value driven agile adoption
DESCRIPTION
Ahmed Sidky\'s Value Driven Agile Adoption presentation at Agile Mumbai 2008 confTRANSCRIPT
Value-Driven Agile Adoption
Ahmed Sidky, Ph.D. Certified Scrum Master
Director of Business Technology, X2A Consulting
A Quick Introduction
• Originally a Developer
• Earned a Ph.D. in Agile
• Agile Coach and Trainer
• Conferences
– XP
– Agile
– ABC
– Agile Egypt, India
EXPECTATIONS ???
Expectation-Driven Tutorial (EDT)
“Exceeding expectations for both the project delivery timeline and scope”- Small Business Executive
10-30% cost reduction
“Lean Agile has really fostered a team spirit! Everyone has been willing to
pitch in and get the project done unlike most projects where everyone seems to
wait for work to be 'passed over the wall” - Business Services Tech Delivery Team Member
Industry Results*
Customer
Satisfaction
Cost
Team Morale
* Source: IBM Expert interviews, ThoughtWorks experts interview, Forrester, Literature research
Defects 20-65% reduction in number of defects
25-50% reduction in Time To MarketSpeed
Why adopt Agile
The Challenge
How to adopt agile practices
• What does it mean to be agile?
• How do we know we are ready?
• What is the first step?
• Which practices or methods should we adopt?
• Do we need an agile coach ?
Exercise
Agile Adoption Simulation
Get into groups
Please get into groups of 6-7 members
Divide each group into 2 Teams
Team representing the
agile coachesTeam representing the
company adopting agile
For the next 15 minutes
Coaches
Company
Get familiar with the set of
cards representing 40 different
agile practices.
Ignore the different colors on the cards
Create an imaginary or real company that will
adopt agile. Use the template handed out – it
contains 8 aspects of a company that should
be discussed by the group to get familiar with
your new imaginary company.
For the next 30 minutes
Coaches
You are hired by the company team to
identify the set of agile practices they
need to adopt because they want to be
“agile”. You can hand the company as
many cards as you wish and as
frequent as you see appropriate.
As the hiring company, you have the
right to accept or reject any practice
suggested by the coaching team. Company
Please Remember
Coaches
Do not justify to the company team
why you picked a certain practice
After the coaching team hands you a
practice, do not discuss it with them,
just accept it or reject itCompany
Results
• How many practices did the successfully adopt?
• `
• How many practices did you reject?
• Overall Satisfaction?Group representing the
company adopting agile
As a team …
Write three things you learned
about adopting agile.
Write three hardships you have
identified about adopting agile.
SIDKY AGILE MEASUREMENT INDEX
Changing the way we think about agile adoption
Understanding Agile Software Development
Agile Practices
Agile Principles
Agile Values
The need to respond to constant change
The fundamental reason
for a “new” paradigm
Defines the set of most
important beliefs of what
is truly important
Defines a set of ways
to meet the values
Defines in detail how this is
implemented in practice
A Value-based roadmap to agility
Sidky’s Agile Measurement Index (SAMI)
Level 5
Encompassing
Establishing a vibrant and all-encompassing environment to sustain agility
Level 4
Adaptive
Responding to change through multiple levels of feedback
Level 3:
Integrated
Developing high quality, working software in an efficient and integrated manner
Level 2:
Evolutionary
Deliver software early and continuously
Level 1:
Collaborative
Enhancing communication and collaboration
Level 5
Encompassing
Establishing a vibrant and all-encompassing environment to sustain agility
Level 4
Adaptive
Responding to change through multiple levels of feedback
Level 3:
Integrated
Developing high quality, working software in an efficient and integrated manner
Level 2:
Evolutionary
Deliver software early and continuously
Level 1:
Collaborative
Enhancing communication and collaboration
What practices will help enhance
communication and collaboration
for this team in this company.
