How agile are companies in Germany?

Foreword .................................................................. 3

Executive summary ................................................ 4

1. What is Agile to you? ......................................... 5

MeaningAgile ....................................................... 5

ReasoningAgile ..................................................... 6

ApplyingAgile ....................................................... 7

MeasuringAgile .................................................... 8

2. Level and scope of Agile adoption ................... 9

AdoptingAgile....................................................... 9

MappingAgile ....................................................... 10

ImplementingAgile .............................................. 11

3. Benefits and challenges of adopting Agile 12

BenefittingfromAgile........................................... 14

SupportingAgile ................................................... 16

ChallengedbyAgile .............................................. 16

4. Agile practices and tools ................................... 18

5. If we could restart .............................................. 20

6. Key words for Agile ........................................... 21

7. Survey methodology ......................................... 21

8. Respondent’s Statistics ...................................... 22

About us .................................................................. 26

Contents

ThePMIKölnChaptere.V.proudlypresentstheresultsofthesurvey“HowagilearecompaniesinGermany?”.TheaimofthissurveyistoexploresuccessandfailurefactorswhenimplementingAgilewithallitspromisesintherealworld.

Untilrecently,Agilewasconsideredasasetofprinciplesandpracticesrelevantonlytosoftwaredevelopmentprojects.However,Agileisnowspreadingtoallpartsandtypesoforganisations,turningintoaboomingfieldofvariousframeworksand methods.While everyone refers to the Agile Manifesto [1], [2],“Agile” isperceivedand,thus,implementeddifferently.Hence,analignmentonthealmostphilosophicalquestion“Whatis‘Agile’toyou?”contributestothecommongroundand“commonlanguage”foradoption.UnderstandinghowAgileweare,inturn,providestransparencyandisthemeansforconsistentadoption.

ThedistinctivefeatureofoursurveyistherecognitiontheadoptionofAgilewillvarydependingonanorganisation’sform.Insomeways,theAgiletransformationofacompanywilldifferfromadepartment’stransformation.Applyinganagileapproachinaproject,whichisbydefinitionatemporaryorganisation,willrequireyetanotherapproach.Forthisreason,westrivedtoscrutinizeAgilityfordifferentorganisationaltypes.

We hope you will benefit from the results of this survey, gaining a deeperunderstanding under which conditions the procedures described in the agilemethodologiesaremostlikelytosucceedandproducebenefitsaspromised.

YouarecordiallyinvitedtocontactthePMIKölnChaptere.V.directlyifyouwanttoknowhowitcansupportcompaniesandindividualsorifyouareinterestedincooperatingwithus.

For more information visit: www.pmicc.de

Dr.-Ing.OlhaMikhieievaVicePresidentforAgilityofthePMIKölnChapter

email:[email protected]

Foreword

KlausStephanPresidentofthePMIKölnChapter

email:[email protected]

Executive summary

4

Thissurveyrepresentstheresultsof109responsessubmittedfordifferentorganisationaltypes(company,department,orproject),operatinginGermany.

Top findings:

1. Reducing time-to-market and improving customer satisfaction are the top reasons for adopting Agile, whereas the top outcome is improved collabo-ration across departments and teams. Thus, the reasons for Agile adoption differ from its direct outcomes.

2. Improved time-to-market and improved customer satisfaction are the two most used metrics of success and benefits along with improved transparen-cy and communication.

3. Almost one third of the respondents have implemented Agile in selected projects and another third stated that it is applied in software development projects. Most of the respondents are currently at the early stages of Agile adoption.

4. Less than half of Agile roadmaps cover corporate culture, although 82% of the respondents understand Agile as a mindset.

5. Agile coaching is reported to be the most beneficial tool for Agile adoption.

6. The three most mentioned key words relating to Agile are “flexibility”, “self-organised teams”, and “iterative”.

5

Meaning AgileComingfromratherdifferentindustriesandorganisationalunits,mostsurveyparticipants(82%)perceiveAgileasamindsetandasetofprinciplesandvalues.53%sharedtheopinionthatAgileisaframeworkand/ormethodology.40%considerAgileasaprojectmanagementapproach.

What does Agile mean to you?

