Measuring Continuous Improvement when popular maturity models and metrics can’t help

According to Peter Drucker, “If you can’t measure it, you can’t improve it.” This is very true for organizations and teams adopting continuous improvement mindset on their journey toward being agile. Teams are either inspired, convinced, asked or mandated to become ‘Agile’ to reap the many benefits that Agile brings along and be more successful in the process of delivering valuable software. As an organization assesses its progress toward becoming Agile, it needs a well-understood and insightful metric for its success. Although it is easier said than done as often times we witness teams jumping on the Agile bandwagon to be more successful without knowing how to measure success. And if teams knew their measures of success, in most cases, the team’s ways of working, existing value stream and inability of tools and metrics to provide accurate data make it difficult for teams to track and measure improvement toward adopting agile mindset.

This case study is a first hand experience report on how world’s largest foodservice distributor started the enterprise-wide journey to become a more Agile organization, the challenges faced with measuring the transformation success, and the introduction of Continuous Learning Maturity Model (CLMM). From the perspective of an agile transformation coach tasked to assist and enable the teams to be more agile, this case study will give an overview of CLMM and highlight what worked well, what didn’t, and how this model along with other key practices proved to be a silver bullet.

This case study, referring to real life on-site experience at the aforementioned multinational organization, will share insights on when and why popular Agile maturity models are incapable of measuring success of agile adoption, what to do in such situation and why putting continuous improvement as the fulcrum of agile transformation pays off well both in terms of adoption and sustainability.

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Outline/structure of the Session

  • The rise and fall of Agile maturity models
  • What is CLMM
  • Measuring Continuous Improvement through CLMM
  • What works best for CLMM
  • Why, when and how to use CLMM
  • Road ahead for measuring Agile maturity

Learning Outcome

  • Understanding things that make measuring Agile transformation painful and how simple practices focussed toward continuous improvement can take some of the pain away
  • Understanding the merits of using CLMM over other popular agile maturity models
  • Understanding Agile transformation is a journey and not a destination

Target Audience

Agile practitioners, Agile Coaches, Iteration Managers/Scrum Masters and Leaders who want to implement, track, measure and succeed with Agile adoption

schedule Submitted 11 months ago

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  • Ravi Kumar
    By Ravi Kumar  ~  10 months ago
    reply Reply

    Hi Vinit,

    +1 to comments from Prasad.

    I appreciate you guys taking the effort of putting together this proposal but it's incomplete without links to some of the videos of the past presentations. Suggest you to update the proposal and revert with a draft version of the presentation.





    • Vinit Hansdah
      By Vinit Hansdah  ~  10 months ago
      reply Reply

      Thanks Ravi,

      Will be updating the proposal soon.

      Awaiting client approvals, once that is done we'll provide more details and links. If not, we'll mask client identity and update the proposal.


  • Prasad
    By Prasad  ~  11 months ago
    reply Reply

    Thank you guys for the proposal.. the only  way this he proposal could make valuable to community is to show and tell the impact/outcome of so called maturity model in a client context 

    • Vinit Hansdah
      By Vinit Hansdah  ~  11 months ago
      reply Reply

      Thanks for the feedback. Yes, we totally agree with you and hence this is structured as a case study based on successful execution of the proposed model in a client context and provides valuable insight on the actual outcome and learnings. Client feedback and testimonials are also incorporated in the case study that will be really useful for the larger community and may even be a potential practice/model that can be easily adopted.

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