Are we there yet?

Are we There Yet? – When Does an Agile Transformation Hit Critical Mass?

Overview buy periactin online without prescription, order lioresal. “Donkey: Are we there yet? Shrek: No Donkey: Are we

Overview

buy periactin online without prescription, order lioresal. “Donkey: Are we there yet?
Shrek: No
Donkey: Are we there yet?
Fiona: No, not yet!
Donkey: Are we there yet?
Shrek: Yes!
Donkey: Really?
Shrek: No!!!!”
From Shrek-The Movie

Measuring an agile transformation effort is what we are looking at today. Several important questions present themselves about measures: What to measure? How to Measure? When to measure? Who to report it to? All good questions to help us determine two crucial things:

  • Are we there yet?
  • Are we sustaining the effort?

So here are some Tips and Tricks to picking the right metrics to provideAi??management and record the journey and the capability of sustainability. We can help define this journey by determining when you hit the ai???Critical Massai??? that is, when the transformation starts clicking over on its own.

To define the critical mass, I think there are three valuable metrics:

  • Conversion Rate
  • Hygien
  • Customer Satisfaction

These three metrics help us understand are we there yet, if weai??i??ve reached critical mass and if we are delivering value to the business customer.

What is Critical Mass?

At a point in time, your transformation all of a sudden takes on a life of its own, and the transformation is suddenly less of an uphill trudge and more of an enjoyable experience. What happens is that you reach a ai???Critical Massai??? in conversion. There are more staff educated and using agile techniques than are not.

I borrow the term ai???Critical Massai??? from nuclear technology to represent the phase a nuclear reactor achieves when a just enough sufficient amount of nuclear fissile material is brought together and a chain reaction (the giving off of electrons) takes place within the fissile material. This reaction is then controlled using graphite rods to keep the reaction going at a controlled pace.

Like the nuclear reaction, there is a point in the transformation where we achieve critical mass and we have enough going on that we find the effort is easier than before.

  • Enough staff are educated on agile methods
  • Enough staff are working on agile teams producing valuable software for their customers
  • Enough of the leadership on both the technology and business branches see the value of what we are doing.

Measure the Results of the Transformation

The Conversion Metrics

So we are faced with determining how many and when with regard to the staff in our organization.Ai??How do we track their agile journey? Some simple metrics help.

Letai??i??s track two simple metrics:

  • Their participation in agile training
  • Their participation on agile team(s)

Topography - MeasurementThese two simple metrics can be tracked in an inventory of all staff in a division or Information Management department. This gives us the view of how much of the IT unit we have converted. At some point when a minority to majority are converted, that Critical Mass event will take place. Iai??i??ve seen it happen as early as 25% conversion and in some very slow organizations as late as 75% conversion. When the event takes place has much to do with the prevailing culture of the organization. Culture and its effect on your agile transformation is a whole different conversation for another time.

FYI, don’t forget to include training management and leadership and recording their compliance too!

Hygiene metrics

When launchingAi??new agile teams, we need to be able to determine at some point after they are separated from coaching and mentoring whether or not they areAi??practicing good hygiene regarding the use of the ceremonies, practices, principles and tools.

This can be as simple as the practice of doing self-assessment surveys at regular intervals. I like the idea of once a quarter self-assessment that list three point of view: the team as individuals, the Scrum Master and the Mentor or coach ai??i?? optionally the Product Owner may also have a separate opportunity to vote on the same categories.

Categories are simple:

  • The Agile Ceremonies
  • Practices
  • Tool Usage

A simple 1 ai??i?? 5 scale works and a spreadsheet tool is very commonly used. Results are often mapped as spider diagrams like the one below. You define questions around the usage of agile practices and tools and then ask the team to take the survey. Compile the results and publish them for use in a retrospective.

Team Maturity Assessment

Figure 1. Team Maturity Assessment

Don’t forget converting Leadership as a measure of success!

Customer Satisfaction

Are we delivering Valuable Working Software? Measures for valuable software in the customerai??i??s hands could be:

  • Quality
  • What the customer needs
  • Delivered on a timely basis

Doing a customer satisfaction survey to get a baseline, then again measuring quarterly how are we doing? And sharing it with the team is important. Focus groups with the business customer that include all the team is also useful.

And of Course – Budget for and Measure Against a Plan

DO NOT LOSE SIGHT OF DOCUMENTING PROGRESS AGAINST A BUDGET AND A PLAN. These are expensive programs. They are also not easy to accomplish. So like all good agile work, create a vision and translate that into a rolling quarter roadmap. Break the roadmap down into adoptable features and lay them out in the roadmap. Develop a release plan per quarter just prior to that quarter and execute against that plan. Some key components of this:

        • Make sure you have a plan
        • Make sure you document results against the progress (or lack of) against the plan
        • Be prepared to chuck and re-write the plan

The same applies to budgets ai??i?? by making work visible and measuring your accomplishments against them, it will be a lot easier to get budgets approved so you can move forward with the work.

FYI a great Project Management technique I found when things go wrong (notice I said WHEN not if) Be the first to note you screwed something up, then quickly move forward to figuring out how to fix it. It takes the focus off the finger pointing and the blame game and moves you into define the problem domain in an us against the problem mode.

I hope this has been informative. Stay tuned for the next article in our series that will address the potential landmines and pitfallsAi??to watch out when implementing a large scale agile transformation.

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