Mindset,setofprinciplesandvalues 82%

Frameworkand/ormethodology(e.g.Scrum,SAFeetc.) 53%

Projectmanagementapproach 38%

Teammanagementstyle 34%

Customer-centricapproach 33%

Innovationapproach 14%

Leverfororganisationaltransformation 14%

*Respondentscouldselectatmost3answers

Ouranalysisacrossorganisationaldepartmentandprojectslevelsshowedthefollowingtrends.Whileatalllevels,respondentsvotedforamindsetandframeworksasthetwotopmeanings,atdepartmentlevel,“customer-centricapproach”waschosenasfrequentlyas“frameworkand/ormethodology”.Atorganisationallevel,theleastfavouredinterpretationwas“innovationapproach”,sameasatdepartmentlevel.Attheprojectlevel,therespondentsvotedleastofallfor“leverfororganisationaltransformation”.

What does Agile mean across organisational forms?

Organisation Department Project

Mindset,setofprinciplesandvalues 88% 85% 74%

Projectmanagementapproach 40% 27% 42%

Teammanagementstyle 35% 31% 35%

Innovationapproach 15% 8% 16%

Customer-centricapproach 38% 50% 19%

Leverfororganisationaltransformation 18% 15% 9%

Frameworkand/ormethodology(e.g.Scrum,SAFeetc.) 48% 50% 60%


1. What is Agile to you?

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Reasoning Agile

Reducingtime-to-marketandimprovingcustomersatisfactionwerestatedastopreasonsforadoptingAgilebymorethan57%ofrespondents,followedbyimprovingquality(at50%).

Reasons for adopting Agile

Reducetime-to-market 64%

Improvecustomersatisfaction 57%

Improvequality 50%

Increaseprojectsuccessrate 43%

Improveproductivity 42%

Digitaltransformationleverage 37%

Improveemployeesatisfaction 33%

*Respondentscouldselectmultipleselections

The results suggest that the reasons for adopting Agileat project level are similar to those for following themethodologyatdepartmentlevelortotransformanentireorganisation.Thesurveyreportsthesametopthreereasonsatalllevelsmentioned.Atdepartmentlevel,twoadditionalreasons – “increase project success rate” and “improveproductivity”–gotthesamerankingas“improvequality”.

Some deviations can be highlighted when comparing themostandtheleastimportantreasonsforadoptiononly.At organisational level, the main reason for adoption isimproving customer satisfaction (at 70%). At departmentlevel, reducing time-to-market is the main reason foradoption(at73%),asitisatprojectlevel(at58%).Thereasonrankedlowestattheorganisationallevelwasanimprovementofemployeesatisfaction;atdepartmentlevel–digitaltransformationleverage;andatprojectlevel–animprovementofemployeesatisfaction,onceagain.

Reasons for adopting Agile across organisational forms


Reducetime-to-market 65% 73% 58%

Improvecustomersatisfaction 53% 46% 51%

Improvequality 40% 46% 44%

Increaseprojectsuccessrate 43% 46% 40%

Improveproductivity 40% 27% 40%

Digitaltransformationleverage 70% 58% 44%

Improveemployeesatisfaction 38% 35% 28%


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Applying Agile

TwothirdsoftheorganisationsapplyAgilemainlyinsoftwaredevelopmentprojects.Foronethirdofthem,digitalprojectsarethemainfieldofapplicationandforalmostaquarter–developmentofinnovativeservicesandproducts.Thelattermaybeseenasaratherinterestingfact,since“innovationapproach”wasleastassociatedwithAgile.OnecompanyinsixappliesAgileinnon-softwareprojects,whichtestifiestoitsapplicabilitynotonlytoITprojects.Apparently,Agileisexpandingintonon-softwareenvironmentsandbusinessesneedmoreinsightsintohowitsmethodsarebestappliedinnon-softwareprojects.

What are your main application areas of Agile?

Softwaredevelopmentprojects 60%

Digitalprojects 34%

Developmentofinnovativeservicesandproducts 23%

Proof-of-Concept(PoC) 20%

Non-softwareprojects 16%

TransformingInformationSystems 15%

*RespondentscouldselectmultipleselectionsThecrossanalysisatdifferentlevelsshowssomesignificantdeviations.

