Swiss%Agile%Study%2012% - 9th Lean, Agile & Scrum ... · Swiss%Agile%Study%2012% Prof.%M.%Kropp,%FHNW% A.%Meier,%ZHAW% Lean%Agile%Scrum%Conference,%Zurich,%12.9.2012%

Swiss Agile Study 2012

Prof. M. Kropp, FHNW A. Meier, ZHAW

Lean Agile Scrum Conference, Zurich, 12.9.2012

Swiss Agile Study

A joint project of

In cooperaIon with

Funded by

Lean Agile Scrum Conference, Zurich, 12.09.2012 M. Kropp / A. Meier 2

Survey Setup Facts

•  2 Surveys: –  IT-‐Companies directly contacted

•  1469 contacted •  287 started (19.5%) •  140 finished (9.5%)

–  IT-‐Professionals anonymous •  493 on site •  408 started (83%) •  194 finished (39%)

•  Each survey divided into two main categories: – Agile/Non-‐Agile


Industry Sectors Item 8.2 Economic Branch of ParIcipaIng Companies


0 20 40 60 80

Chemistry / Life Sciences Building / ConstrucIon

Manufacturing EducaIon

Energy and Water Supply Retail

TransportaIon and Shipping Medical and Health Care

E-‐Commerce Tele-‐CommunicaIon

Other Public Service

Finance / Insurance So^ware Industry / Development

IT Services / IT ConsulIng

IT-‐Professionals

Companies

PosiIon in Company Item 9.3 What is your current posiIon in your company?


0 5 10 15 20 25 30 35 40 45 50

Product Manager

So^ware Developer

QA Tester

Designer / Architect

Senior So^ware Developer

Project Manager

CIO

Team Leader

Other

Development Manager

CTO

CEO

IT-‐Professionals

Companies

Agile vs. Non-‐Agile

Agile 57%

Non-‐Agile 43%

Company Survey


Agile 68%

Non-‐Agile 32%

IT-‐Professional Survey

Item 1.1: Is your company currently practicing agile software development?

Agile Methodologies Item 1.4: Which methodology does your company most closely follow?


0% 10% 20% 30% 40% 50% 60% 70%

Don’t know

Scrumban

Open Unified Process (Eclipse)

V-‐Model

Lean / Kanban

eXtreme Programming (XP)

HERMES

RUP (RaIonal Unified Process)

Other:

Scrum

IT-‐Professionals

Companies

Non-‐Agile Methodologies Item 1.4: Which methodology does your company most closely follow?


0% 5% 10% 15% 20% 25% 30%

Don’t know

Scrumban

eXtreme Programming (XP)

Lean / Kanban

Open Unified Process (Eclipse)

Scrum

RUP (RaIonal Unified Process)

Other:

HERMES

V-‐Model

Non-‐Agile IT-‐Professionals

Non-‐Agile Companies

SaIsfacIon

0%

6%

2%

21%

16%

31%

25%

32%

64%

52%

53%

40%

20%

10%

19%

7%

Agile Companies

Non-‐Agile Companies

Agile IT-‐Professionals

Non Agile IT-‐Professionals

UnsaIsfied Somewhat saIsfied SaIsfied Very saIsfied


Item 1.5 :How saIsfied are you with your current methodology?

Engineering PracIces Item 3.1: Which of the following engineering pracIces could be observed by someone visiIng your company in the next month?


0% 20% 40% 60% 80% 100%

Behavior Driven Development (BDD) Acceptance Test Driven Development (ATDD)

Automated acceptance tesIng ConInuous delivery

CollecIve code ownership Pair programming

Test Driven Development (TDD) Refactoring

ConInuous integraIon Automated builds Coding standards

Unit tesIng

Agile IT-‐Professionals Agile Companies

Managing PracIces Item 3.2 Which of the following management pracIces could be observed by someone visiIng your company in the next month?


0% 20% 40% 60% 80% 100%

Kanban Pull System/Limited WIP On-‐site customer

ConInuous delivery Open work area Story mapping

Burndown charts RetrospecIve

Taskboard Daily standup

IteraIon planning User stories

Release planning

Agile IT-‐Professionals Agile Companies

Agile Influence – Company View Item 5.7 How has agile so^ware development influenced the following aspects?


19% 9%

33% 45%

25% 25%

32% 17%

55% 25%

52% 42% 42%

29%

53% 45%

47% 35%

46% 39%

42% 58%

23% 42%

22% 42%

19% 51%

23% 44%

15% 16%

23% 28%

17% 22% 12%

24% 7% 9%

6% 13%

Time to market Ability to manage changing prioriIes

ProducIvity So^ware quality

Alignment between IT & business objecIves Project visibility

Risk management Development process

So^ware maintainability / extensibility capability Team morale

Development cost Engineering discipline

Management of distributed teams Requirements management

Much worse Worse Unchanged Improved Significantly improved Don't know

Agile Influence – Professionals View Item 5.7 How has agile so^ware development influenced the following aspects?


26% 7%

34% 22%

18% 25%

32% 17%

38% 16%

41% 31% 32%

21%

44% 50%

43% 53%

42% 41%

42% 52%

31% 53%

21% 46%

19% 49%

14% 39%

9% 14%

25% 21%

9% 21% 12% 23%

2% 4%

5% 12%

Time to market Ability to manage changing prioriIes

ProducIvity So^ware quality

Alignment between IT & business objecIves Project visibility

Risk management Development process

So^ware maintainability / extensibility capability Team morale

Development cost Engineering discipline

Management of distributed teams Requirements management

Much worse Worse Unchanged

Improved Significantly improved Don't know

The Complete Survey The complete study covers also •  Concerns

–  when introducing agile methodologies –  about agile methodologies in non-‐agile companies

•  Experience in agile development •  Detailed figures about individual agile pracIces •  Reasons for adopIng agile •  Barriers / difficulIes when / for adopIng agile •  Most important pracIces for successful agile projects and more …


Summary

•  Agile companies are more sa6sfied with their methodology than non-‐agile companies.

•  Both agile and non-‐agile companies are more sa6sfied with

their methodologies than their employees.

•  A quarter of all non-‐agile companies specified that they don’t know which methodology they follow.


Contact

•  MarIn Kropp InsItut für Mobile und Verteilte Systeme Fachhochschule Nordwestschweiz [email protected]

•  Andreas Meier InsItut für angewandte InformaIonstechnologie Zürcher Hochschule für Angewandte Wissenscha^en [email protected]


Documents

Swiss%Agile%Study%2012% - 9th Lean, Agile & Scrum ... · Swiss%Agile%Study%2012% Prof.%M.%Kropp,%FHNW% A.%Meier,%ZHAW% Lean%Agile%Scrum%Conference,%Zurich,%12.9.2012%