Understanding Agile Software Development
Agile Practices
Agile Principles
Agile Values
The need to respond to constant change
The fundamental reason
for a “new” paradigm
Defines the set of most
important beliefs of what
is truly important
Defines a set of ways
to meet the values
Defines in detail how this is
implemented in practice
Agile Principles
Agile
Levels
Agile Principles
5
4
3
2
1
A B C ED
Empty Agile Levels
with Agile Principles
A. Embrace change to deliver customer value
B. Plan and deliver software frequently
C. Human centric
D. Technical excellence
E. Collaboration with Business People
Principles of an
agile process :
Embrace Change
to Deliver
Customer Value
Plan and Deliver
Software FrequentlyHuman Centric Technical Excellence
Collaboration with
Business People
Level 5
Encompassing
Establishing a vibrant and all-encompassing environment to sustain agility
Level 4
Adaptive
Responding to change through multiple levels of feedback
Level 3:
Integrated
Developing high quality, working software in an efficient and integrated manner
Level 2:
Evolutionary
Deliver software early and continuously
Level 1:
Collaborative
Enhancing communication and collaboration
Principles of an
agile process :
Embrace Change
to Deliver
Customer Value
Plan and Deliver
Software FrequentlyHuman Centric Technical Excellence
Collaboration with
Business People
Level 5
Encompassing
Establishing a vibrant and all-encompassing environment to sustain agility
Level 4
Adaptive
Responding to change through multiple levels of feedback
Level 3:
Integrated
Developing high quality, working software in an efficient and integrated manner
Level 2:
Evolutionary
Deliver software early and continuously
Level 1:
Collaborative
Enhancing communication and collaboration
What practices will help enhance
communication and collaboration
for this team in this company
from a planning perspective.
Understanding Agile Software Development
Agile Practices
Agile Principles
Agile Values
The need to respond to constant change
The fundamental reason
for a “new” paradigm
Defines the set of most
important beliefs of what
is truly important
Defines a set of ways
to meet the values
Defines in detail how this is
implemented in practice
Embrace Change
to Deliver
Customer Value
Plan and Deliver
Software FrequentlyHuman Centric Technical Excellence
Collaboration with
Business People
Level 5
Encompassing
Low Process
Ceremony Agile Project Estimation Ideal Agile Physical
Setup
Test Driven Development
Paired Programming
No/minimal number of
Cockburn Level -1 or 1b
people on team
Frequent Face-to-face
interaction between
developers & Users
(Collocated)
Level 4
Adaptive
Client Driven
Iterations
Customer
Satisfaction
Feedback
Smaller and More
Frequent Releases
(4-8 Weeks)
Adaptive Planning
Daily Progress Tracking
Meetings
Agile Documentation (from
Agile Modeling)
User Stories
Collaborative,
Representative, Authorized,
Committed and
Knowledgeable
(CRACK) Customer
Immediately Accessible
Customer contract revolves
around commitment of
collaboration, not features
Level 3:
Integrated
Risk Driven Iterations
Maintain a list of all
remaining features
(Backlog)
Self Organizing
Teams
Frequent face-to-face
communication
between
the team
Continuous Integration
Continuous Improvement
(i.e. Refactoring)
Have around 30% of
Cockburn Level 2 and
Level 3 people on team
Automated Unit Tests
Level 2:
Evolutionary Evolutionary
Requirements
Continuous Delivery
(Incremental-Iterative
development)
Planning at different
levels
Software Configuration
Management
Tracking Iteration through
Working Software
No Big Design Up Front
(BDUF)
Customer Contract
reflective of Evolutionary
Development
Level 1:
Collaborative
Reflect and tune
ProcessCollaborative Planning
Collaborative teams
Empowered and
Motivated Teams
Coding Standards
Knowledge Sharing Tools
(Wikis, Blogs)
Task Volunteering not
Task Assignment
Customer Commitment to
work with Developing Team
CREATING A ROADMAP TO AGILITY
Using the Sidky Agile Measurement Index (SAMI)
Principles of an
agile process :
Embrace Change
to Deliver
Customer Value
Plan and Deliver
Software FrequentlyHuman Centric Technical Excellence
Collaboration with
Business People
Level 5
Encompassing
Establishing a vibrant and all-encompassing environment to sustain agility
Level 4
Adaptive
Responding to change through multiple levels of feedback
Level 3:
Integrated
Developing high quality, working software in an efficient and integrated manner
