Scrum – Successful, but not always by the book Empirical ...€¦ · Relevance Of Specific Agile...

© Prof. Dr. Ayelt Komus

– Scrum –

Successful, but not always by the book Empirical findings, practical conclusions

Global Scrum Gathering Berlin September 2014

Prof. Dr. Ayelt Komus University of Applied Sciences Koblenz

www.komus.de

www.status-quo-agile.net

Updated Version Sept 21, 2014

© Prof. Dr. Ayelt Komus 3 www.komus.de | www.status-quo-agile.net @AyeltKomus

EnteringThe Room


• Business Background (BPM, SAP)

• Scrum: First idea: Solves BPM-/SAP-Problems!

• Admiration: How do they do it?

• Doubts in audiences:

Sounds great – but not in my organization

• Status Quo Agile 2012:

`pure play´ is exception rather than the rule!

• What´s an appropriate approach to become more agile?

My Personal Agile Journey (So Far)


Revolution Or Evolution?

Fully described new organizational system

with roles, artefacts and ceremonies

Scrum

Kanban

Incremental, evolutionary process.


AGENDA

Revolution Or Evolution?

Empirical Results: Status Quo Agile 2014

Decision Criteria For Agile Approach

Hybrid / Selective Approaches

Personal Conclusion


Studie „Status Quo Agile“ - 2014

Study on success and forms of usage of agile methods

First study in 2012

Online-Survey in Q2 2014

English and German

Cooperation with GPM and IPMA

600 + participants, 30+ countries High level of media response



600+ Participants From 30+ Countries

0%

1%

1%

1%

1%

1%

2%

2%

4%

5%

5%

6%

16%

23%

31%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Personalwesen

Controlling

Beschaffung

Marketing

Produktion

Vertrieb

Hochschule

Qualitätssicherung

Zentralbereich/Stabstelle (bspw. Center of Excellence)

Prozessoptimierung

Produktentwicklung

Sonstiges

IT-Management

Externer Berater; Dienstleistungs-/IT-Lösungs-Anbieter

Software-/ IT-Entwicklung

In which field are you working?

Software- , IT-Development External Consultant; Service-/IT-Solution-Provider

IT-Management Other

Product Development Process Optimization

Administrative department, central department Quality Assurance Higher Education

Sales Production Marketing

Procurement Managerial Accounting

Human Resource Management

Source: Status Quo Agile 2014


When did people start to use agile methods?


Timeline

Most users started using agile methods during the last 4 years. Since when do you personally use agile methods?

www.status-quo-agile.net Source: Status Quo Agile 2014

n=386 (Single Choice, only agile Users)

1%

9%

3% 3%

6%

8%

6%

14% 14%

21%

12%

3%

0%

5%

10%

15%

20%

25%


Which methods are most popular?


Relevance Of Specific Agile Methods

Scrum and IT-Kanban are the most popular methods

www.status-quo-agile.net only users of agile methods Source: Status Quo Agile 2014

How important are the following methods in your area?

Scrum

Kanban („IT-Kanban“)

Extreme Programming

Feature Driven Development

Lean

Design Thinking

Adaptive SW Development

Agile Modeling

Usability Driven Development

Lean Startup

Dynamic System Development

Unified Process

Crystal


Other Popular Methods For Scrum-Users

Kanban, XP and FDD are the most important methods for Scrum-users



How successful are agile methods?


Improvements Due To Agile Methods

A great majority experienced improvements with the use of agile methods


n=388 (single choice, only agile users)

Did the usage of agile methods lead to improved results and efficiency?


Evaluation Of Practiced Agile Methods

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Ergebnisqualität

Mitarbeitermotivation

Teamwork

Termintreue

Effizienz

Kundenorientierung

Transparenz

Gesamte Leistungsfähigkeit der Methode

Evaluation of the entire practiced agile methods based on the following criteria.

Sehr gut

Gut

Ausreichend

Mangelhaft

KeineErfahrung

n=1403

n=1396

n=1367

n=1402

n=1399

n=1405

n=1402

n=1407

All agile users The number of answers is larger than the number of respondents because many participants evaluated more than one method (all methods rated “A“ or “B“ ).

