Are we agile yet?

Are we

agile yet?

1.03.14 (ABE)

cbnd

continuous improvement. continuous advantage.

Tomek Włodarek

how long have you done agile for?

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

more than 5 years

more than 3 years

more than a year

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

Bastardo! You can’t do agile! Agile is not a verb or a noun. Admit you’ve been doing waterfall all along!

” “

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

how long have you been agile for?

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

more than 5 years

more than 3 years

more than a year

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

how do you know that?

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

how do you know how agile are you?

agility /əˈdʒɪl ɪ ti/

1. state or quality of being agile 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

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

Pursuing agility companies usually start by investing in their IT departments. Scrum - value-based discovery and decision-making framework - is often selected for complex product development.

stam·pede /stʌmˈpiːd/

1. Sudden frenzied rush of (panic–stricken) animals.

2. To flee in a headlong rush.

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

scrum·pede /skrʌmˈpiːd/

1. Sudden frenzied rush of (panic–stricken) companies to do Scrum because others are doing it.

2. To flee in a headlong rush back to prescriptive ways of doing things because Scrum is hard work.

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

Organizations are adopting Agile through a combination of bottom-up adoption and top-down change. But the reality of Agile adoption has diverged from the original ideas described in the Agile Manifesto, with many adoptions resembling what Forrester labels water-Scrum-fall. This model is not necessarily bad, but if application development professionals do not carefully consider and make the right decisions about where the lines fall between water-Scrum and Scrum-fall, they are unlikely to realize Agile’s benefits.

Water-Scrum-Fall Is The Reality Of Agile For Most Organizations Today, Forrester, 7/2011 ”

“

however agility is not confined to the IT department. Executives must look at the entire enterprise to evaluate how practices across all domains support or hamper organizational agility. this is a complex problem.

I’m ok with iterative-incremental until we specify everything up front and test it all at the end.

By upper management’s decision Sprint Reviews must not be longer than 30 minutes.

”“

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prisoner of beliefs

We saw that everything was falling down and we fixed it.

–Cecilia Gimenez http://www.bbc.co.uk/news/world-europe-19349921 ”

“

Ecce Homo (XIX century), Borja, Spain Ecce Mono (XXI century), Borja, Spain

Without knowledge, action is useless and knowledge without action is futile.

–Abu Bakr Advisor, friend and father-in-law of the Islamic prophet Muhammad (573–634) ”

“

I wish I could turn back clock. –Cecilia Gimenez

(amateur art restorer) http://www.telegraph.co.uk/news/worldnews/europe/spain/9765947/I-wish-I-could-turn-back-clock-says-

monkey-mural-artist.html

”“

Scrum provides continuous change framework required to Transform the Enterprise. scrum change teams use an ordered practice backlog to introduce change to practices. results are evaluated and agility is earned through the adaptation process.

Productivity domain = how fast you produce stuff and what the costs are? Time to get a small change to a customer delivery times distribution Frequency of releases # of production ready features per sprint acceleration index focus factor (V/C) Cost per PBI cost per sprint …

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do teams know these metrics? what’s

within their control to optimize them?

quality domain = how good your stuff is? # of Defects per PBI Ratio of development budget to revenue # of defects found to solved Maintenance as % of product development budget Stabilization time per release ratio of development to stabilization time technical debt crappiness/toxicity/maintanability*

…

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do teams know these metrics? what’s

within their control to optimize them? *http://googletesting.blogspot.com/2011/02/this-code-is-crap.html

*http://erik.doernenburg.com/2008/11/how-toxic-is-your-code *http://blogs.msdn.com/b/zainnab/archive/2011/05/26/code-metrics-maintainability-index.aspx

value domain = how valuable your stuff is? customer satisfaction customer retention revenue per story point (or per sprint) development budget to revenue % of product used by <20% of users % of product used <20% of time feature usage/cost of development # or % of functionalities removed last release # of users % of users on current release time to recoup 100k investment …

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do teams know these metrics? what’s

within their control to optimize them?

enterprise domain = everything else that matters investment in agility per person (hopefully it wasn’t spent just to make things “feel better” or “feel right”) Employee satisfaction*

Employee retention/trunover recruitment rate/selection ratio revenue per employee …

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

do teams know these metrics? what’s

within their control to optimize them?

*http://www.businessspectator.com.au/article/2012/3/26/technology/atlassian-happiness-meter

value

productivity quality

happiness

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

are we

agile yet?

what now!?

value

productivity quality

happiness

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

are we

agile yet?

what now!?

a blend of value and performance metrics – an Agility Index – indicates progress towards competitive advantage and sustained business success.

suddenly everyone else is making money. complexity at its best. who would have guessed?

[…] hordes of people – 35,000 from August to December – coming to the town just to see the painting […] the church began levying a 4 euro entrance fee on visitors, earning 2,000 euros in the first four days.

[…] merchandise flying off the shelves […]

[...] budget airline Ryanair offering cheap deals to nearby Zaragoza airport encouraging “pilgrims” to visit the work [...]

Lawyers acting for Mrs Gimenez now insist she should be entitled to a cut of the profits, which she wants to go towards a charity of her choice.

http://www.telegraph.co.uk/news/worldnews/europe/spain/9555526/Elderly-woman-who-botched-religious-fresco-demands-royalties.html http://news.yahoo.com/disfigured-spanish-fresco-hit-artist-town-151848237.html

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”

“

agility is a complex problem

§  complexity turns best practices to good practices,

to a bunch of practices, to a bunch of hunches

§  in complex world best practices get noticed only in retrospection (→illusion of validity)

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

Developing these experimentation systems is the responsibility of senior management; they have to

be put in by the leadership. –Scott D. Cook

Co–founder of Intuit. #297 on Forbes's The 400 Richest Americans http://www.inc.com/magazine/20040401/25cook.html

scientific experimentation

”“

© 2013 Tomasz Włodarek. This work is licensed under a Creative Commons Attribution–NonCommercial–NoDerivs 3.0 Unported License (by-nc-nd).

thank you!

Agility Path. http://www.scrum.org/agility-path Software in 30 Days. Ken Schwaber, Jeff Sutherland, 2012

The Business Value of Agile Software Methods: Maximizing ROI with Just-In-Time Processes and Documentation. D.Rico, H.Sayani, S.Sone, 2010

Strategic Management and Organisational Dynamics: The challenge of complexity to ways of thinking about organisations. Ralph. D. Stacey, 2011

Accelerate! How the most innovative companies capitalize on today's rapid-fire strategic challenges and still make their numbers. John P. Kotter, HBR 2012

Thinking, Fast and Slow. Daniel Kahneman, 2011

The Black Swan: The Impact of the Highly Improbable. Nassim N. Taleb, 2010

A Leader’s Framework for Decision Making. David J. Snowden and Mary E. Boone, HBR 2007

tomek@scrumvival.com http://www.linkedin.com/in/wlodarek

http://www.scrum.org http://www.scrumvival.com