Was it Worth It? Measuring the Success of an Agility Project in Business Terms

Transforming a company that is working in "traditional" methodologies to "Agile" is expensive: management attention, overcoming change resistance, cost of consultants and time spent on re-education and training. Is it worth it? Measuring success in business terms is hard but may be crucial in management buy-in into executing an Agility project.

How will it improve the bottom lines? Can we expect more lines of code to be written by less developers? Can the success of an Agility project be somehow quantified?

This session looks at statistics gathered in my company - R&D, QA, Support, HR and Sales have all contributed their KPI graphs - to try and answer this question. I'll be presenting some enlightening graphs of before and after a major Agility project that covered many aspects of the company operations. Trying to explain the change both in qualitative AND in quantitative measures. Hopefully, making a clear business case for going Agile.

 

 
1 favorite thumb_down thumb_up 1 comment visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

  • Executive motivations in an Agility project
  • Short overview of the Agile path taken in Videobet/Playtech
  • Looking at statistics gathered in R&D, QA, Support, HR and Sales
  • Making the business case for Agility

 

Learning Outcome

Serve as an example for an executive level Agility project retrospective.

Can be used as a tool in management buy-in for a company-wide Agility project.

 

 

Target Audience

Executive managers, operations managers, Agile coaches

schedule Submitted 2 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Yuval Yeret
    By Yuval Yeret  ~  2 years ago
    reply Reply

    Ethan,

    Is this a talk you already gave? Can you at least share some of the statistics with the program team so we can have a better idea ?

    Thanks,

    Yuval