Atorganisationallevel,selectionsaredistributedmostevenly.45% of respondents apply Agile in software developmentprojects.Proof-of-concept,digitalprojectsanddevelopmentofinnovativeservicesandproductsrankatapprox.30%each.At department level, software development projects arethemainfieldofapplicationaccordingtotwothirdsoftherespondents. One third of respondents state to managedigital projects and non-software projects with an Agile

approach.Moreover,oneorganisationinfourappliesAgiletodevelopinnovativeservicesandproducts.

Atprojectlevel,Agileisappliedmostlyinsoftwaredevelop-mentprojectsandwidelyusedindigitalprojects,whereasotherareasareoflessinterest.

What are your main application areas of Agile across organisational forms?


Proof-of-Concept(PoC) 30% 15% 14%

Digitalprojects 28% 31% 42%

Developmentofinnovativeservicesandproducts 33% 23% 14%

Transforminginformationsystems 13% 15% 16%

Softwaredevelopmentprojects 45% 65% 70%

Non-softwareprojects 18% 31% 5%


8

Measuring Agile

LookingatsuccessmetricsinAgile,theabilitytorespondtochangestandsout.Afterall,thisisoneofthemeaningsoftheword“agile”.Forexample,theAgilePracticeGuide®(PMI)[3]mentionsmetricssuchasvelocity,cycletime,leadtimeand approved iterations among others.The results of the survey show that improved time-to-market is used most tomeasuresuccessandbenefitsofAgileinGermany’sbusinesses.Thetwoothermetricsmentionedmostfrequentlywereimprovedcustomersatisfactionandimprovedtransparencyandcommunication.ThelatterisastrongcounterargumenttotheperceptionofAgileasbeingchaotic.

Measures of success and benefits of Agile

Improvedtime-to-market 24%

Improvedcustomersatisfaction 20%

Improvedtransparencyandcommunication 20%

Teamvelocity 9%

Improvedproductivity 8%

Improvedemployeesatisfaction 6%

Numberofemployeestrainedinagilemethods 5%

Decreasednumberofdefects(incidents,bugs) 3%


9

Level of Agile adoption TodayIn 2 – 3 years

Experimentation18%

6%

Implementedinselectedprojectsorteams28%

22%

Appliedinsoftwaredevelopmentprojects29%

11%

ScaledwithinITdepartment12%

7%

Appliedinnon-softwareprojects8%

14%

Integratedintocompany'sbusinessfunctions2%

26%

Transformationiscompletedandtheorganisationisfullyagile

2%

13%

2. Level and scope of Agile adoption

AlmostonethirdofrespondentshaveimplementedAgileinselectedprojectsandanotherthirdstatedthatitwasappliedinsoftwaredevelopmentprojects.Thus,75%ofparticipantsareintheinitialphasesofadoption.60%believethattheywillhavescaledAgilein2-3yearsorbeinitsmorematurephases.Forexample,26%believetheywillhaveintegratedAgileintothecompany’sbusinessfunctionsand13%expectthetransformationtobecompletedbythen.

Inonly2%oforganisationswhotookthesurvey,Agilewasintegrated into the company’s business functions, andanother 2% of respondents stated that transformationis completed and the organisation is fully agile. Amongthese companies we have found both large and smallorganisations from a number of industries, ranging frombanking or insurance and industrial manufacturing totelecommunicationsandconsumergoods.

Lookingattheadoptionlevelin75largesizeorganisationsevaluatedinthesurvey,oneinsixisintheexperimentationphase,whereasonethirdhasimplementedAgileinselectedprojectsorteamsorapplieditinnon-softwareprojects.

0% Transformation is completed and the organisation is fully agile

15%Experimentation

11%Scaled within IT department

Applied in non-software projects

Integrated into company’s business functions

Level of Agile adoption in large size organisations

Today

33%Implemented in selected

projects or teams

32%Applied in

software development projects

10

Mapping Agile

Itisnotsurprisingthatthevastmajorityoforganisationshaveincludedagilemethodsintheirroadmaps.Technologiesandtoolsarepartof56%ofroadmapsfollowedbyprojectmanagement,at53%.

Lessthanhalfofagileroadmapscovercorporateculture,although82%ofrespondentsconsiderAgileasamindset(seeChapter1).

Which of the following is included into your roadmap for implementing Agile?

