Agile is a "State of Mind," and agility within and of itself is a strategy.
Agility is not only the ability to create the change, but also the capability to adapt to the changes. Within an IT, organizational agility should be defined as the speed in which the organization can enable the enterprise's goals and objectives as IT strategy is an integral element of business strategy. Agile is a culture as well! It is important to recognize that moving to Agile may require a significant culture change that affects the entire business. It certainly is NOT just a "development thing.”
- Three Aspects of Agility Measurement: Nowadays, “VUCA” (Velocity, Uncertainty, Complexity, and Ambiguity) are the new characteristics of the digital business, and the speed of change is accelerating. Therefore, agility - the business ability to sense, response, and take actions to changes, is a strategic imperative for companies’ surviving and thriving. But if you can only manage what you measure, how to measure business agility in order to continue building and improving business change capability and maturity?
- Agile Measurement Many organizations are shifting from Waterfall to Agile mode. Agile does not take less discipline but needs more engineering and management discipline. Given that business initiatives are unique endeavors, it would take a substantial number of projects using comparably skilled resources and different approaches to having unbiased metrics concerning alternative approaches. As Drucker wisely pointed out," you can only manage what you measure." But how to measure Agile success effectively?
- What are the Agile Metrics for Senior Management Agile is not only the methodology to manage software projects, but also a philosophy to run a digital organization. More and more senior executives or cross-functional group leaders intend to learn more about Agile, besides major agile principles, what’re the significant details they would like to know? What kind of agile metrics the development team should track, that can be presented to leadership and has been a value add. Also, keep in mind, such tracking is not pressurizing the development team negatively, but for improving project success rate.
- How to Measure the Maturity of Organizational Agility: Many forward-looking organizations are moving from doing Agile to being agile if we can only manage what we measure, how to measure the maturity of organizational agility? The measuring needs to go beyond agile, because "agility" is a philosophy of managing complexity and unpredictability through empiricism. How do you measure a philosophy?
- Three Aspects to Measure Organizational Maturity: Organizations today are over-complex and hyper-competitive, management continues to keep the business running, but the lack of insight on how well their organization is doing for the long term. Is it functioning well or dysfunctional? Which management metrics shall you apply to measure organizational overall health and maturity? Who and what tools are being applied to measure if an organization is healthy or sick? Proactive or reactive? Intelligent or dumb? Customer-centric or operational driven?
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