Path to Agility Enterprise Scrum

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Path to Agility Enterprise Scrum Continuous Improvement.

3 Who Is Responsible For Creating More Agility? Poll: Raise your hand if you think it is: Developers Managers Executives Consultants Trainers New methodology Managers Executives Agility is doing more with the resources available Scrum.org. All Rights Reserved. 3

4 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. 4

5 Assertions to be proven: 1. Scrum is an agile enabler; 2. Scrum is doing ok; 3. Agility is not doing ok; 4. Agility is what organizations want. 5. If managers aren t better helping their organizations become Agile, Scrum is dead. Scrum.org. All Rights Reserved. 5

6 The Economist The market turbulence of the past year may have foreshadowed a new phase of globalisation, one in which volatility is likely to remain a constant. Even after the current recession lifts, underlying fluctuations in energy, commodity and currency rates, the emergence of new and non traditional competitors, and rising customer demands will continue to roil traditional business and operating models for some time to come. To be competitive, companies may find themselves in a Houdini like twist. How can they respond quickly and nimbly to the changing environment without getting caught in knots? In today s knowledgeage, the ability to transform information into insight in response to market movements is core to sustainability. Companies must think of ways to make their processes more flexible. Organisational agility: How business can survive and thrive in turbulent times The Economist Scrum.org. All Rights Reserved. 6

Agile Is 3x More Successful The CHAOS Manifesto,

10 Where are you on the Path to Agility? Poll - Raise your hand if you are: 1. Agile? 2. Becoming Agile? 3. Have been told to be Agile and are going to start soon? 4. Not in your immediate horizon? Scrum.org. All Rights Reserved. 10

11 Almost 20% have adopted Agile at 100% 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 organizations. How many development teams in your organization have implemented Agile practices? (Select one) 100% Between 75% and 99% Between 50% and 74% 12.2% 12.7% 18.5% Between 25% and 49% 16.6% Under 25% 40.0% Base: 205 organizations who are implementing or have implemented Agile Source: November 2011 Global Agile Software Application Development Online Survey Scrum.org. All Rights Reserved. 11

12 How Many of You Use TDD, ATDD, or BDD? Professional practice required for Agility Number that use TDD, ATDD, or BDD in their organization or team Use TDD, ATDD, or BDD in their 2% organization or team Use a source code management system 82% Believe that self organization works 1% Surveyed at Eclipsecon 2013, ALM Summit 2011, and a recent Forrester survey Scrum.org. All Rights Reserved. 12

13 Two Approaches To Become Agile Somewhat important, contributing to our success 48% Become Agile Extremely important, key differentiator 40% Buy & Install It Earn It RUP SAFe Path to Agility Scrum.org. All Rights Reserved. 13

19 How Do You Measure Your Agility? 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! $ Scrum.org. All Rights Reserved. 19

21 Agility Index Summarizes Progress towards Agility Calculation of weighted metrics Range from no Agility to complete Agility Accelerates across time Agility Index Agility Index Scrum.org. All Rights Reserved. 21

23 Domains of Accountability Domain Productivity Value Quality Process Enterprise ROI Functions Software and product development Product management, release management, PMO, Product Owners Infrastructure, architecture, tools, standards, conventions, QA Scrum Masters Above plus rest of organization Scrum.org. All Rights Reserved. 23

Adapting Practices Should Improve Domain Performance Enterprise Scrum Value Employee satisfaction Customer satisfaction Frequency of releases (months) 9 8 7 6 5 4 3 2 1 0 stabilization time for

24 Adapting Practices Should Improve Domain Performance Enterprise Scrum Value Employee satisfaction Customer satisfaction Frequency of releases (months) stabilization time for releases (months) Number of customers Quality Productivity Maintenance as % of product development budget Number of customers on current release or Time to get a small change to a customer Review 1 Review 2 Review 3 Scrum.org. All Rights Reserved. 24

25 Practice Trends Should Be Transparent Produc vity Clean Code 100% Test Driven Development Tes ng 80% 60% 40% 20% 0% Con nuous Integra on Defini on of Done Requirements Emergent Architecture People Prac ces Scrum.org. All Rights Reserved. 25

Metrics Trends Should Be Transparent Employee satisfaction Customer satisfaction Frequency of releases (months) 9 8 7 6 5 4 3 2 1 0 stabilization time for releases (months) Number of customers

27 Metrics Trends Should Be Transparent Employee satisfaction Customer satisfaction Frequency of releases (months) stabilization time for releases (months) Number of customers Maintenance as % of product development budget Number of customers on current release or one release back Time to get a small change to a customer Review 1 Review 2 Review 3 Scrum.org. All Rights Reserved. 27

SAP re-evaluated their way of bringing products to market every time the Return Per Employee took a dip SAP Financial Figures 1988 2011 The Return Per Employee increases again after moving to

28 SAP re-evaluated their way of bringing products to market every time the Return Per Employee took a dip SAP Financial Figures The Return Per Employee increases again after moving to Scrum as development standard Blue Line: Number of employees Green Line: Return Per Employee Scrum.org. All Rights Reserved. Source: 28

31 Action without knowledge is useless -- Aku Abar Index Product 14 Call waiting... and waiting... and waiting 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 rebooting in sequence. 3 Mariner 1's five minute flight On July 22, 1962, the first spacecraft of NASA's Mariner program blasted off on a mission to fly by Venus. The booster did its job, taking the spacecraft from its Cape Canaveral launchpad, but after 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 spacecraft guidance system, built by the MIT Instrumentation Lab. In 1969, this software 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 function on the tiny 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 time to reboot in case of system failure when the craft made re entry. It's just as well Windows wasn't available for the job. Scrum.org. All Rights Reserved. 31

32 Agility Assessment Measurement Value Annual Net Change Comments Agility Index Significant increase Signature Possible manipulation of Agility Index Security Index 72 8 Two major breaches, three potential risks Industry Comparator Average for industry Entry Level Assessments Adequate for use of product Intermediate Level Assessments Professional Level Assessments 70 2 Adequate for use of product 62 8 Inadequate mentoring and risky future Scrum.org. All Rights Reserved. 32

35 Is Software Development a Profession? Category Junior programmer Senior programmer Chief system architect Category Junior programmer Senior programmer Chief system architect Exam and requirements none none none Required Mentoring none none none Scrum.org. All Rights Reserved. 35

Path to Agility. Continuous Improvement. Competitive Advantage. Ken Schwaber, Scrum.org. All Rights Reserved. 1

Path to Agility. Continuous Improvement. Competitive Advantage. Ken Schwaber, Scrum.org. All Rights Reserved. 1 Path to Agility Continuous Improvement. Competitive Advantage. Ken Schwaber, 2013 Scrum.org. All Rights Reserved. 1 Agenda Agility is important Scrum has improved software development Many managers don