Level 2:
Evolutionary
Deliver software early and continuously
Level 1:
Collaborative
Enhancing communication and collaboration
THE AGILE ADOPTION FRAMEWORK
The whole picture
The Agile Adoption Framework
• To guide and assist organizations adopting agile practices
• Sidky Agile Measurement Index (SAMI)– Organize the Practices
based on value
• 4 Stage Process– Steps to guide the process
with a focus on potential andreadiness
The Agile Adoption Framework4-Stage Process
Stage 1Discontinuing Factors
Stage 2Project Level Assessment
Stage 4Reconciliation
Stage 3Organizational Assessment
The Agile Adoption Framework4-Stage Process
Stage 1Discontinuing Factors
Stage 2Project Level Assessment
Stage 4Reconciliation
Stage 3Organizational Assessment
Embrace Change
to Deliver
Customer Value
Plan and Deliver
Software FrequentlyHuman Centric Technical Excellence
Collaboration with
Business People
Level 5
Encompassing
Low Process
Ceremony Agile Project Estimation Ideal Agile Physical
Setup
Test Driven Development
Paired Programming
No/minimal number of
Cockburn Level -1 or 1b
people on team
Frequent Face-to-face
interaction between
developers & Users
(Collocated)
Level 4
Adaptive
Client Driven
Iterations
Customer
Satisfaction
Feedback
Smaller and More
Frequent Releases
(4-8 Weeks)
Adaptive Planning
Daily Progress Tracking
Meetings
Agile Documentation (from
Agile Modeling)
User Stories
Collaborative,
Representative, Authorized,
Committed and
Knowledgeable
(CRACK) Customer
Immediately Accessible
Customer contract revolves
around commitment of
collaboration, not features
Level 3:
Integrated
Risk Driven Iterations
Maintain a list of all
remaining features
(Backlog)
Self Organizing
Teams
Frequent face-to-face
communication
between
the team
Continuous Integration
Continuous Improvement
(i.e. Refactoring)
Have around 30% of
Cockburn Level 2 and
Level 3 people on team
Automated Unit Tests
Level 2:
Evolutionary Evolutionary
Requirements
Continuous Delivery
(Incremental-Iterative
development)
Planning at different
levels
Software Configuration
Management
Tracking Iteration through
Working Software
No Big Design Up Front
(BDUF)
Customer Contract
reflective of Evolutionary
Development
Level 1:
Collaborative
Reflect and tune
ProcessCollaborative Planning
Collaborative teams
Empowered and
Motivated Teams
Coding Standards
Knowledge Sharing Tools
(Wikis, Blogs)
Task Volunteering not
Task Assignment
Customer Commitment to
work with Developing Team
Embrace Change
to Deliver
Customer Value
Plan and Deliver
Software FrequentlyHuman Centric Technical Excellence
Collaboration with
Business People
Level 5
Encompassing
Low Process
Ceremony Agile Project Estimation Ideal Agile Physical
Setup
Test Driven Development
Paired Programming
No/minimal number of
Cockburn Level -1 or 1b
people on team
Frequent Face-to-face
interaction between
developers & Users
(Collocated)
Level 4
Adaptive
Client Driven
Iterations
Customer
Satisfaction
Feedback
Smaller and More
Frequent Releases
(4-8 Weeks)
Adaptive Planning
Daily Progress Tracking
Meetings
Agile Documentation (from
Agile Modeling)
User Stories
Collaborative,
Representative, Authorized,
Committed and
Knowledgeable
(CRACK) Customer
Immediately Accessible
Customer contract revolves
around commitment of
collaboration, not features
Level 3:
Integrated
Risk Driven Iterations
Maintain a list of all
remaining features
(Backlog)
Self Organizing
Teams
Frequent face-to-face
communication
between
the team
Continuous Integration
Continuous Improvement
(i.e. Refactoring)
Have around 30% of
Cockburn Level 2 and
Level 3 people on team
Automated Unit Tests
Level 2:
Evolutionary Evolutionary
Requirements
Continuous Delivery
(Incremental-Iterative
development)
Planning at different
levels
Software Configuration
Management
Tracking Iteration through
Working Software
No Big Design Up Front
(BDUF)
Customer Contract
reflective of Evolutionary
Development
Level 1:
Collaborative
Reflect and tune
ProcessCollaborative Planning
Collaborative teams
Empowered and
Motivated Teams
Coding Standards
Knowledge Sharing Tools
(Wikis, Blogs)
Task Volunteering not
Task Assignment
Customer Commitment to
work with Developing Team
Organizational Characteristic Assessment Table for Collaborative Planning
Characteristic to be assessed
To determine:Assessment
MethodIndicators
Management Style
Whether or not a collaborative or a command-control relation exists between managers and subordinates.
