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.
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
- 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
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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schedule 11 months agoSold Out!
Agility is imperative to the success of any business looking at successfully competing in today’s rapidly changing environment. Now that Agile is maturing and digital transformation is driving change across enterprises large and small, companies have realized that their best bet for achieving business agility is to take the best of Agile and apply it across the entire organization. However, almost all of us have witnessed the mayhem that comes with adoption of agile, especially in the early phase. In the real world with strict delivery deadlines and low training budgets, teams trying to learn and adopt agile find themselves overwhelmed with new principles, processes and practices, and at the same time struggling to apply these learnings to their day-to-day work.
Now imagine a world, where all these initial hiccups can be addressed by a power-packed technique that minimizes the chaos and maximizes the outcome, by promoting “learning by doing”. Hypersprints is a powerful technique which gives you the maximum bang for your ‘bucks’. This intensive ‘bootcamp’ approach to coaching teams on their Agile journey is a great way to prevent information overload and truly promote being-agile over doing-agile.
Hypersprints, although a new concept, based on several success stories has, in our experience become the guardrails to avoid starting off an agile adoption on the wrong foot. In this talk, we will share our experience of running hypersprints at multiple engagements, and talk at length about what hypersprints are, their applicability, and most importantly why we think organization and teams planning to adopt agile, should give it a second thought.