
Website: http://davidfrico.com ● LinkedIn: http://linkedin.com/in/davidfrico ● Twitter: @dr_david_f_rico
Agile Cost of Quality: http://www.davidfrico.com/agile-vs-trad-coq.pdf
DevOps Return on Investment (ROI): http://davidfrico.com/rico-devops-roi.pdf
Dave’s NEW Business Agility Video: http://www.youtube.com/watch?v=hTvtsAkL8xU
Dave’s NEWER Scaled Agile Framework SAFe 4.5 Video: http://youtu.be/1TAuCRq5a34
Dave’s NEWEST Development Operations Security Video: http://youtu.be/qrWRoXSS9bs
Dave’s BRAND-NEW ROI of Lean Thinking Principles Video: http://youtu.be/wkMfaPAxO6E
Dave’s REALLY-NEW ROI of Evolutionary Design Principles Video: http://youtu.be/TcXI26ClRb0
DoD Fighter Jets versus Amazon Web Services: http://davidfrico.com/dod-agile-principles.pdf
Principles of Collaborative Contracts: http://davidfrico.com/collaborative-contract-principles.pdf
Principles of Lean Organizational Leadership: http://davidfrico.com/lean-leadership-principles.pdf
Principles of Evolutionary Architecture: http://davidfrico.com/evolutionary-architecture-principles.pdf
Principles of CI, CD, & DevOps - Development Operations: http://davidfrico.com/devops-principles.pdf
Principles of SAFe Transformations - Scaled Agile Framework: http://davidfrico.com/safe-principles.pdf
2. Harvard 2020—Performance of Business Agility
Thomke, S. H. (2020). Experimentation works: The surprising power of business experiments. Boston, MA: Harvard Business Review Press.
2
3. PwC 2020—Top Benefits of Enterprise Agility
Siegel, M., & Booth, C. (2020). Six dimensions of the agile enterprise: What leading companies are doing. Florham Park, NJ: Pricewaterhouse-Coopers.
3
4. PMI 2020—ROI of Business Agility Maturity
Langley, M. A. (2020). Ahead of the curve: Forging a future-focused culture. Newton Square, PA: Project Management Institute.
4
5. PMA 2020—Benefits of Agile Government
IMPROVES EFFICIENCIES IN GOVERNMENT
– Makes Government Leaner and More Efficient.
– Aligns Federal Compensation with the Private Sector.
– Saves Money with Category Management.
– Makes it Leaner and More Efficient.
– Streamlines Review and Permitting for Major Infrastructure Projects.
– Saves Taxpayer Time and Money with Shared Support Services.
– Manages Real Property Efficiently.
– Reorganizes Government.
– Prevents Improper Payments.
– Improves Acquisitions in the Digital Age.
DEVELOPS MORE RESPONSIVE GOVERNMENT
– Improves Customer Experience.
– Accelerates Modernization within Government.
– Engages Government with Private Sector.
– Moves Government Closer to the People it Serves.
– Leverages Data as a Strategic Asset.
– Uses Evidence to Promote Better Outcomes.
INCREASES AGILITY FOR MODERN GOVERNMENT
– Improves Federal Hiring.
– Addresses the Federal Cybersecurity Shortage.
– Secures the National Supply Chain.
– Promotes Results-Oriented Accountability for Grants.
– Strengthens Performance and Risk Management.
Weichert, M. (2020). Delivering a more responsive, agile, and efficient government. Washington, DC: President's Management Agenda (PMA).
5
6. MITRE 2020—Benefits of Military & Defense Agility
Modigliani, et al. (2020). Modernizing DoD requirements: Enabling speed, agility, and innovation. Washington, DC: The MITRE Corporation.
ENHANCE MISSION ASSURANCE
– Explore multi-domain solutions.
– Ensure system interoperability.
– Cross community integration.
INCREASE COMBAT POWER
– Quickly assemble international coalition.
– Best mix of services, agencies, and allies.
– Ensure likelihood of campaign success.
BETTER JROC EFFECTIVENESS
– Holistic operational architectural model.
– Early architectural tradeoff analysis.
– Plug-n-play performance optimization.
ACQUISITION SPEED AND AGILITY
– Modular interfaces reduce interdependencies.
– Streamline tightly-scoped mission capabilities.
– Reduce causes of single-point-of-failure.
IMPROVED MISSION CAPABILITY
– Rapid insertion of emerging technologies.
– Command state-of-the-art cyberspace domain.
– Use cyber capabilities to defend and attack.
POWERFUL FORCE OPTIMIZATION
– Rapidly assemble joint systems of systems force.