The management style is an indication of whether or not management trusts the developers and vice-versa.
Interviewing D1, D2, D3,
Manager Buy-In
Whether or not management is supportive of or resistive to having a collaborative environment
Interviewing ……
…… …… …… ……
Indicator Sheet
ID StatementsNominal Values
V W X Y Z
D1 Your manager does not micro-manage you or your work.Strongly Disagree
Tend to DisagreeNeither Agree nor Disagree
Tend to Agree Strongly Agree
D2Your manager encourages you to be creative and does not
dictate to you what to do exactly.Strongly Disagree
Tend to DisagreeNeither Agree nor Disagree
Tend to Agree Strongly Agree
D3Your manager gives you the authority to make decisions
without referring back to him/her.Strongly Disagree
Tend to DisagreeNeither Agree nor Disagree
Tend to Agree Strongly Agree
…… …… …… …… …… …… ……
Collaborative Planning
Embrace Change
to Deliver
Customer Value
Plan and Deliver
Software FrequentlyHuman Centric Technical Excellence
Collaboration with
Business People
Level 5
Encompassing
Low Process
Ceremony Agile Project Estimation Ideal Agile Physical
Setup
Test Driven Development
Paired Programming
No/minimal number of
Cockburn Level -1 or 1b
people on team
Frequent Face-to-face
interaction between
developers & Users
(Collocated)
Level 4
Adaptive
Client Driven
Iterations
Customer
Satisfaction
Feedback
Smaller and More
Frequent Releases
(4-8 Weeks)
Adaptive Planning
Daily Progress Tracking
Meetings
Agile Documentation (from
Agile Modeling)
User Stories
Collaborative,
Representative, Authorized,
Committed and
Knowledgeable
(CRACK) Customer
Immediately Accessible
Customer contract revolves
around commitment of
collaboration, not features
Level 3:
Integrated
Risk Driven Iterations
Maintain a list of all
remaining features
(Backlog)
Self Organizing
Teams
Frequent face-to-face
communication
between
the team
Continuous Integration
Continuous Improvement
(i.e. Refactoring)
Have around 30% of
Cockburn Level 2 and
Level 3 people on team
Automated Unit Tests
Level 2:
Evolutionary Evolutionary
Requirements
Continuous Delivery
(Incremental-Iterative
development)
Planning at different
levels
Software Configuration
Management
Tracking Iteration through
Working Software
No Big Design Up Front
(BDUF)
Customer Contract
reflective of Evolutionary
Development
Level 1:
Collaborative
Reflect and tune
ProcessCollaborative Planning
Collaborative teams
Empowered and
Motivated Teams
Coding Standards
Knowledge Sharing Tools
(Wikis, Blogs)
Task Volunteering not
Task Assignment
Customer Commitment to
work with Developing Team
Identify practices whose adoption
depend on characteristics that
can not be changed.