Agilemethods 85%

Technologies&tools 56%

Projectmanagement 53%

Processes 48%

Corporateculture 43%

Digitaltransformation 36%

Organisation&structure 33%

Governance 22%


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12

Implementing Agile

Supporting the findings on the roadmap towards agility,companies who took our survey first implementedcollaborativetools(65%).Theelementsrankedsecondwerevisualisationandtrainingsinagilemethodologies(bothat59%).Buildingcross-functionalteamswasalsoimplementedbymorethanahalfofrespondents(53%).Only45%makeuseofagilecoaching.

Which collaborative tools do you use to support the agile approach?

Collaborativetools(e.g.Jira) 65%

Trainingonagilemethodologies 59%

Visualisation(e.g.Kanbanboard) 59%

Cross-functionalteams 53%

Agilecoaching 45%

Agiletransformationprogramme/project 37%

ChangeManagementactivities 27%

Evolutionofamanagementroletoservantleadership 10%


Collaborative tools of the organisations with the highest level of Agile adoption:





Agilecoaching 50%





Cross-sectionalanalysis reveals that thosecompanieswith thehighest levelofAgileadoption,meaningwhereAgile isintegratedintothecompany’sbusinessfunctionsorwheretransformationiscompleted,haveimplementedcollaborativetoolssuchasJira (100%), trainingsonagilemethodologies (75%),certainvisualizationtools (75%)andcross-functionalteams(75%).

The evolution of the management role ranks at thebottomofthelist.However,thoserespondentswhovotedfor a necessary change of the management role belongto those organisations who are more advanced in theirtransformation towards a fully agile enterprise. Especiallycompaniesthatapplyagileinnon-softwareprojectsdevotedtheir attention to changing the classic management styleintoservantleadership.

“Try cross-functional teams first, before sending everyone to a Scrum training.”

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3. Benefits and challenges of adopting Agile

ThischapterreportsonthepositiveeffectsofadoptingAgile,keyfactssupportingitsimplementationandobstaclestoharvestingitsbenefits.

What positive effects have you experienced from adopting Agile?

39%Reduced time-to-market

57%Improved collaboration among departments and teams

49%Improved employee satisfaction

40%Improved customer satisfaction

36%Increased productivity

39%Improved quallity

29%Projects delivered on time


Bothattheorganisationalanddepartmentlevel,thesecondmostpositiveeffectwasnotonlyimprovedemployeesatisfactionbutalsoincreasedproductivity(48%and42%respectively),whichranksratherlowintheoverallresults.Atprojectlevel,however,increasedproductivitywasseenastheleastpositiveeffectandwasselectedonlyby21%ofrespondents.

Benefitting from Agile

PositiveeffectsofadoptingAgileareoneofthekeyoutcomesofthissurvey.Whenevaluatingthosewithinacompanyoraproject,onealsohastokeeptheinitialreasonsforadoptionin mind, which were notably reduced time-to-market andimprovedcustomersatisfaction(seeChapter1).

Improved collaboration among departments and teamsranked as the top benefit of Agility (57%) followed byimproved employee satisfaction (49%). The third place isalmost evenly shared by improved customer satisfaction,improvedquality,andreducedtime-to-market.

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Positive effects from adopting Agile across organisational forms


Increasedproductivity 48% 42% 21%

Improvedquality 40% 38% 40%

Projectsdeliveredontime 35% 31% 23%

ReducedTime-to-market 40% 46% 35%

Improvedcustomersatisfaction 35% 42% 44%

Improvedcollaborationamongdepartmentsandteams 60% 50% 58%

Improvedemployeesatisfaction 48% 42% 53%


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Supporting Agile

Respondents reported agile coaching to be the most beneficial element for adopting Agile (61%). Training on agilemethodologieswasrankedsecondandchosenby51%ofparticipants.Thethirdplacebelongstoanagiletransformationprogrammeorproject,closelyfollowedbycollaborativeandvisualisationtools.

What of the following do you believe supports adoption of Agile?

