Agility is a path. It is a journey; a journey of continuous improvement. Increasing enterprise agility requires that top-down change management is connected to the bottom-up enthusiasm of Scrum. Ken Schwaber and Gunther Verheyen from Scrum.org started presenting the new "Agility Path" framework in July 2013. It was first presented at the Scrum Day Europe in Amsterdam, Netherlands, and at a SIG event by the VKSI in Karlsruhe, Germany. Agility Path introduces the use of the Scrum framework to manage the change process toward increased agility across the organization, without making Scrum the mandatory process for the entire organization.

1. Agility – it’s a path
Continuous Improvement. Competitive Advantage.
Ken Schwaber & Gunther Verheyen
Scrum.org
July 2013

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1. An enterprise’s ability to take advantage of
opportunities, respond to challenges, and to do so while
controlling risk.
2. To be quick and nimble.
Definition of Agility (n.)

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40.0%
16.6%
12.7%
12.2%
18.5%
Under 25%
Between 25% and 49%
Between 50% and 74%
Between 75% and 99%
100%
“How many development teams in your organization have
implemented Agile practices?”
(Select one)
Base: 205 organizations who are implementing or have implemented Agile
Source: November 2011 Global Agile Software Application Development Online Survey (Forrester)
Almost 20% of
respondents have
adopted Agile at 100%.
68.4% of these are ISVs
and professional services
and 31.6% end user IT
organizations.
Many Organizations Claim To Be Agile

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• Organizations are desperate to be agile.
• Scrum is a foundation for organizational agility.
• Agility can be gained by organizations progressively
refocusing their business functions.
Assertions

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MIN
5
Where are you on the Path to Agility?
Raise your hand if:
• You are agile?
• Becoming Agile?
• Have been told to be Agile and are going to start soon?
• Agile is not in your immediate horizon?
Exercise 3

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• Volatility is likely to remain a constant … it will continue to
roil traditional business and operating models for some
time to come.
• To be competitive, companies must respond quickly and
nimbly to the changing environment ... their ability to
respond to market movements is core to sustainability.
Change Is The Only Constant
Source: The Economist “Organisational agility: how businesses can survive and thrive in turbulent times” (2009)

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Importance of Agility
Source: The Economist “Organisational agility: how businesses can survive and thrive in turbulent times” (2009)

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MIN
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How do you know if your organization is
becoming more agile?
Exercise 2

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• <$1,000
• <$10,000
• <$100,000
• >$100,000
• You don’t know
How much money
has been invested in
agility per person?
• Up
• Down
• Stayed the same
• You don’t know
Has your
organization’s
agility changed?
• <0
• >0
• You don’t know
What has been the
return on this
investment?
In Your Organization’s Agile Initiative:

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What is your approach to becoming
Agile?
Exercise 2

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Bottom-up, From The Trenches

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To Gain Agility
Management
inspects
progress
toward agility
and makes
improvements
and changes.

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Informed Decisions Require Measurements

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• Calculation of weighted metrics
– Foundational Metrics
– Organizational Metrics
• visualizes incremental change of
agility
• Range from low Agility
to high level of Agility
• Accelerates across time
Agility Index Summarizes Progress Toward Agility
TM

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Increase Agility
TM

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Improve Overall Practices That Lead to Agility

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Adapting Practices Should Improve Domain Performance
Enterprise
Value
ProductivityQuality
Scrum
0
1
2
3
4
5
6
7
8
9
Frequency of
releases (months)
stabilization time for
releases (months)
Number of
customers
Time to get a small
change to a…
Number of
customers on…
Maintenance as % of
product…
Customer
satisfaction
Employee
satisfaction
Review 1
Review 2
Review 3

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Continuous Improvement
Competitive Advantage

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Questions
THANK
YOU