– Exploit measures of force effectiveness (MoFE).
– Enable joint international portfolio operations.
6
7. Deloitte 2020—Opportunities of Business Agility
Smart, J. (2020). Business agility in retail banking: Build up your agility. London, UK: Deloitte, LLP.
7
8. Capgemini 2019—Need for Business Agility
Wahler, L., Bohn, U., & Kappler, C. (2019). Leaping forward: Paths to organizational dexterity. Berlin, DE: Capgemini.
8
9. BAI 2019—Benefits of Business Agility
Leybourn, E., & Elatta, S. (2019). The business agility report: Raising the b.a.r. Redmond, WA: Business Agility Institute.
9
10. Scrum Alliance 2018—Benefits of Agility
Engelmann, E. (2018). Putting agile and scrum to work. Westminster, CO: Scrum Alliance, Inc.
10
11. PMI 2018—Benefits of Lean-Agile Value Focus
Langley, M. (2018). Success in disruptive times: Expanding the value delivery landscape to
address the high cost of low performance. Newton Square, PA: Project Management Institute.
11
12. Freeform 2018—Benefits of Agile Mastery
Lock, T., & Betts, B. (2018). How agile and devops enable digital readiness and transformation. New Milton, Hampshire, UK: Freeform Dynamics, Ltd.
12
13. Scrum Alliance 2018—Benefits of Business Agility
Bresenham, T., et al. (2018). The elusive agile enterprise: How the right leadership mindset,
workforce, and culture can transform your organization. Jersey City, NJ: ForbesInsights.
13
14. Scrum Alliance 2018—Benefits of Business Agility
Bresenham, E. (2018). The elusive agile enterprise: How the right leadership mindset,
workforce, and culture can transform your organization. Jersey City, NJ: ForbesInsights.
14
15. CA Technologies 2018—Value of Business Agility
Duggan, A. (2018). The state of business agility. New York, NY. CA Technologies.
15
16. Accenture 2018—Benefits of Enterprise Agility
Woolf, A., Young, A., & Tabernor, J. (2018). Enterprise agility in financial services: The new strategic imperative. London, UK: Accenture.
16
17. Scrum Alliance 2017—Benefits of Agile Transformation
Hershman, L. W. (2017). State of scrum (2017-2018): Scaling and agile transformation. Westminster, CO: Scrum Alliance, Inc.
17
18. PMI 2017—Benefits of Organizational Agility
Langley, M. A. (2017). The drivers of agility: Engaging people and building processes to accelerate results. Newton Square, PA: Project Management Institute.
18
19. CA Technologies 2017—Value of Business Agility
Marcotte, L. (2017). The state of business agility. New York, NY. CA Technologies.
19
20. Accenture 2017—Value of Government Agility
Buckhurst, K., & Webb, R. (2017). Agile it delivery: Imperatives for government success. Arlington, VA: Accenture..
20
21. Accenture 2017—Need for Organizational Agility
Ekdahl, P., Percival, J., & Riekki, J. (2017). From fragile to agile fast: Why agility is the key to success. Stockholm, SE: Accenture..
21
22. McKinsey 2015—Value of Organizational Agility
Bazigos, M., De Smet, A., & Gagnon, C. (2015). Why agility pays. New York, NY: McKinsey & Company.
22
23. McKinsey 2015—Value of Organizational Agility
Bazigos, M., De Smet, A., & Gagnon, C. (2015). Why agility pays. New York, NY: McKinsey & Company.
23
24. PMI 2015—Value of Organizational Agility
Langley, M. A. (2015). Capturing the value of project management: Through organizational agility. Newton Square, PA: Project Management Institute.
24
25. PWC 2014—Benefits of Defense & Military Agility
Modly, T., et al. (2014). Agile defense: Sustainable cost reduction on the path to greater agility. Arlington, VA: Pricewaterhouse-Coopers..
25
26. PMI 2014—Benefits of Organizational Agility
Langley, M. A. (2014). The high cost of low performance: A snapshot. Newton Square, PA: Project Management Institute.
26
27. Citrix Online 2013—Benefits of Enterprise Agility
Greening, D. R. (2013). Release duration and enterprise agility. Proceedings of the 46th Hawaii
International Conference on Systems Sciences (HICSS 2013), Wailea, Hawaii, USA, 4835–4841.
27
28. PMI 2012—Benefits of Organizational Agility
Langley, M. A. (2012). Pulse of the profession in-depth report: Organizational agility. Newton Square, PA: Project Management Institute.
