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Journey to Enterprise Agility

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EXPLORING AGILE DOING AGILE BEING AGILE ENTERPRISE AGILITY AGILE TRANSFORMATION JOURNEY How Mature Is Your Agile Program? Isolated experimentation with Agile, largely self-taught. Minimal involvement from organizational leaders, with top-down decision-making. People are organized by projects and report to their various functional managers. Portfolio and Program using traditional PPM practices. Traditional funding model based on project scope, schedule, and cost. Long lived branching and mostly manual regression testing. Exploring engineering best practices. Release frequency and quality are constrained by internal capability. Traditional planning tools adapted for Agile needs. Scrum and/or Kanban practices consistently applied at the team-level. Teams collaborate cross-functionally and are learning to self-manage. Organizational leaders learning about Agile. Decisions mostly centralized with some team autonomy. People are organized into stable teams, but still report to traditional functions. Experimenting with Agile practices at the program level , with portfolio management still managed via traditional methods. Teams practicing TDD and/or BDD and have implemented source control and continuous integration. Some test automation. Releases are cadenced to at least quarterly, with a noticeable increase in quality. Team-level Agile planning tool implemented. Integrations and/or duplication of entry required for planning and coordination across teams and for program-level reporting. DevOps tool integration is incomplete. Agile transformation is a top priority for the organization. Functions beyond software development (business, operations, and more) adopt Agile practices. Organizational leaders embrace Agile principles, lead the transformation, and empower decentralized decision-making. Teams are autonomous. Teams of teams are organized around value streams and include everyone required to deliver value at the program level. Some Lean-Agile portfolio management practices have been implemented. Continuous Integration extended to the program-level. Automated acceptance and regression testing address the aggregated work of teams of teams. Cadenced releases can occur frequently. Off-cadence releases are possible but require advance notice and manual preparation – especially with large programs. Agile tool used to enable coordination of team, program and portfolio-level planning and tracking, with strong reporting at each level. DevOps pipeline orchestration tooling in use, although with limited upstream visibility beyond development. Agile practices permeate all levels and functions of the organization. Holistic adoption of an Enterprise Agile Framework. Focus on delivering business value. Organizational leaders adopt a lean-thinking mindset and foster an environment for continuous improvement and experimentation. Lean portfolios are aligned with enterprise strategy and customer needs. Lean-Agile principles and practices are consistently applied at all levels of planning, execution, and solution delivery. Adaptive funding model based on value streams and business outcomes. DevOps automation enables the continuous flow of value through the value stream. Ability to address bottlenecks in the delivery pipeline. Code is constantly in a production environment with Feature toggles allowing release on demand. The organization can quickly release value to meet the market needs. End-to-end Agile tool configured according to the organization's unique structure and chosen framework. It unifies planning and DevOps tooling, enables Value Stream Management, and provides visibility into the flow of value, from idea to delivery. Agile Adoption Leadership Organizational Management Technical Practices Value Delivery Tools www.digital.ai © 2020 Digital.ai is a trademark of Digital.ai Software Inc. MATURITY ATTRIBUTES

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