Agile Innovation Bain Company. When we do, we find some remarkable facts. Agile isnt just one more approach to creative thinking or iterative prototyping. Rather, its a well developed holistic system engineered to overcome more than a dozen common barriers to successful innovation. Its also highly effective. In tens of thousands of software development projects, Agile methods have boosted average success rates to 3. In large, complex projects Agiles success rate jumps to six times that of conventional methods. We also find that more and more companies are now adopting Agile methodologies in other parts of the organization. Functions as diverse as R D, marketing, operations and corporate strategy are tapping Agiles value. Companies in industries as varied as broadcasting, farm equipment manufacturing and winemaking are importing the techniques. Early data from these experiments suggest an equally high success rate, reflecting Agiles systematic and repeatable characteristics. Agile thus offers the prospect of a holistic innovation methodology that many companies can learn and put to workand that will enable those companies to develop and implement new ideas, not just come up with them. To be sure, many questions remain. To answer the question, what is Scrum, here you can find guides, articles, videos and much more to help you learn about Scrum. In which contexts is Agile most useful, and in which is it less relevant What does Agile look like and feel like when it ventures outside of its software based homeAgile methods have boosted success rates of new product development in software. Now they are poised to improve innovation in nearly every function of every business. Dr. Jeff Sutherland is one of the inventors of the Scrum software development process. Together with Ken Schwaber, he created Scrum as a formal process at OOPSLA95. Agile Software Development With Scrum Ken Schwaber Download Youtube' title='Agile Software Development With Scrum Ken Schwaber Download Youtube' />What role should senior executives, who were mostly spectators during ITs transformation, play in such an ambitious undertaking What are the keys to success Lets turn to those questions. How Agile operates. The fundamentals of Agile are simple. Scrum turns 21 and it is not done yet If you ask Ken Schwaber the cocreator of Scrum you will get an interesting perspective. Scrum has been more successful than. In March 2012, I sat the Professional Scrum Master I assessment provided by Scrum. I did not attend any formal training beforehand and relied only on my. Agile Software Development With Scrum Ken Schwaber Download Youtube' title='Agile Software Development With Scrum Ken Schwaber Download Youtube' />To tackle an opportunity, the organization forms and empowers a small, focused, cross functional, self managing team. The teams initiative owner, who typically comes from a business function and divides his or her time between the Agile team and key stakeholders, uses techniques such as design thinking to build a catalog of promising ideas or features. The initiative owner continuously and ruthlessly ranks that list based on the latest estimates of value to customers, financial results and other innovation initiatives. A process facilitator protects the team from distractions and puts its collective intelligence to work. The team then breaks top priority tasks into small modules, decides how much work to take on and how to get it done, and starts building working versions in short cycles known as sprints. The process is transparent to everyone. Team members hold brief daily stand up meetings to review progress and identify impediments. They resolve disagreements with experimental feedback loops rather than through endless debates or appeals to authority. They test small working increments with groups of potential customers. If customers get excited, the increment may be released immediately, even if the boss isnt a fan or others think it needs more bells and whistles. The team then brainstorms ways to improve future cycles and prepares to attack the new top priority. This approach systematically targets common impediments to software projects and other forms of innovation. It frees senior managers from micromanaging, enabling them to spend more time strategizing, removing impediments and increasing cross functional collaboration. It increases customer engagement and satisfaction by improving visibility and adapting to the customers changing priorities. It brings the most valuable products and features to market faster. It minimizes the waste inherent in meetings, repetitive planning, formal documentation, quality defects and low value product features. The process also aims to create team members who are happier, more creative, more committed to success and better trained for advancement, thus