Overall performance of method

Transparency

Customer orientation

Efficency

Adherence to schedule

Teamwork

Employee motivation

Quality of results

very good

good

not very good

poor

no experience

(single choice, each method)

Agile users: mostly good or very good results



Evaluation Of Scrum

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Ergebnisqualität

Mitarbeitermotivation

Teamwork

Termintreue

Effizienz

Kundenorientierung

Transparenz

Gesamte Leistungsfähigkeit der Methode

Please evaluate Scrum with the characteristics stated below according to your experiences in your area of the company

Sehr gut

Gut

Ausreichend

Mangelhaft

Keine Erfahrung

n=306

n=305

n=306

n=306

n=306

n=308

n=306

n=306

Overall performance of method

Transparency


Efficency


Teamwork

Employee motivation

Quality of results

very good good not very good poor no experience

Participants who rated method as follows: “A” = very important to my area or “B” = is used in my area next to other methods Single choice for each success criterion

In every single aspect the rating of Scrum is better than the average of agile methods altogether



Success Rate Agile Vs. Classic Methods

24%

28%

26%

8%

9%

3%

1%

0%

1%

0%

90-100 %

80-89 %

70-79 %

60-69 %

50-59 %

40-49 %

30-39 %

20-29 %

10-19 %

0-9%

0% 5% 10% 15% 20% 25% 30% 35%

How would you estimate the success rate of projects/development processes performed with agile methods?

n=375 (Nur eine Antwort möglich) Median (single choice – agile users)

5%

21%

33%

22%

9%

2%

4%

1%

4%

0%

0% 5% 10% 15% 20% 25% 30% 35%

90-100%

80-89%

70-79%

60-69%

50-59%

40-49%

30-39%

20-29%

10-19%

0-9%

How would you estimate the success rate of projects/development processes performed with classic methods?

n=82 der Teilnehmer, die durchgängig klassische Methoden verwenden (Nur eine Antwort möglich)

(single choice – user of Classic PM)

o

Median

The success rate of classic project management, rated by the classic user is significantly worse than the success rate of agile methods, rated by agile user (t-Test: p<0,001).

The evaluation of the success rate of agile processes is significantly better

agile classical PM



Comparison - Evaluation

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Sum of the "very good“ and "good“ ratings

ScrumKanbanExtreme ProgrammingFeature Driven DevelpmentLeanDesign ThinkingKlassisches ProjektmanagementClassic Project Management

n: see individual evaluations

Summary – all groups



In which fields and how are agile methods applied?


Fields Of Application

The use of agile methods is not limited to software development

In which areas do you use agile methods/project management?


n=387 (Mehrfachantworten möglich), Nutzer agiler Methoden


n=387 (multiple choice, users of agile methods)


Forms of Usage (2014)

Scrum `by the book` is the exception rather than the rule Hybrid and selective usage add up to 64% of the sample

n=601 (Nur eine Antwort möglich, Pflichtangabe) (single choice, mandatory question)

Projects / development processes are controlled and managed…



Variants Of Agile Methods

The consistent use of agile methods is the exception Hybrid and selective use represent 62% of the sample

How are you using agile methods?

n = 236


„Sometimes Classic, Sometimes Agile“ “varying“

„ Consistently Classic“ „Waterfall“

„ Consistently Agile“

„ Mixed Form“ „hybrid“

„ Consistently Agile“

„ varying“

„ Mixed Form“

„ Consistently Classic“



mmmmhhh….

Only about 1 quarter of agile users are `pure play´-agile users Doesn‘t that mean?

Most agile users have to / want to combine agile methods with waterfall methods Not to mention…

… many of them are living in a waterfall-environment How do they do that?


Path of agilization


Simplified Approach Of Agile Transition

There are several possible ways to become “agile”

% of organization

% of agile techniques applied

Pure Play

Hybrid Mix

BDUF*- Organization

Agile Organization

*BDUF – Big Desing Up Front ~ Waterfall


Where Is Your Organization?

Which field describes the state of your organization?

% of organization


Pure Play

Hybrid Mix

BDUF*- Organization

Agile Organization


1

4

7

2

5

8

3

6

9


Agile Techniques Used – All Agile User

89% 81% 80% 79% 78%

74% 70% 69% 66% 65% 64%

60% 58% 57% 54% 49% 45% 43%

28% 19% 17% 13% 10%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Which agile methods do you use?

n=386 – number of users who stated at least one technique – all agile users, multiple choice



Agile Techniques Used – By Form Of Agile Usage

0%10%20%30%40%50%60%70%80%90%

100%

Which agile methods do you use?