Agilecoaching 61%









Challenged by Agile

ReportingonchallengesinAgileadoptionischallengingbyitselfsincenumerousoptionsandformulationsoftermsareusedinprofessionalandscientificliterature.Wheninspiredforlengthyoptions,scientificpaperswithsystematicresultsarehelpfulforadetailedanalysisofchallenges.Forexample[4],whereexcessiveenthusiasmtowardsagilemethods islistedasachallengeamongthirtyfiveothers.Inthissurvey,

however,onlytenchallengesweresuggestedforselection.Respondents indicated agile teams in“waterfall” organi-sationalstructurestobethemainchallenge(67%).Lackofagileskillsandbeingrootedintraditionalmethodologiesaswellasorganisationalculturewereratedasobstaclesby57%and56%ofparticipantsrespectively.

What challenges have you faced during transformation to Agile?

Agileteamsin"waterfall"organisationalstructure 67%

Lackofagileskills 57%

Culturetoorootedintraditionalmethodologies 56%

Resistancetochangeonamanagementlevel 53%

Difficultiesincoordination 43%

Siloedteams,insteadofcross-functionalteams 39%

Resistancetochangeonateamlevel 33%

NotenoughslacktimedevotedtoadoptionofAgile 32%

Lackofbudget 30%

Decreasedemployeesatisfaction 8%

Nochallenges 4%


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“We are still in a learning phase, so try fast, fail often is nothing to be ashamed of.”

4. Agile practices and tools

Agile means a framework and/or methodology to morethanhalfofrespondentsofthissurvey(seeChapter1).Theresponsesonapplied“methodologies”revealnosignificantdifferencestosimilarsurveys.

Which Agile framework and/or methodology have you applied so far?

Theresults indicatethatScrum(96%)is themostpopularagileframework,followedbyKanban(69%)andSAFe(34%).OtherframeworkstoscaleAgilearelesspopularwith18%ofrespondentsapplyingScrumofScrumsandonly5%scalingwithLeSS.

96%Scrum

69%Kanban

27%DevOps

34%SAFe (Scaled Agile

Framework)

13%TDD (Test-Driven

Development)

3%XP (eXtreme

Programming)

18%Scrum ofScrums

5%LeSS (Large Scale

Scrum)

80% Jira 69% Confluence 24% Trello 4% Taiga

Most popular collaboration tools


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19

“I would spend more time to focus on agile culture. This is the most important aspect. Methods follow culture.”

5. If we could restart…

Inthispart,wesharethestrongestrespondents’voicesonwhat they would do differently if they could restart theiragile journey. Some valuable quotations can be found ondifferent pages of this paper. Management engagement,agilemindset,agile trainingaswellasother“painpoints”(seediagramabove)werementionedatmostbythesurveyparticipants.

Transparency

Mindset over methods

Set DoD

External stakeholder engagement

Budget

Change of mindset

Change management

Agile training

Agile coaching

Agile mindset

Management engagement

“Set being agile (mindset, culture, ...) before doing agile (setup framework, setup projects, ...)”

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6. Key words for Agile

OurrespondentsprovidednumerouskeywordstodescribeAgile.Themostmentionedkeywordsarerepresentedinthediagramabove.

Budget

Change of mindset

“Set being agile (mindset, culture, ...) before doing agile (setup framework, setup projects, ...)”

7. Survey methodology Alistof1000potentialrespondentsrelatedtoaprojectenvironmentwasusedtoserveasthesurvey’sbaseofsamples.Thequestionnaireused23questionstocoverfourareasofinterestaroundAgile:

1. What is Agile to you?

2. Level and scope of Agile adoption

3. Benefits and challenges of Agile adoption

4. Agile practices and tools

Atotalof109completedresponseswerereceivedcorrespondingtoaresponserateof11%.40respondentsevaluatedAgileinacompany/organisation,26inadepartmentand43inaproject.Across-analysisbetweenorganisational,departmentandprojectlevelswasmentionedthroughtheevaluationofthesurveyonlywhensignificantdeviationswerefoundinthesurvey’sresults.

FlexibilitySelf-organised teams

Iterative

TransparencyCustomer centric

Collaboration

Adaptive

Continuous improvement

Open-minded

Fast

Responsiveness

Communication

Cross-functionalTeamwork

Time to market

Culture

Mindset

8. Respondent‘s statistics

The following diagrams represent respondents’ statistics.The responses came from a diverse set of organisationalsizes,rolesandindustries.Mostresponsescamefromprojectmanagers.33%ofrespondentsareemployedinITand29%holdleading(managementorteam)positions.Most of respondents work at big size companies witha turnover above 500 M€ and a number of employeesexceeding 500 FTE. Thus, the results of the survey bestrepresentbigcompanies.

