Traditionally when you delivered a Product on-time and under budget, it was a cause for celebration. It’s a success, right? Job well done! Unfortunately, organizations have learned the hard way that if the Product isn’t useful, then the on-time and under budget effort can be a costly failure. That’s why we see the widespread adoption of Agile and Product approaches across industries and sectors. Enterprise Agile offers the promise and potential of designing and delivering the right Products more reliably and efficiently, but how do you optimize your Agile transformation and ensure that you are delivering optimal value?
xScion’s Agile expert Reid Lowery and Chief Transformation Officer, Mason Chaudhry explore this topic over a series of on demand conversations that provide a framework for helping you answer the following questions:
- Are our investments in Agile and Product transformation delivering value?
- What does value mean in your organization?
- Does value have different meanings at different levels of your organization?
- How do you optimize your Agile transformation and delivery of value?
- How do you measure success while you are on your Agile transformation journey?
The foundation for these conversations is an understanding of the core elements of delivering value and what it means to deliver value for your organization’s Teams, Programs and Portfolios.
Teams: Deliver Working Software
Teams deliver value by developing and releasing working software. They can improve the business value they deliver by pursuing a zero-defect delivery goal. Industry averages indicate a quality rework rate of 23-25%, meaning approximately one in every four software deliveries must be reworked to correct defects. Minimizing the resources spent reworking defective output increases your business value by reducing costs.
Programs: Deliver Working Features
The Program level is where multiple Projects and Teams are pulled together to deliver features. At the Program level, business value is optimized by integrating features, so that they work smoothly together and don’t compound anything that’s hidden in your legacy technology or code.
Portfolio: Deliver Products to End-Users
The Portfolio level is where Executives oversee the strategic direction of the Agile organization and guide multiple Programs in pursuit of the organization’s business strategy. From the Portfolio level, Products are delivered to the market or end users. Executives are concerned with ensuring that the Products they chartered and funded are being used and that the designed value is being fully realized.
Understanding and Optimizing Value
Understanding how the Agile enterprise is organized at a high-level and how value is understood and delivered at the different levels provides a starting point for deeper exploration of value and what it means to your organization. In the on-demand webinar, Realizing Value in an Agile Transformation, Mason and Reid use the enterprise Agile framework presented above to examine the reality behind common Agile assumptions, organizational approaches to scaling Agile throughout an enterprise and measuring the value of products designed for internal end users.
For even more tips, watch Optimizing Your Agile Transformation and Measuring Success in an Agile Transformation for insights into overcoming challenges in scaling Agile and getting the most out of your transformation efforts.