Durchgängig agil n=100 Hybrid n=165 Selektiv n=121Consistently agile n=100 Hybrid n=165 Selective n=121

n = Number of participants who tagged at least one technique



Agile Techniques Used – Scrum Users

94% 86% 86% 85% 86%

80% 75% 76%

70% 73% 72% 68%

64% 60% 57% 54%

49% 44%

29% 21% 18%

13% 10%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%Which agile methods do you use?

n=318 (Mehrfachantworten möglich) (multiple choice)

Only Participants who rated Scrum as follows:* A = very important to my area B = is used in my area next to other methods



Size Of Teams

2%

17%

63%

10%

4% 4%

How many people are typically on a team in your area?

1-23-45-910-1516-25>25

n=388 (Nur eine Antwort möglich) (single choice)

7 plus/minus 2 people is common – in Classic PM, too!

Agile Users

n=85 (nur eine Antwort möglich) (single choice)

2%

26%

44%

13%

11%

5%

How many people are typically on a team in your area?

1-23-45-910-1516-25>25

Classic PM-Users



Product Owner

Only 7% of the Scrum teams have no product owner at all

n=306 (Nur eine Antwort möglich)

29%

57%

7%

7%

Is there a Product Owner?

Ja, es gibt einen Product Owner, dieser hat das letzte Wort bei der Definition der Sprint Ziele(Sprint Backlog)

Ja, es gibt einen Product Owner, dieser stimmt die Sprint Ziele (Sprint Backlog) mit dem Teamab

Nein, es gibt keinen definierten Product Owner

Das Team übernimmt die Rolle des Product Owners

Yes, there is a Product Owner, he defines the Sprint Backlog

Yes, there is a Product Owner, together with the team defines out the Sprint Backlog

No, there is no Product Owner

The team does the job of the Product Owner

(Scrum users, single choice) Source: Status Quo Agile 2014


Scrum Master

About half the teams rely only on a dedicated Scrum Master; 7% have no Scrum Master at all

21%

7%

19%

53%

How would you describe the role of the Scrum Master?

Es gibt einen Scrum Master, der eher wie ein Projektleiter agiert

Es gibt keinen Scrum Master

Es gibt einen Scrum Master und einen Projektleiter

Es gibt einen spezifischen Scrum Master wie ursprünglich in derScrum Methodik vorgesehen

There is a Scrum Master who acts like a traditional project manager

There is no Scrum Master

There is a Scrum Master and a traditional project manager

There is a dedicated Scrum Master role

n=307, Scrum users, single choice Source: Status Quo Agile 2014


Duration Of Sprints

More than 50% of the Scrum teams have 2-week-sprints

(single choice)

4%

53% 22%

14%

1%

1% 1%

4%

How long do your Sprints typically run?

1 Woche

2 Wochen

3 Wochen

4 Wochen

5 Wochen

6 Wochen

Über 6 Wochen

Das variiert

1 week 2 weeks 3 weeks 4 weeks 5 weeks 6 weeks more than 6 weeks varying

n=306, Scrum users, single choice



How successful are those hybrid / selective agile users?


‚Pure Play‘ Agile Users Are Even More Successful

0%

5%

10%

15%

20%

25%

30%

35%

0-9% 10-19 % 20-29 % 30-39 % 40-49 % 50-59 % 60-69 % 70-79 % 80-89 % 90-100 %

Wie hoch würden Sie Ihre Erfolgsquote der mit agilen Methoden durchgeführten Projekte / Entwicklungsprozesse einschätzen? (2014)

Durchgängig agil n=98 hybrid n=161 selektiv n=116

How would you estimate the success rate of projects/development processes performed with agile methods? (2014)

Consistently agile n=98 Selective n=116 Hybrid n=161

Σ 68%

Σ 47% Σ 47%



Evaluation – Practiced Agile Methods (1/2)

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

Durchgängig klassisch n=84

Selektiv n=383

Hybrid n=551

Durchgängig agil n=465

Employee motivation

Sehr gut Gut Ausreichend Mangelhaft Keine Erfahrung

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


Selektiv n=386

Hybrid n=556


Quality of results


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


Selektiv n=384

Hybrid n=554


Teamwork


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


Selektiv n=384

Hybrid n=551




The difference betweeen all agile groups / “consistently classic“ and the goups “consistently agile“ / “consistently classic“ are significant for each criterion (chi-square-test: p<0,001).





