Agile Fluency™ ModelJerry Rajamoney

Agile Tour Bangkok 2016

Agile Fluency™ is a trademark of Diana Larsen and James Shore

Creators of Agile Fluency™ ModelDiana Larsen

• Co-authored Agile Retrospectives: Making Good Teams Great

• In collaboration with James Shore, D iana deve loped the Ag i le Fluency™ Model

James Shore • http://www.jamesshore.com • Co-authored The Art of Agile

Development

Sincere Thanks toAdam Light • for reviewing and providing valuable feedback

Reference • http://www.agilefluency.org/ • http://martinfowler.com/articles/agileFluency.html

About meJerry Rajamoney • Live in Bangalore, India • Works as Agile Coach in

https://in.linkedin.com/in/jerryrajamoney

Agile Fluency™ Model – What?

Why?Why Agile Fluency Model?

AdvantagePromotes Improvement • Each new star illuminates new

benefits

Positive • Every investment in fluency

holds value

Inclusive • Any and all methods get up

there

Focus on Fluency, Not Maturity• Fluency is being able to do something successfully under stress,

naturally • Routine, Smooth, Skillful ease • What you do automatically without thinking • Comes from an Investment in learning • Its like • How fluent are you in speaking a new language?

Zone Summary• Start with… Building Code

• Focus on Value

• Deliver Value

• Optimize Value

• Optimize for Systems

An Investment & Journey• Stars aren’t maturity

• Think of “bus zones”

• The further you travel, the more it costs

• No point in going where you don’t want to

• Pick the stop that suits your organization

The BeginningStart – Building Code

• To get to the next stop requires a Team Culture Shift

Teams Focus on Value• Teams fluent at the one-star level focus on creating business value • Scrum and Kanban are examples of Agile methods used by one-star

teams • In addition to user stories, techniques in common use include

backlogs, retrospectives, and iterations, Sprints, or Kanban boards

• To get to the next stop requires a Team Skills shift

Benefit Greater visibility into teams’ work; ability to redirect.

Investment Team development and work process design.

Core Metric Team regularly reports progress from a business value perspective.

Teams Deliver Value• Teams fluent at the two-star level not only focus on business

value, they realize that value by shipping on the market’s cadence • Extreme Programming is an Agile method commonly used by two-

star teams. It’s often combined with Scrum or Kanban • Useful techniques include continuous integration, test-driven

development, pair programming, and collective ownership

• To get to the next stop requires a Organizational Structure shift

Benefit Low defects and high productivity.

Investment Lowered productivity during technical skill development.

Core Metric Team ships on market cadence.

Teams Optimize Value• Three-star teams deliver the most value possible for your investment.

They understand what the market wants, what your business needs, and how to meet those needs • The ideas from Lean Software Development, Agile chartering,

embedded product management teams, customer discovery, and adaptive planning are all examples of techniques used by three-star teams.

• To get to the next stop requires a Organizational Culture shift

Benefit Higher value deliveries and better product decisions.

Investment Social capital expended on incorporating business expertise into team.

Core Metric Team provides concrete business metrics.

Teams Optimize for Systems• Four-star teams contribute to enterprise-wide success. Team

members understand organizational priorities and business direction • Four-star teams adapt ideas from advanced management theories

and innovative product development methods. • Techniques include Agile portfolio management, systems thinking,

value stream analysis, whole system planning and radical self-organization.Benefit Alignment with organizational goals; synergistic effects

Investment Significant effort in establishing organizational culture; inventing new practices.

Core Metric Team reports how its actions impact the overall organization

SummaryStage Benefit Investment Core Metric Time to

achieveAchievement Rate

Greater visibility into teams’ work; ability to redirect.

Team development and work process design.

Team regularly reports progress from a business value perspective.

2 - 6 months 45%

Low defects and high productivity.

Lowered productivity during technical skill development.

Team ships on market cadence. 3 - 24 months 35%

Higher value deliveries and better product decisions.

Social capital expended on incorporating business expertise into team.

Team provides concrete business metrics.

1 - 5 years 5%

Alignment with organizational goals; synergistic effects.

Significant effort in establishing organizational culture; inventing new practices.

Team reports how its actions impact the overall organization.

unknown very few

Agile Fluency™ Model – How?

Agile Fluency Diagnostic Tool• The Agile Fluency DiagnosticTM Instrument comprises of 21

questions • Licensed facilitators use the questionnaire as part of an team-

based interview • Individuals first complete the questionnaire on their own and

then participate in a facilitated discussion • A team’s self-rating at any given level of Agile Fluency

combines aggregated individual responses with the composite (Team) response

1 Star Stage - Example

Your Team exhibits many of the characteristic behaviors of a “Focus on Value” team but did not rate the Core Metric as 5/Always.

Model “Focus on Value” Team

Core Metric: “On a regular cadence, in product reviews or project demos or other formats, the team reports what it’s working on, tells how it’s progressing from a business value perspective, and receives feedback for improving product quality from business representatives.”

Legend

Recap• One Star Stage [ ]

• Teams learn to work together to focus on creating business value rather than merely f in ish ing technical tasks

• This star reflects Agile fundamentals

• Two Star Stage [ ] • Teams to invest in learning a wide

array of development skills • This star reflects Agile sustainability

Recap• Three Star Stage [ ]

• Teams that dances and turns in response to changing market conditions, and collectively takes responsibility for building the best product

• Represents the promise of Agile

• Fourth Star Stage [ ] • Teams collaborate with other

teams to optimize the value p r o d u c e d b y t h e i r w h o l e organization

• Represents Agile’s future

Recap• All these levels provide benefits,

and every level is the right level for some team

• Often • T h r e e s t a r s s u i t s m a l l

organizations • Two stars suit large organizations

• Practice everything needed to achieve that level right from the beginning

All Credit & Thanks to• Creators

• Diana Larsen • James Shore

• Reviewer • Adam Light

• Reference(s): • http://www.agilefluency.org/ • http://martinfowler.com/articles/

agileFluency.html

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