reducing employee turnover. Because Agile relies on empirical feedback loops and full transparency, performance metrics are integral to the process. Practitioners regularly monitor changes in metrics such as customer satisfaction, quality, speed and employee engagement, and they have shared data on tens of thousands of projects with third party researchers. According to these studies, more than 9. IT organizations report using Agile methodologies in at least some of their software development, and 4. Agile for the majority of their development teams. Agile users describe an array of specific improvements when they switch to the new techniques see Figure 1. Overall, ratings of return on investment effectiveness are more than five times higher for Agile. Customer satisfaction is higher as well. US government, now require outside contractors to use Agile methods. The spread of Agile innovation. Over time, Agile techniques have migrated to other parts of the business. Perhaps an executive was impressed with the improvements in IT and wanted to find out what was behind them. Perhaps an innovation team learned about the new methods and decided to apply them in its own work. Whatever its genesis, this migration is more widespread than many business leaders realize. Ati Rage 128 Pro Ultra there. In Scrum Alliances recent survey of 4,4. Scrum usersScrum is the most popular form of Agilemore than half of the respondents reported that their organization is using Scrum beyond IT, and nearly a quarter work in those non IT departments. The list includes product development 1. C level executives 1. Success rates outside of IT are comparable with those within IT. IT respondents in this study reported a success rate of 6. IT respondents put it at 5. Eighty seven percent of IT respondents said that Scrum had improved their teams quality of work life 8. IT respondents agreed. Eighty percent of IT respondents said that delivering business value to the customer was one of Scrums benefits most valued by executives 7. IT respondents agreed. Nearly everyone on both sides said they would continue using Scrum. These findings are consistent with our own experience. Having worked with hundreds of Agile teams in a broad range of industries and business functionsand examining more than 3. Innovation, which is best defined as the profitable application of creativity, always aims to do two things design breakthrough solutions to important customer problems and develop those solutions economically. Its about design and development, and it must be tightly integrated and rapidly adapted to the direction and pace of market changes. Thats precisely what Agile does. Three brief examples help to illustrate the typical pathways and benefits of Agiles migration beyond IT. John Deere. A recognized leader in advanced technology in agricultural and construction machines, John Deere created a global technology network of research and development centers staffed with innovators. The centers job Continue to build on the companys legacy of revolutionizing the markets it serves. George Tome came to John Deere in 1. IT group. Tome brought with him a strong background in software development. Later, he became manager of ProgramProject Management in Enterprise Advanced Marketing within Deeres Global Technology Innovation Network, which has responsibility for discovering technologies that could revolutionize the company over the next 5 to 1. But he was growing increasingly frustrated with traditional project management approaches, so he began experimenting with Agile principles under the covers, as he put it to us. From 2. 01. 0 to 2. Deeres IT department moved aggressively to shift more than 8. Agile teams, the culture of the organization opened up to broader expansion of the concepts. With support from Jason Brantley, director of Enterprise Advanced Marketing, Tome and two colleagues attended Agile training classes. The only problem was that all of the terminology and examples came from software, and they were complete gibberish to Tomes colleagues. Jeff Sutherland Wikipedia. Dr. Jeff Sutherland is one of the inventors of the Scrumsoftware development process. Together with Ken Schwaber, he created Scrum as a formal process at OOPSLA9. Sutherland helped to write the Agile Manifesto in 2. He is the writer of The Scrum Guide. Military careereditSutherland is a Graduate of the United States Military Academy, a Top Gun of his USAF RF 4. C Aircraft Commander classcitation needed. He flew more than one hundred missions over North Vietnamcitation needed. After 1. 