Consistently agile

Hybrid

Selective

Consistently classic project management

Consistently agile

Hybrid

Selective


Consistently agile

Hybrid

Selective


Consistently agile

Hybrid

Selective


Pure play agile users are the most content in most aspect



Evaluation – Practiced Agile Methods (2/2)

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


Selektiv n=384

Hybrid n=551


Efficency


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


Selektiv n=404

Hybrid n=555




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


Selektiv n=382

Hybrid n=550


Transparency

Sehr gut Gut Ausreichend Mangelhaft Keine Erfahrungvery good good not very good poor no experience



Consistently agile

Hybrid

Selective


Consistently agile

Hybrid

Selective


Consistently agile

Hybrid

Selective


The difference betweeen all agile groups / “consistently classic“ and the goups “consistently agile“ / “consistently classic“ are significant for each criterion (chi-

square-test: p<0,001).

Pure play agile users are the most content in most aspect



Company‘s Success – Agile Vs. Classic PM

Success in general correlates with agility (statistically not significant)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Durchgängig agiln=93

Mischformn n=153 Sowohl als auchn=116

Durchgängigklassisch n=84

deutlich weniger erfolgreich als andereUnternehmen der Branche

weniger erfolgreich als andere Unternehmender Branche

ähnlich erfolgreich wie andere Unternehmender Branche

erfolgreicher als andere Unternehmen derBranche

deutlich erfolgreicher als andereUnternehmen der Branche

n=446 (Nur eine Antwort möglich)

less successful than other companies in the industry as successful as other companies in the industry more successful than other companies in the industry significantly more successful than other companies in the industry

Consistently agile n=93

Hybrid n=153

Selective n=116

Consistently classic n=84

(single choice)

The difference betweeen all agile groups / “consistently classic“ and the goups “consistently agile“ / “consistently classic“ are not significant (chi-square-test: p<0,272 respectively p<0,125).

How do you estimate the success of your company over the last three years?

agile classic

PM

significantly less successful than other companies in the industry



Any hints when to use which agile elements

or when to use agile at all?


Complex

Complicated

Focusing On Tasks: Complicated And Complex Challenges

Simple

Far from agreement

Close to agreement

Close to Certainty

Far from Certainty

Requirements

Technology

Chaos

Source: Ralph D. Stacey: Strategic Management And Organisational Dynamics: The Challenge of Complexity


Complicated, Complex?


Focusing On The Single Person/Team: Shu-Ha-Ri

Shu: Follow precisely

Ha: Understand principle. Learn from other master. Integrate.

Ri: Learn from own practice. Adapt and extend.


Business Value – As A Factor To Decide For / Against Agile

How valuable are the incrementals delivered while activities are still running?

t

Value

Actual Delivery (Waterfall)

Agile

BDUF (Waterfall)


Risk – As A Factor To Decide For / Against Agile

How valuable are the incrementals delivered while activities are still running?

t

Risk

Actual Delivery (Waterfall)

BDUF (Waterfall)

Agile


Your Point Of View? – Criteria Agile / Classsical PM

Which criteria do you use?

Which criteria should be used?

Which critieria have

proven to be important?


Factors Supporting Agile

Pro Agile Deficits of BDUF are felt

(Waterfall-Pains) Importance of results Focus on results Highly motivated teams Transparency Product structure supports small increments

(value, breakdown of task to match team size) Team Culture Users willing to participate

Pure Play


Factors Contradicting Agile

Contra Agile Fix Price Culture/system demands precise plans 9-to-5 culture Status is important Part-time task Just ‘one shot’ at a certain date

(no real-life learning possible) Labor law makes subcontracting difficult

if product isn’t defined beforehand Industrialization is regarded desireable

by overall strategy

Hybrid (Cherry Picking)


Reasons For Failure

Have any of your recent agile projects failed? If so, what was the main reason?

Source: Swiss Agile Study 2012 - http://www.swissagilestudy.ch


Situational Parameters Suitable For Agile Methods

internal orientation budget of less than 1 million Euro project team of 5-9 people often to constantly recurring activities only roughly defined budgets results required that are not described in very much detail duration of 3-9 month

In which situation do you consider agile methods particularly suitable?

