Agility Path: Adapting to Change

Agility Path
Adapt to Change and Move
Ahmet Akdag, Co-Founder

Copyright 2007, ACM. All rights reserved
Tuesday, November 12, 2013

The Agile Manifesto
Individuals
and
interac/ons

over

processes
and
tools

Working
so4ware

comprehensive
documenta2on

over

Customer
collabora/on

over

Responding
to
change

over

contract
nego2a2on
following
a
plan

That’s,
while
there
is
a
value
in
the
items
on
the
right,
we
value
the
items
on
the
le9
more
agilemanifesto.org


is Adaptiveness
so important?


Adaptiveness is in Nature


Agility
Flexibility, capacity
and the capability of
rapidly and
efﬁciently “adapting”
to “change”.
to be quick and nimble


ADAPTING

to


CHANGE

Everything endures but
“Change”
Heraclitus 535BC - 475BC


Faster than ever...


Products Average Life Time
Average Life Cycle of Products

Years

20

7
?
1984

2004
Source: DeMarco, Lister


2013

Press
CEO Challenge Survey Results
2 Primary Challenges
20

04

519 CEOs

•Sustainable Growth
•Adaptation to Changing
Demand


Press
20

09


•

Volatility is a constant in the new
global economy

•

Companies ﬁnd them selves in a
Houdini-like twist in this dynamic
and highly competitive environment

•

Responding quickly and being
more ﬂexible has become extremely
important


Fact - Predictiveness
Winston Royce (Father of Waterfall), August 1970

“I believe in this concept but the
implementation above is risky and
invites failure.”


Fact
65% of Delivered Functionality is
Almost Never Used

35% of
Requirements
Change During
Development
Source: Advanced Development
Methods Inc.
1994-2013


What is Scrum
A tool used to create Agility
A framework within which people can
address complex problems, and
productively and creatively develop
products of the highest possible value.
Not an answer but an enabler


3 Legs of Scrum
Transparency

Empiricism

Inspection

Adaptation


Facts
Software Development is Rarely Complicated and
Usually Complex

Simple
Everything is known

Complicated
Empiricism

More is known than unknown

Complex
More is unknown than known

Chaotic
Very little is know


It is typical to adopt the defined (theoretical)
modeling approach when the underlying
mechanisms by which a process operates are
reasonably well understood. When the process
is too complicated for the defined approach,
the empirical approach is the appropriate
choice.”

Babtunde Ogunnaike, Harmon Ray
Process Dynamics, Modeling and
Control
Oxford University Press

Press
CEO Challenge Survey Results
2 Primary Challenges
20

10

•Managing Complexity
•Creativity for innovation

1451 CEOs, 60 Countries


Press
20

11

Scrum is a Major
Management Discovery


Agile has become the norm
and
it’s doing good!


Beneﬁts Obtained
20
09

David F. Rico
Surveys

Productivity
65%

Quality
67%

of the respondents
10% - 90% increase

of the respondents
10% - 90% increase

2003-2008
Over 5500 Agile Teams
Software/Product Development

Cost
49%
of the respondents
10% - 90% decrease 6


Agile is 3X more Successful


AgileTurkey.org statistics 2012

agileturkey.org

AgileTurkey.org statistics - 2013

agileturkey.org

Beneﬁts Look Decent
Further Adaptation with Agility?

agileturkey.org

Assertions
Scrum has been a foundation for organizational Agility
Organizations are desperate to be Agile
Agility can be gained by systematically managing the
progress!


Where are you on the Agility Path™?
Agile?
Becoming Agile?
Have no idea?
Do not even consider?


Who is Responsible for Agility?
Developers?
Managers?
Executives?
Consultants?
Trainers?
New Methodology?

My Boss Has Told Me
We Need To Be Agile!
I am a member of ….. group 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,
Head of PMO


Management is Measurement
Do you measure your
organization’s progress
towards Agility?


Is a framework within which people can manage the
complex organizational change required to increase
Agility.
A tool for continuous organizational improvement
Implementing John Kotter’s principles of Leading Change
Not a prescriptive methodology
Not a one-size-ﬁts-all
A framework for discovery
Not a silver bullet

With Agility Path Management can:
manage their investment in Agility and Scrum
increase the value of the investment iteratively and
incrementally
control the risk and disruption
customize the effort and the result to best ﬁt their needs
and culture


Fundamentals to Measure
How much money
has been invested in
agility per person?
<$1,000
<$10,000
<$100,000
>$100,000
You don’t know

What has been the
return on this
investment?
<0
>0
You don’t know


Has your
organization’s agility
changed?
Up
Down
Stayed the same
You don’t know

To gain Agility

Bottom up
from the
trenches


To gain Agility

Management inspects
progress towards
Agility and makes
improvements and
changes


What is Agility Path

Increase Agility with
Agility Path


Domain Measurements


Organizational&Foundational Metrics


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One more thing...


Thank you!


Agility Path: Adapting to Change

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