2017 MN Government IT Symposium Survey Results

Transcription

1 2017 MN Government IT Symposium Survey Results

2 Q1: What is your organization's level of agile maturity? High level of competency with agile practices across the organization 0% Using agile techniques, but still maturing 27% Experimenting with agile in pockets 42% Considering an agile initiative 19% No agile initiative at all 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 2

3 Q2: Which of the following benefits has your organization realized from its agile practice? Enhance ability to manage changing priorities Improve business / IT alignment 3 3 Not using agile practices Reduce project risk 31% 31% Improve team morale 27% Enhance software quality Using agile, but haven't seen any benefit 19% 19% Accelerate product delivery 15% Increase productivity Better manage distributed teams Increase software maintainability Improve engineering discipline Improve project visibility Enhance delivery predictability More accurate deliverables Reduce project cost 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 3

4 Q3: Which of the following techniques, tools or methods does your organization utilize? Daily stand-up Demos / iteration reviews Team-based estimation Scrum Integrated teams (dev, test) Iteration planning Retrospectives Release planning Dedicated product owner(s) Task or story boards Dedicated scrum master(s) Kanban Short, consistent iterations (<3 weeks) Frequent releases Release burn-up or burndown chart SAFe Cycle time measurement WIP limits Iteration burndown chart LeSS 0% 13% 17% 21% 21% 25% 33% 3 42% 42% 42% 46% 50% 50% 50% 0% 10% 20% 30% 40% 50% 60% 4

5 Q4: What percentage of the people in your organization have had some form of agile training? Nearly everyone More than half More than a few, but less than half 2 Only a few (scrum master, product owner) 2 No one 2 0% 5% 10% 15% 20% 25% 30% 5

6 Q5: How effective has agile training been in helping your organization succeed? Extremely effective Somewhat effective 35% Somewhat ineffective Not at all effective We haven't used agile training 42% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 6

7 Q6: Do you know your team's current velocity? Yes No 92% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 7

8 Q7: Can you translate velocity into past team spend and estimated future spend? Yes Yes, we could, but we don't use this information No 83% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 8

9 Q8: How do you measure success on projects or product initiatives? Customer satisfaction 52% On-time / on-budget 4 We don't measure success 40% Project / product retrospective 20% Don't know Return on Investment (ROI) Production defect count Story points completed 0% 0% 0% 0% 10% 20% 30% 40% 50% 60% 9

10 Q9: What problems/impediments are keeping you from greater success with agile in state government? What frustrations do you have? What would make things better / cheaper / faster? Compe'ng priori'es between departments or stakeholders. Lack of resources. It's frustra'ng that there isn't a common goal in the organiza'on. We need a way to get started. How do we begin so we can gain the benefits? Team collabora'on. We don't use agile or any methodology as far as I can tell. Using something would probably be beeer than nothing. Management doesn't really understand Agile. Keep forcing PMs to prepare detail schedule baselines and do waterfall-style change management. People's reluctance to change, our business partners' general lack of knowledge about IT processes, and misunderstandings. Also, some managerial resistance. Agile isn't right for EVERYTHING but people try to use it for EVERYTHING distrac'ons - some team members also working on other projects, also responsible for produc'on app support Understanding the best way to contract for agile methodology Iner'a The man barrier to our success is senior leadership that doesn't believe in agile prac'ces, despite praising the success we've had. We oten joke about "don't say the a-word" but unfortunately it's a reality for us. Our product benefits from having an almost dedicated team; the development team is all under the same supervisor and includes programmers, business analysis skills, project management, and scrum master. If we didn't have that supervisory support, the upper levels of management wouldn't allow us to do what we are doing. Methodology is driven by IT, whose focus is sotware development, not prac'cal business value. Prac'cal business value includes sotware training, knowledge transfer, and communica'ons. 10

11 Questions / Comments? Thank you for attending! Please let me know if you have any questions or comments. Mark Strange mark@lucidlift.com