28
29. VmWare 2012—Benefits of Business Agility
Patel, A. (2011). Business agility and the true economics of cloud computing. Palo Alto, CA: VMware, Inc
29
30. BTM 2010—Benefits of Enterprise Agility
Alva, H., et al. (2010). Business agility index: The characteristics of an agile enterprise and how they drive superior
financial performance by converging business and technology management. Stamford, CT: BTM Corporation.
30
31. EMC 2009—Benefits of Organizational Agility
Glenn, M. (2009). Organizational agility: How business can survive and thrive in turbulent times. London, UK: The Economist.
31
32. BTM 2009—Benefits of Enterprise Agility
Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence
in innovation and adaptability and its effect on financial performance. Stamford, CT: BTM Corporation. 32
34. Business Value Summary—Page 1
NO YEAR SOURCE FINDINGS RESPONSES
1 2020
Harvard
(Thomke)
• 63x more product and service releases (Pinterest)
• 60x more product and service releases (New Zealand)
• 38x more product and service releases (State Farm)
• 29x more product and service releases (IBM)
• 25x more product and service releases (Bing)
500
Public
Firms
2 2020
Pricewaterhouse-Coopers
(Siegel & Booth)
• 47% of organizations are more adaptable
• 41% of individual teams are more adaptable
• 41% of teams deliver valuable solutions
• 38% of teams deliver innovative solutions
• 36% of solutions have higher quality
850
Senior
Executives
3 2020
Project Management Institute
(Langley)
• 38% improvement in meeting goals
• 46% improvement in meeting cost targets
• 62% improvement in meeting time constraints
• 57% improvement in meeting scope constraints
• 91% improvement in meeting success criteria
3,972
Project
Professionals
4 2020
President’s Management Agenda
(Weichert & Vought)
• Streamlines major infrastructure projects
• Improves digital transformation acquisitions
• Improves taxpayer customer experience
• Accelerates government modernization
• Strengthens performance and risk management
377
National
Executives
5 2020
The MITRE Corporation
(Modigliani, et al.)
• Enhances mission assurance
• Increases combat power
• Improves acquisition speed and agility
• Improves mission capability
• Increases and optimizes joint military forces
32
Military
Executives
34
35. Business Value Summary—Page 2
NO YEAR SOURCE FINDINGS RESPONSES
6 2020
Deloitte
(Smart)
• Enables employees to grow their careers
• Provides opportunities for collaboration
• Attracts younger, highly motivated talent
• Strengthens attractiveness of employers
• Helps firms with digital transformations
26
Financial
Executives
7 2019
CapGemini
(Wahler, Bohn, & Kappler)
• 55% reduction in volatility, uncertainty, complexity, etc.
• 32% improvement in modernizing business processes
• 27% improvement in business market competition
• 27% improvement in organizational business value
• 23% improvement in attracting talented employees
1,135
Management
Professionals
8 2019
Business Agility Institute
(Leybourn & Elatta)
• 27% of organizations have better customer satisfaction
• 23% of organizations have better employee satisfaction
• 18% of organizations have better market success
• 12% of organizations have better collaboration
• 10% of organizations have better accountability
453
Business
Professionals
9 2018
Scrum Alliance
(Engelmann)
• Project teams produce higher quality product results
• Project teams operate more cost effectively/efficiently
• Project teams produce better customer satisfaction
• Project teams collaborate and communicate better
• Project teams work at higher velocity and productivity
2,000
Agile
Professionals
10 2018
Project Management Institute
(Langley)
• 78% improvement in on-time project completion
• 56% improvement in meeting budget constraints
• 39% improvement in satisfying business goals
• 40% improvement in meeting scope constraints
• 50% improvement in overall project success
4,445
Project
Professionals
35
36. Business Value Summary—Page 3
NO YEAR SOURCE FINDINGS RESPONSES
11 2018
Freeform Dynamics
(Lock & Betts)
• 4.1x improvement in customer alignment and strategy
• 2.3x improvement in organizational risk management
• 2.4x improvement in collaboration and communication
• 2.6x improvement in information technology security
• 2.5x improvement in delivery and deployment frequency
1,279
Senior
Professionals
12 2018
Forbes Insights
(Bresenham, et al.)
• 60% faster product and service time to market
• 59% faster product and service innovation
• 58% improved non-financial business results
• 57% improved management and employee morale
• 57% better ability to attract top talent
1,007
Global
Executives
13 2018
Forbes Insights
(Bresenham, et al.)