1 years in the military he became a doctor at the University of Colorado School of Medicinecitation needed. Here he got involved in data collection and IT systems development. IT careereditNews. PageeditIn conjunction with Yosi Amram, Sutherland developed News. Page at Individual. The news engine used a lexical parsing system. Scrum developmenteditScrum is a framework for enabling business agility at scale across an entire organization. Well known for its application to software development, it is now used in other domains at GE, 3. M, Toyota, Mearsk, British Petroleum, Tesla, and other leading companies. A meeting which was strongly influenced by the founders of Scrum created the Agile Manifesto. Sutherland is quoted as saying the systems development process is an unpredictable and complicated process that can only roughly be described as an overall progression. The agile approach was developed by Sutherland, John Scumniotales and Jeff Mc. Kenna while at Easel Corporation. The principle was based on a 1. Hirotaka Takeuchi and Ikujiro Nonaka in the Harvard Business Review,5 and incorporates practices from a draft study published in Dr. Dobbs Journal. 6 It involves 3. The name Scrum was chosen in reference to the rugby scrummage,7 as the system involves a cross functional team who huddle together to create a prioritized list. Scrum has been used by several major corporations. Sutherland has claimed that distributed teams coached to use the system can make large productivity increases against the industry average. Scrum principleeditScrum involves a cross functional team creating a list to work on. The team consists of three roles, the Product Owner, the Team and the Scrummaster, who each have specific tasks. The team then work through three phases pre sprint planning, the sprint and then a post sprint meeting. The group has daily meetings and keeps a Product Backlog. In contributing to the book The Secrets of Happy Families, Sutherland modified the Agile approach to family interactions. Sutherland has been quoted as saying the three distinguishing factors between Scrum teams and normal teams are self management, continuity of team membership, and dedication to a single project. Clarification of user needs is an essential component. Sutherland said no coding should occur while user needs were in doubt, and is quoted as saying It is better for the developers to be surfing than writing code that wont be needed. Sutherland has also been quoted as saying that Scrum should run with software architecture. PresentationseditIn 1. Sutherland and Schwaber jointly presented a paper describing the Scrum methodology at the Business Object Design and Implementation Workshop held as part of Object Oriented Programming, Systems, Languages Applications 9. OOPSLA 9. 5 in Austin, Texas, its first public presentation. CriticismseditIn the book Lean Agile Software Development Achieving Enterprise Agility, it was noted that the Scrum system as originally developed by Sutherland, had testing and engineering components which were removed to make the system easier. This decision was criticized, as without them the quality of your code will degrade, and future change becomes more difficult. CurrenteditHe is currently a chief executive officer of Scrum, Inc in Boston, Massachusetts and Senior Advisor to Open. View Venture Partners. ReferenceseditSchwaber, Ken 2. Agile Project Management with Scrum. OReilly Media, Inc. ISBN 9. 78. 07. 35. Scrum The Art of Doing Twice the Work in Half the TimePham, Andrew Thu 2. Business Driven IT Wide Agile Scrum and Kanban Lean Implementation An Action Guide for Business and IT Leaders. CRC Press. ISBN 9. Zelkowitz, Marvin 2. History of Computers, Electronic Commerce. Advances in Computers Emerging Technologies. Sims, Peter 2. 01. Little Bets How breakthrough ideas emerge from small discoveries. Random House. p.  8. ISBN 9. 78. 14. 09. Coplien, James O. Lean Architecture for Agile Software Development. John Wiley Sons. ISBN 9. Armour, Phillip G. The Laws of Software Process A New Model for the Production and Management of Software. CRC Press. p.  1. ISBN 9. 78. 02. 03. Mc. Quarrie, Gray 2. Change Your Dam Thinking. Bound Publishing. ISBN 9. 78. 09. 86. Larman, Craig 2. Scaling Lean Agile Development Thinking and Organizational Tools for Large Scale Scrum. Pearson Education. ISBN 9. 78. 03. 21. Woodward, Elizabeth 2. A Practical Guide to Distributed Scrum. Pearson Education. ISBN 9. 78. 01. 37. Rico, David F. 2. Effects of Agile Methods on Website Quality for Electronic Commerce. Pro. Quest. ISBN 9. Kroll, Per 2. 00. Agility and Discipline Made Easy Practices from Open. UP and RUP. Pearson Education. ISBN 9. 78. 01. 32. Parrish, Shane 9 December 2. The secrets of happy families. The Week. Retrieved 1. December 2. 01. 3. Viscardi, Stacia 2. The Professional Scrum. Masters Handbook. Packt Publishing Ltd. ISBN 9. 78. 18. 49. Alan Shalloway Guy Beaver James R. Trott 2. 00. 9. Lean Agile Software Development Achieving Enterprise Agility. Pearson Education. ISBN 9. 78. 03. 21. External linksedit.