Embrace Change
to Deliver
Customer Value
Plan and Deliver
Software FrequentlyHuman Centric Technical Excellence
Collaboration with
Business People
Level 5
Encompassing
Low Process
Ceremony Agile Project Estimation Ideal Agile Physical
Setup
Test Driven Development
Paired Programming
No/minimal number of
Cockburn Level -1 or 1b
people on team
Frequent Face-to-face
interaction between
developers & Users
(Collocated)
Level 4
Adaptive
Client Driven
Iterations
Customer
Satisfaction
Feedback
Smaller and More
Frequent Releases
(4-8 Weeks)
Adaptive Planning
Daily Progress Tracking
Meetings
Agile Documentation (from
Agile Modeling)
User Stories
Collaborative,
Representative, Authorized,
Committed and
Knowledgeable
(CRACK) Customer
Immediately Accessible
Customer contract revolves
around commitment of
collaboration, not features
Level 3:
Integrated
Risk Driven Iterations
Maintain a list of all
remaining features
(Backlog)
Self Organizing
Teams
Frequent face-to-face
communication
between
the team
Continuous Integration
Continuous Improvement
(i.e. Refactoring)
Have around 30% of
Cockburn Level 2 and
Level 3 people on team
Automated Unit Tests
Level 2:
Evolutionary Evolutionary
Requirements
Continuous Delivery
(Incremental-Iterative
development)
Planning at different
levels
Software Configuration
Management
Tracking Iteration through
Working Software
No Big Design Up Front
(BDUF)
Customer Contract
reflective of Evolutionary
Development
Level 1:
Collaborative
Reflect and tune
ProcessCollaborative Planning
Collaborative teams
Empowered and
Motivated Teams
Coding Standards
Knowledge Sharing Tools
(Wikis, Blogs)
Task Volunteering not
Task Assignment
Customer Commitment to
work with Developing Team
Identify practices whose adoption
depend on characteristics that
can not be changed.
Embrace Change
to Deliver
Customer Value
Plan and Deliver
Software FrequentlyHuman Centric Technical Excellence
Collaboration with
Business People
Level 5
Encompassing
Low Process
Ceremony Agile Project Estimation Ideal Agile Physical
Setup
Test Driven Development
Paired Programming
No/minimal number of
Cockburn Level -1 or 1b
people on team
Frequent Face-to-face
interaction between
developers & Users
(Collocated)
Level 4
Adaptive
Client Driven
Iterations
Customer
Satisfaction
Feedback
Smaller and More
Frequent Releases
(4-8 Weeks)
Adaptive Planning
Daily Progress Tracking
Meetings
Agile Documentation (from
Agile Modeling)
User Stories
Collaborative,
Representative, Authorized,
Committed and
Knowledgeable
(CRACK) Customer
Immediately Accessible
Customer contract revolves
around commitment of
collaboration, not features
Level 3:
Integrated
Risk Driven Iterations
Maintain a list of all
remaining features
(Backlog)
Self Organizing
Teams
Frequent face-to-face
communication
between
the team
Continuous Integration
Continuous Improvement
(i.e. Refactoring)
Have around 30% of
Cockburn Level 2 and
Level 3 people on team
Automated Unit Tests
Level 2:
Evolutionary Evolutionary
Requirements
Continuous Delivery
(Incremental-Iterative
development)
Planning at different
levels
Software Configuration
Management
Tracking Iteration through
Working Software
No Big Design Up Front
(BDUF)
Customer Contract
reflective of Evolutionary
Development
Level 1:
Collaborative
Reflect and tune
ProcessCollaborative Planning
Collaborative teams
Empowered and
Motivated Teams
Coding Standards
Knowledge Sharing Tools
(Wikis, Blogs)
Task Volunteering not
Task Assignment
Customer Commitment to
work with Developing Team
Embrace Change
to Deliver
Customer Value
Plan and Deliver
Software FrequentlyHuman Centric Technical Excellence
Collaboration with
Business People
Level 5
Encompassing
Low Process
Ceremony Agile Project Estimation Ideal Agile Physical
Setup
Test Driven Development
Paired Programming
No/minimal number of