• 2.6x better agility within specific organizations
• 2.1x better agility across the entire organization
• 0.6x better agility across all organizational functions
• 0.5x better agility within organizational functions
• 0.4x better agility within organizational projects
1,007
Global
Executives
14 2018
CA Technologies
(Duggan)
• 82% better ability to respond to new opportunities
• 54% higher employee productivity and retention
• 51% improved customer satisfaction and retention
• 47% reduced organizational costs and wasted resources
• 43% better continuous improvement based on data
150
Business
Executives
15 2018
Accenture
(Woolf, Young, & Tabernor)
• 46% better enterprise change outcomes and benefits
• 54% faster delivery of enterprise wide projects
• 32% increased enterprise collaboration and innovation
• 36% improved enterprise wide stakeholder involvement
• 74% lower costs and more efficient change projects
3,500
Financial
Employees
36
37. Business Value Summary—Page 4
NO YEAR SOURCE FINDINGS RESPONSES
16 2017
Scrum Alliance
(Hershman)
• 54% improved satisfaction with deliveries
• 51% better time to market with deliveries
• 49% better quality with deliveries
• 45% improved delivery staff moral
• 31% improved return on investment
2,000
Agile
Professionals
17 2017
Project Management Institute
(Langley)
• 26.0x better program management measurement
• 16.4x better organizational cross-training
• 13.0x better program management improvement
• 10.0x better program planning adjustments
• 6.8x better program management planning
1,469
Project
Professionals
18 2017
CA Technologies
(Marcotte)
• 65% better customer satisfaction
• 58% higher employee productivity
• 57% reduced organizational costs
• 54% better market differentiation
• 51% reduced overall project failures
150
Business
Executives
19 2017
Accenture
(Buckhurst & Webb)
• 74% improved customer engagement and ownership
• 68% improved quality of final product and services
• 65% greater acquisition program transparency
• 64% greater business and product alignment
• 52% greater acquisition efficiency
25
Government
CIOs
20 2017
Accenture
(Ekdahl, Percival, & Riekki)
• 70% greater digital transformation
• 70% increase in customer satisfaction
• 53% increase in adoption of new business models
• 50% increase in profitability and cost management
• 47% increase in cope with emerging technologies
207
Business
Executives
37
38. Business Value Summary—Page 5
NO YEAR SOURCE FINDINGS RESPONSES
21 2015
McKinsey
(Bazigos, De Smet, & Gagnon)
• 37x better innovation and learning
• 35x better role clarity and accountability
• 33x better organizational discipline and culture
• 32x better organizational leadership and motivation
• 31x better organizational values, alignment, and morale
1,000,000
International
Professionals
22 2015
Project Management Institute
(Langley)
• 66% of projects exceeded ROI
• 57% of projects increased speed
• 52% of projects delivered on-time
• 47% of projects satisfied their budgets
• 39% of projects satisfied their business goals
1,397
Project
Professionals
23 2014
Pricewaterhouse-Coopers
(Modly, et al.)
• Adaptability - Ability to adapt to new missions
• Innovation - Ability to generate innovative solutions
• Collaboration - Ability to collaborate across government
• Visibility - Ability to increase visibility and transparency
• Velocity - Ability to increase velocity and responsiveness
50
Military
Commanders
24 2014
Project Management Institute
(Langley)
• 5.0x better economic performance
• 4.0x better overall portfolio maturity
• 3.4x better organizational level agility
• 2.0x better business to project alignment
• 2.0x more successful strategic initiatives
2,500
Project
Professionals
25 2013
Citrix Online
(Greening)
• Faster releases
• Increased revenues
• Increased market share
• Increased risk management
• Better sustainability and morale
420
IT
Professionals
38
39. Business Value Summary—Page 6
NO YEAR SOURCE FINDINGS RESPONSES
26 2012
Project Management Institute
(Langley)
• 78% of projects exceeded ROI
• 71% of projects increased speed
• 66% of projects delivered on-time
• 60% of projects satisfied their budgets
• 41% of projects satisfied their business goals
1,000
Project
Professionals
27 2011
VMware
(Patel)
• 57% better customer engagement/experience
• 57% accelerated operational project execution
• 56% faster exploitation of new market opportunities
• 48% organizational level continuous improvement plans
• 44% better organizational risk management/avoidance
600
Corporate
Executives
28 2011
BTM
(Alva, et al.)
