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Alan de Ste Croix [email protected]
XP Scrum Kanban User Stories Story Maps TDD / BDD Adapt 2.0 DAD (Disciplined Agile Delivery) SaFe Enterprise Scrum Agile Project Management ………….
*Respondents were able to make multiple selections.
*Respondents were able to make multiple selections.
STATE OF AGILE
Agile Success and Metrics
VERSIONONE.COM©2015 VersionOne, Inc. All rights reserved.State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
10
WHAT CAUSES AGILE PROJECTS TO FAIL?WHAT IMPEDES AGILE ADOPTION?
9th
ANNUAL
STATE OFAGILE™
SURVEY
6%Not applicable/
Don’t know 38%Lack of
management support
33%Unwillingness of team to follow
agile
30%Insufficient
training
33%A broader
organizational or communications
problem
36%Lack of support
for cultural transition
37%External pressure
to follow traditional waterfall processes
42%Company philosophy or culture at odds
with core agile values
44%Lack of
experience with agile methods
LEADING CAUSES OF FAILED AGILE PROJECTSIn cases where agile projects were unsuccessful, most respondents pointed to lack of experience with agile methods (44%). Of note, two of the top five causes of failure were related to company culture – company philosophy or culture at odds with core agile values at 42% and lack of support for cultural transition at 36%.
BARRIERS TO FURTHER AGILE ADOPTIONAt the agile initiative level, respondents cited organizational culture or a general resistance to change as their biggest barriers to further agile adoption, followed by not having the right skill set.
44%Ability to change
organizational culture
35%Not enough
personnel with the necessary
agile experience
34%General
organizational resistance to
change
32%Pre-existing
rigid/waterfall framework
29%Management
support
24%Management
concerns about lack of upfront
planning
23%Business/user/
customer availability
22%Concerns
about a loss of management
control
16%No barriers
15%Confidence in methods for scaling agile
14%Concerns about the
ability to scale agile
13%Development team support
12%Perceived time
and cost to make the transition
1 1%Regulatory compliance
Leading causes of failed agile projects *Respondents were able to make multiple selections.
*Respondents were able to make multiple selections.
STATE OF AGILE
Agile Success and Metrics
VERSIONONE.COM©2015 VersionOne, Inc. All rights reserved.State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
10
WHAT CAUSES AGILE PROJECTS TO FAIL?WHAT IMPEDES AGILE ADOPTION?
9th
ANNUAL
STATE OFAGILE™
SURVEY
6%Not applicable/
Don’t know 38%Lack of
management support
33%Unwillingness of team to follow
agile
30%Insufficient
training
33%A broader
organizational or communications
problem
36%Lack of support
for cultural transition
37%External pressure
to follow traditional waterfall processes
42%Company philosophy or culture at odds
with core agile values
44%Lack of
experience with agile methods
LEADING CAUSES OF FAILED AGILE PROJECTSIn cases where agile projects were unsuccessful, most respondents pointed to lack of experience with agile methods (44%). Of note, two of the top five causes of failure were related to company culture – company philosophy or culture at odds with core agile values at 42% and lack of support for cultural transition at 36%.
BARRIERS TO FURTHER AGILE ADOPTIONAt the agile initiative level, respondents cited organizational culture or a general resistance to change as their biggest barriers to further agile adoption, followed by not having the right skill set.
44%Ability to change
organizational culture
35%Not enough
personnel with the necessary
agile experience
34%General
organizational resistance to
change
32%Pre-existing
rigid/waterfall framework
29%Management
support
24%Management
concerns about lack of upfront
planning
23%Business/user/
customer availability
22%Concerns
about a loss of management
control
16%No barriers
15%Confidence in methods for scaling agile
14%Concerns about the
ability to scale agile
13%Development team support
12%Perceived time
and cost to make the transition
1 1%Regulatory compliance
Barriers to Further Agile Adoption
Scaled Agile Framework™ Big Picture
Scrum Process
1 – 4 weeks
24hrs
Product Backlog S P R I N T
Poten7ally Deployable Increment
Daily Scrum Done since yesterday?
Plan for today? Barriers?
Sprint Review Demo completed features
to all stakeholders
Sprint Planning Review Product Backlog Build Sprint Backlog
Commit to selected scope
Product Backlog Priori6sed features desired by customer
Sprint Retrospec7ve How did we do?
What can we improve?
Vision
Vision Aim of the project
With a business owner
Sprint Backlog
Product /Project Roadmap
Release Planning
“Everybody is a genius. But if you judge a fish by its capability to climb a tree, it will live its whole life believing it is stupid” Albert Einstein
I felt a great disturbance in the force. As if a million voices suddenly cried out in terror
where are the tests
Agile Should Give Us Feedback
Inputs Outputs System Time
Before After
Scaled Agile Framework™ Big Picture
Nega6ve Feedback is Needed!
Situa6on at the start
Explosion
Blocking
No Goals
t Posi6ve Feedback
Situa6on at the start
Goal
t Nega6ve Feedback
Situa6on at the start
Increment or Iterate
1 2 3 4 5
1 2 3 4 5
Velocity • Velocity – The speed of something in a given direc6on
Speed we do but the ‘given direc7on’ takes effort to achieve.
Babel
The Language of Agile
Scrum
SCRUM Mee6ng. Takes a long 6me Lots of hot air Goes nowhere!
Backlog
Sprint
What do you mean we’ve got to go
again!!