Cockburn Level -1 or 1b
people on team
Frequent Face-to-face
interaction between
developers & Users
(Collocated)
Level 4
Adaptive
Client Driven
Iterations
Customer
Satisfaction
Feedback
Smaller and More
Frequent Releases
(4-8 Weeks)
Adaptive Planning
Daily Progress Tracking
Meetings
Agile Documentation (from
Agile Modeling)
User Stories
Collaborative,
Representative, Authorized,
Committed and
Knowledgeable
(CRACK) Customer
Immediately Accessible
Customer contract revolves
around commitment of
collaboration, not features
Level 3:
Integrated
Risk Driven Iterations
Maintain a list of all
remaining features
(Backlog)
Self Organizing
Teams
Frequent face-to-face
communication
between
the team
Continuous Integration
Continuous Improvement
(i.e. Refactoring)
Have around 30% of
Cockburn Level 2 and
Level 3 people on team
Automated Unit Tests
Level 2:
Evolutionary Evolutionary
Requirements
Continuous Delivery
(Incremental-Iterative
development)
Planning at different
levels
Software Configuration
Management
Tracking Iteration through
Working Software
No Big Design Up Front
(BDUF)
Customer Contract
reflective of Evolutionary
Development
Level 1:
Collaborative
Reflect and tune
ProcessCollaborative Planning
Collaborative teams
Empowered and
Motivated Teams
Coding Standards
Knowledge Sharing Tools
(Wikis, Blogs)
Task Volunteering not
Task Assignment
Customer Commitment to
work with Developing Team
The Agile Adoption Framework4-Stage Process
Stage 1Discontinuing Factors
Stage 2Project Level Assessment
Stage 4Reconciliation
Stage 3Organizational Assessment
Embrace Change
to Deliver
Customer Value
Plan and Deliver
Software FrequentlyHuman Centric Technical Excellence
Collaboration with
Business People
Level 5
Encompassing
Low Process
Ceremony Agile Project Estimation Ideal Agile Physical
Setup
Test Driven Development
Paired Programming
No/minimal number of
Cockburn Level -1 or 1b
people on team
Frequent Face-to-face
interaction between
developers & Users
(Collocated)
Level 4
Adaptive
Client Driven
Iterations
Customer
Satisfaction
Feedback
Smaller and More
Frequent Releases
(4-8 Weeks)
Adaptive Planning
Daily Progress Tracking
Meetings
Agile Documentation (from
Agile Modeling)
User Stories
Collaborative,
Representative, Authorized,
Committed and
Knowledgeable
(CRACK) Customer
Immediately Accessible
Customer contract revolves
around commitment of
collaboration, not features
Level 3:
Integrated
Risk Driven Iterations
Maintain a list of all
remaining features
(Backlog)
Self Organizing
Teams
Frequent face-to-face
communication
between
the team
Continuous Integration
Continuous Improvement
(i.e. Refactoring)
Have around 30% of
Cockburn Level 2 and
Level 3 people on team
Automated Unit Tests
Level 2:
Evolutionary Evolutionary
Requirements
Continuous Delivery
(Incremental-Iterative
development)
Planning at different
levels
Software Configuration
Management
Tracking Iteration through
Working Software
No Big Design Up Front
(BDUF)
Customer Contract
reflective of Evolutionary
Development
Level 1:
Collaborative
Reflect and tune
ProcessCollaborative Planning
Collaborative teams
Empowered and
Motivated Teams
Coding Standards
Knowledge Sharing Tools
(Wikis, Blogs)
Task Volunteering not
Task Assignment
Customer Commitment to
work with Developing Team
Embrace Change
to Deliver
Customer Value
Plan and Deliver
Software FrequentlyHuman Centric Technical Excellence
Collaboration with
Business People
Level 5
Encompassing
Low Process
Ceremony Agile Project Estimation Ideal Agile Physical
Setup
Test Driven Development
Paired Programming
No/minimal number of
Cockburn Level -1 or 1b
people on team
Frequent Face-to-face
interaction between
developers & Users
(Collocated)
Level 4
Adaptive
Client Driven
Iterations
Customer
Satisfaction
Feedback
Smaller and More
Frequent Releases