• 3.7x better economic value added (EVA)
• 2.6x better return on capital (ROC)
• 2.0x better return on equity (ROE)
• 1.9x better EBITDA/sales measures
• 1.3x better stock price stability
1,000
Corporate
Executives
29 2009
EMC
(Glenn)
• 61% faster decision-making and execution
• 38% improvement in operational process efficiency
• 34% improvement in firm accountability and credibility
• 33% improvement in knowledge management/sharing
• 28% improvement in strategic planning and adaptation
349
International
Executives
30 2007
BTM
(Hoque, et al.)
• 5.1x better corporate-wide earnings
• 4.0x better corporate-wide revenues
• 1.9x better corporate-wide return on investment
• 1.1x better corporate-wide earnings before taxes
• 1.1x better corporate-wide return on equity
1,000
Corporate
Executives
39
41. References—In Order of Appearance
• Thomke, S. H. (2020). Experimentation works: The surprising power of business experiments. Boston, MA: Harvard Business Review Press.
• Siegel, M., & Booth, C. (2020). Six dimensions of the agile enterprise: What leading companies are doing. Florham Park, NJ: Pricewaterhouse-Coopers.
• Langley, M. A. (2020). Ahead of the curve: Forging a future-focused culture. Newton Square, PA: Project Management Institute.
• Weichert, M. (2020). Delivering a more responsive, agile, and efficient government. Washington, DC: President's Management Agenda (PMA).
• Modigliani, et al. (2020). Modernizing DoD requirements: Enabling speed, agility, and innovation. Washington, DC: The MITRE Corporation.
• Smart, J. (2020). Business agility in retail banking: Build up your agility. London, UK: Deloitte, LLP.
• Wahler, L., Bohn, U., & Kappler, C. (2019). Leaping forward: Paths to organizational dexterity. Berlin, DE: Capgemini.
• Leybourn, E., & Elatta, S. (2019). The business agility report: Raising the b.a.r. Redmond, WA: Business Agility Institute.
• Engelmann, E. (2018). Putting agile and scrum to work. Westminster, CO: Scrum Alliance, Inc.
• Langley, M. (2018). Success in disruptive times: Expanding the value delivery landscape to address the high cost of low performance. Newton Square, PA: Project Management Institute.
• Lock, T., & Betts, B. (2018). How agile and devops enable digital readiness and transformation. New Milton, Hampshire, UK: Freeform Dynamics, Ltd.
• Bresenham, T., et al. (2018). The elusive agile enterprise: How the right leadership mindset, workforce, and culture can transform your organization. Jersey City, NJ: ForbesInsights.
• Duggan, A. (2018). The state of business agility. New York, NY. CA Technologies.
• Woolf, A., Young, A., & Tabernor, J. (2018). Enterprise agility in financial services: The new strategic imperative. London, UK: Accenture.
• Hershman, L. W. (2017). State of scrum (2017-2018): Scaling and agile transformation. Westminster, CO: Scrum Alliance, Inc.
• Langley, M. A. (2017). The drivers of agility: Engaging people and building processes to accelerate results. Newton Square, PA: Project Management Institute.
• Marcotte, L. (2017). The state of business agility. New York, NY. CA Technologies.
• Buckhurst, K., & Webb, R. (2017). Agile it delivery: Imperatives for government success. Arlington, VA: Accenture..
• Ekdahl, P., Percival, J., & Riekki, J. (2017). From fragile to agile fast: Why agility is the key to success. Stockholm, SE: Accenture..
• Bazigos, M., De Smet, A., & Gagnon, C. (2015). Why agility pays. New York, NY: McKinsey & Company.
• Langley, M. A. (2015). Capturing the value of project management: Through organizational agility. Newton Square, PA: Project Management Institute.
• Modly, T., et al. (2014). Agile defense: Sustainable cost reduction on the path to greater agility. Arlington, VA: Pricewaterhouse-Coopers..
• Langley, M. A. (2014). The high cost of low performance: A snapshot. Newton Square, PA: Project Management Institute.
• Greening, D. R. (2013). Release duration and enterprise agility. Proceedings of the 46th Hawaii International Conference on Systems Sciences, Wailea, Hawaii, USA, 4835–4841.
• Langley, M. A. (2012). Pulse of the profession in-depth report: Organizational agility. Newton Square, PA: Project Management Institute.
• Patel, A. (2011). Business agility and the true economics of cloud computing. Palo Alto, CA: VMware, Inc
• Alva, H., et al. (2010). Business agility index: The characteristics of an agile enterprise and how they drive superior financial performance. Stamford, CT: BTM Corporation.
• Glenn, M. (2009). Organizational agility: How business can survive and thrive in turbulent times. London, UK: The Economist.
• Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation and adaptability. Stamford, CT: BTM Corporation.
41