Source: Status Quo Agile 2014 (answers picked most often and in the in the median)


What could that look like in real life?


User Requirement

Water-Scrum-Fall Is Common

4 Weeks 4 Weeks 4 Weeks

A B

C

A

Functional Specification

A

Realization

B


C


B

Realization

…

….

Rel. X.y

A B

C …

A B C …

Packaging to Releases


User Requirement

4 Weeks 4 Weeks 4 Weeks

A B

C

A


A

Realization

B


C


B

Realization

…

….

Rel. X.y

A B

C …

A B C …

Packaging to Releases

Water-Scrum-Fall Is Common

WATER SCRUM FALL


Agile Techniques For Hybrid Approaches

• Reduce size of deliverables, increase number of deliveries • Real-life testing • Time Boxing • Install product ownership • Check development priorities on a regular basis • Improve estimation methods • Impediment orientation – impediment backlog • Diversity in teams • Daily Scrum • Kanban Boards (overall / team perspective) • Retrospectives • Definition of Done • …


What‘s The Starting Point Of Your Agile Transition?

“Most of our customer‘s are patients that are very sick; they are in severe pain.”

“Just another bandwagon to jump on”

“My senior management won’t have it. But I see the advantages…”

“We’ve got 50 Scrum teams up and running. But we have to change the whole organization fundamentally or we won’t be able to master the challenges of the future”

“We don’t do that kind of stuff: We just talk and use our heads”


What‘s The Starting Point Of Your Agile Transition?

“Most of our customer‘s are patients that are very sick; they are in severe pain.”

“Just another bandwagon to jump on”

“ My senior management won’t have it. But I see the advantages…”

“ We’ve got 50 Scrum teams up and running. But we have to change the whole organization fundamentally or we won’t be able to master the challenges of the future”

“ We don’t do that kind of stuff: We just talk and use our heads”

Every organization, every task has it‘s own story and needs its own approach


More Often Than Not Agile Elements Can Be Included

Situational Parameter (Cultural, Task, Resources…)

Agile

Ele

men

t

Tabl

e: S

ourc

e M

aste

r The

sis

And

reas

Bau

lig




Agile

Ele

men

t

Tabl

e: S

ourc

e M

aste

r The

sis

And

reas

Bau

lig


Tabl

e: S

ourc

e M

aste

r The

sis

And

reas

Bau

lig



Agile

Ele

men

t

For reasons of acceptance and feasibility

it’s often a good idea to create an individual mix of agile

elements to start with.

Sometimes it’s a good idea not to mention “agile” at all!


Simplified Approach Of Agile Transition

There are several possible ways to become “agile”

% of organization


Pure Play - Growth

Hybrid - Growth Mix

BDUF*- Organization

Agile Organization



Procedural Model – To Be Adapted During Realization

Single agile elements Training of single techniques, Coaching, Retrospectives No “agile” wording

Under Cover/

First Steps

Pilots

Roll-Out Selective Use

Agile Journey

Elements like PO, Backlog, Dailies, Visualization Training of Scrum, Kanban, Coaching, Retrospectives

First pilots running in Scrum-/Kanban-mode Training, Coaching, Retrospectives

Roll-out for appropriate tasks Initialization of activities combining several agile teams Training, Coaching, Retrospectives

Training, Coaching, Retrospectives ?????? (Your own agile path)


My Personal Conclusion

http://upload.wikimedia.org/wikipedia/commons/thumb/f/f9/Robby_Naish_a.jpg/1280px-Robby_Naish_a.jpg, abg. 10.11.12

• Hybrid or selective approaches are common

• Every organization, every task has it‘s own story and needs its own approach

• Good News: Many agile elements can be combined and used separately (Cafeteria approach)

• Actively strive for a good fit between the - organization/task and - the right portfolio (and language) of agile elements as a critical success factor


Questions?

Contact: Prof. Dr. Ayelt Komus

[email protected] www.komus.de Mobil: +49-172 6868697 www.twitter.com/AyeltKomus

www.komus.de www.bpmerp.de

www.bpm-labor.de www.bpm-erp-update.de

Thank you for your attention

Scrum – Successful, but not always by the book Empirical ...€¦ · Relevance Of Specific Agile...

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Transcript of Scrum – Successful, but not always by the book Empirical ...€¦ · Relevance Of Specific Agile...