(4-8 Weeks)
Adaptive Planning
Daily Progress Tracking
Meetings
Agile Documentation (from
Agile Modeling)
User Stories
Collaborative,
Representative, Authorized,
Committed and
Knowledgeable
(CRACK) Customer
Immediately Accessible
Customer contract revolves
around commitment of
collaboration, not features
Level 3:
Integrated
Risk Driven Iterations
Maintain a list of all
remaining features
(Backlog)
Self Organizing
Teams
Frequent face-to-face
communication
between
the team
Continuous Integration
Continuous Improvement
(i.e. Refactoring)
Have around 30% of
Cockburn Level 2 and
Level 3 people on team
Automated Unit Tests
Level 2:
Evolutionary Evolutionary
Requirements
Continuous Delivery
(Incremental-Iterative
development)
Planning at different
levels
Software Configuration
Management
Tracking Iteration through
Working Software
No Big Design Up Front
(BDUF)
Customer Contract
reflective of Evolutionary
Development
Level 1:
Collaborative
Reflect and tune
ProcessCollaborative Planning
Collaborative teams
Empowered and
Motivated Teams
Coding Standards
Knowledge Sharing Tools
(Wikis, Blogs)
Task Volunteering not
Task Assignment
Customer Commitment to
work with Developing Team
Organizational Characteristic Assessment Table for Collaborative Planning
Characteristic to be assessed
To determine:Assessment
MethodIndicators
Management Style
Whether or not a collaborative or a command-control relation exists between managers and subordinates. The management style is an indication of whether or not management trusts the developers and vice-versa.
Interviewing D1, D2, D3,
Manager Buy-In
Whether or not management is supportive of or resistive to having a collaborative environment
Interviewing ……
…… …… …… ……
Indicator Sheet
ID StatementsNominal Values
V W X Y Z
D1 Your manager does not micro-manage you or your work.Strongly Disagree
Tend to DisagreeNeither Agree nor Disagree
Tend to Agree Strongly Agree
D2Your manager encourages you to be creative and does not
dictate to you what to do exactly.Strongly Disagree
Tend to DisagreeNeither Agree nor Disagree
Tend to Agree Strongly Agree
D3Your manager gives you the authority to make decisions
without referring back to him/her.Strongly Disagree
Tend to DisagreeNeither Agree nor Disagree
Tend to Agree Strongly Agree
…… …… …… …… …… …… ……
Collaborative Planning
Stage 3: Organizational Assessment
The highest level of agility for organization = position of practice org not ready to adopt
Importance of Readiness Assessment
Virginia Satir Change Model
Stage 4: Reconciliation
• Reconciliation needed when:
– Org. Readiness Level < Project Target Level
• Option 1
– Improve weak/hindering Org. characteristics
• Option 2
– Adopt only practices the org is ready for
THE AGILE ADOPTION FRAMEWORK
Changing the way we think about agile adoption
A value-based roadmap to agility
Value-based Agility Assessment
E
A
EE
C
Sustainable Change
Perf
orm
an
ce
Time
Reduce Adoption Risks Readiness Assessments
Manifesto for Agile Adoption
At X2A, we are uncovering better ways of adopting agile by doing it and helping others do it. Through our ongoing research and expertise, we have come to value:
Education over training
Sustainable change over temporary gains
Being a friend over being a consultant
Embracing values over adopting practices
That is, while there is value in the items on the right, we value the items on the left more.
How X2A can help your organization…
• Complete Solutions for Adopting Agile Processes – Value-driven Agile Adoption
– Preparation & Planning
– Agile Coaching
– Follow-through
• Agile training – Agile Process overview seminars
– Specialized Workshops
• Agile Assessments – Pre-adoption assessments
– Post-adoption assessments
Thank you
Any Questions ?
Dr. Ahmed Sidky
Cell: +1-540-449-2008 – USA
+2-016-506-5314 – Egypt