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Telecommunications 27%

Consulting 19%

Bank & Insurance 12%

Industrial Products 10%

Other 6%

Transport & Logistics 6%

Public Sector/Defence & Security 6%

Distribution & Consumer Goods 4%

Technology 4%

Energy & Utilities 4%

Medical & Pharmacy 2%

Real Estate/Construction 1%

Media & Leisure 1%

1 – 9 2%

Number of employees

1 0– 50 8%

51 – 100 6%

101 – 250 5%

251 – 500 6%

> 500 74%

Company Turnover

< 5 M € 6– 9 M € 10– 49 M € 50 – 99 M € 100 – 499 M € > 500 M €

11%

3%

9% 9%

4%

64%

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Function of respondents

33% IT 22% Management 12% Operations 12% Other 7% Team Leader 6% Production 2% Finance 2% HR 2% Marketing 2% Sales

29% Project Manager 18% Other 13% IT/Technical Expert 10% Programme Manager 8% Department Head 7% Senior Manager 6% Scrum Master 5% Product Owner

5% Team Leader

Role of respondents

Organisational unit evaluated by the respondents

Project Organisation Department

4043

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25

Role of respondents

“Inform external stakeholders more about agile adoption, not just the implementing team.”

25

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About us

About the Project Management Institute Köln Chapter e. V. (PMI Cologne Chapter)

Foundedmorethan15yearsago,thePMIKölnChaptere.V.is a free and independent non-profit association of projectmanagement professionals whose task is to consult andtraincompaniesandmembers.Wehopetocontributetothedevelopmentofprofessionalprojectmanagementinparticularbyformalizingbestpracticesandfosteringtheexchangeofexperience.AssociatedtoPMI®andwellconnectedtomanyother organisations, we actively collaborate with membersand friendsofprojectmanagementallover theworld.ThePMI Cologne Chapter contributes to the exchange of bestpractices between professionals, students and leaders,supportingindividualsandcompanieswhenstrugglingwiththerealworld,seeking innovativesolutionsforadisruptiveworld, transforming organisations, teaching methodologiesandevaluatinginsightsbasedonscientificmethodologies.YouarecordiallyinvitedtocontactthePMIKölnChaptere.V.directly ifyouwanttoknowhowitcansupportcompaniesandindividualsorifyouareinterestedincooperatingwithus.

Visit us at www.pmicc.de for contact information, to meet your fellows or attend the next free chapter meeting.

About CGI

Founded in 1976, CGI is one of the largest IT and businessprocessservicesprovidersintheworld,deliveringhighqualitybusiness consulting, systems integration and managedservices. CGI combines innovative services and solutionswithadisciplineddeliveryapproachthathasresultedinanindustry-leadingtrackrecordofdelivering95%ofprojectsontimeandwithinbudget.CGI delivers enterprise agile solutions to clients across awide range of industries with a special focus on banking,government and telecommunications. Our agile experts,includingmore than1,000scrummastersandstate-of-theartglobaldeliverycenterslocatedacrosstheglobe,supportclients in building agile-ready cultures and transitioningto agile enterprise processes.This way, we help our clientsdrive tangible improvements throughout their softwaredevelopment lifecycles and achieve measurable businessoutcomes.

SponsorWethankthecompanyCGIforsponsoringthedesignofthiswhitepaper.

Authors Dr.-Ing.OlhaMikhieieva,AnnaChirkova

ContributorsKlausStephan,MirkoBlüming,ThorstenDiekmann,JanaMehl

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References

[1] KentBecketal.,ManifestoforAgileSoftwareDevelopment,https://agilemanifesto.org/(accessed2.10.2019)

[2] ScaledAgile,SAFe.Lean-AgileMindset,https://www.scaledagileframework.com/lean-agile-mindset/(accessed2.10.2019)

[3] ProjectManagementInstitute(2017).AgilePracticeGuide.NewtonSquare,PA:ProjectManagementInstitute.

[4] Dikert,K.,Paasivaara,M.,&Lassenius,C.(2016).Challengesandsuccessfactorsforlarge-scaleagiletransformations:Asystematicliteraturereview.

JournalofSystemsandSoftware,119,87-108

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How agile are companies in Germany?

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