Microstructures are the way you organize all your routine interactions. They guide and control how groups work together. They shape your conversations and meetings. The five most commonly used microstructures are presentations, open discussions, managed discussions, status reports, and brainstorming sessions.
What elements define design of Microstructures and how Liberating Structures?
A structuring invitation (listen to me);
How the space is arranged and what materials are needed (rows or U facing presenter, screen, projector and PPT slides);
How participation is distributed (nearly 100% of total time for presenter);
How groups are configured (one group, one presenter); and,
A sequence of steps and time allocation (presentation for most of time; possibly Q&A for balance of time).
Liberating Structures are designed with variations on these five structural elements. There are total 33.
What are Liberating Structures?
Liberating Structures are easy-to-learn microstructures that enhance relational coordination and trust. They quickly foster lively participation in groups of any size, making it possible to truly include and unleash everyone. Liberating Structures are a disruptive innovation that can replace more controlling or constraining approaches.
Here are key takeaways from 14th Annual State of Agile Report. We have attached the copy and direct link to download. What do you think about this report? Please comment. Bookmark this page for direct access to more reports from Industry.
How many teams uses Agile in an organization?
5% None of our teams are Agile
18% All of our teams are Agile
33% More than 1/2 of our teams are Agile
44% Less than 1/2 of our teams are Agile
Which areas adopt Agile in an organization?
37% Software Development
26% IT
12% Operations
7% Marketing
6% HR
5% Sales / Sales Op
What are top reasons for adopting agile?
How does Agile Maturity looks in an Organization?
What are benefits of Agile?
ABILITY TO MANAGE CHANGING PRIORITIES 70%
PROJECT VISIBILITY 65%
BUSINESS/IT ALIGNMENT 65%
DELIVERY SPEED/TIME TO MARKET 60%
TEAM MORALE 59%
INCREASED TEAM PRODUCTIVITY 58%
PROJECT RISK REDUCTION 51%
PROJECT PREDICTABILITY 50%
SOFTWARE QUALITY 46%
ENGINEERING DISCIPLINE 44%
MANAGING DISTRIBUTED TEAMS 41%
SOFTWARE MAINTAINABILITY 35%
PROJECT COST REDUCTION 26%
What are various practices of Agile which organizations employ?
DAILY STANDUP 85%
RETROSPECTIVES 81%
SPRINT/ITERATION PLANNING 79%
SPRINT/ITERATION REVIEW 77%
SHORT ITERATIONS 64%
KANBAN 63%
PLANNING POKER/TEAM ESTIMATION 60%
DEDICATED CUSTOMER/PRODUCT OWNER 54%
RELEASE PLANNING 51%
SINGLE TEAM (INTEGRATED DEV AND TEST) 51%
PRODUCT ROADMAPPING 49%
FREQUENT RELEASES 48%
COMMON WORK AREA 42%
STORY MAPPING 37%
AGILE PORTFOLIO PLANNING 33%
AGILE/LEAN UX 24%
What are various engineering practices which organizations employ?
UNIT TESTING 67%
CODING STANDARDS 58%
CONTINUOUS INTEGRATION 55%
REFACTORING 43%
CONTINUOUS DELIVERY 41%
AUTOMATED ACCEPTANCE TESTING 36%
CONTINUOUS DEPLOYMENT 36%
PAIR PROGRAMMING 31%
TEST-DRIVEN DEVELOPMENT 30%
COLLECTIVE CODE OWNERSHIP 29%
SUSTAINABLE PACE 23%
BEHAVIOR-DRIVEN DEVELOPMENT (BDD) 19%
EMERGENT DESIGN 13%
How success is measured in Agile Transformations and Agile Projects here?
What are different challenges which organizations face while adopting and scaling agile?
GENERAL ORGANIZATION RESISTANCE TO CHANGE 48%
NOT ENOUGH LEADERSHIP PARTICIPATION 46%
INCONSISTENT PROCESSES AND PRACTICES ACROSS TEAMS 45%
ORGANIZATIONAL CULTURE AT ODDS WITH AGILE VALUES 44%
INADEQUATE MANAGEMENT SUPPORT AND SPONSORSHIP 43%
LACK OF SKILLS / EXPERIENCE WITH AGILE METHODS 41%
INSUFFICIENT TRAINING AND EDUCATION 39%
LACK OF BUSINESS / CUSTOMER / PRODUCT OWNER AVAILABILITY 36%
PERVASIVENESS OF TRADITIONAL DEVELOPMENT METHODS 30%
FRAGMENTED TOOLING AND PROJECT-RELATED DATA / MEASUREMENTS 29%
MINIMAL COLLABORATION AND KNOWLEDGE SHARING 22%
REGULATORY COMPLIANCE OR GOVERNMENT ISSUE 16%
What are different tools in market for Agile?
Which capabilities would be most valuable for improving DevOps practices?
39% Ability to measure the cycle time, wait time, and bottlenecks in the flow of value to the business through delivery cycle
34% End-to-end traceability from business initiative through development, test, and deployment
34% Identification and measurement of technical risk prior to deployment
28% Automated audit, compliance, and governance reporting across control points
What value stream management adoption?
Value Stream Management (VSM) is a combination of people, process, and technology that maps, optimizes, visualizes, measures, and governs business value flow (in the form of epics, stories, work items) through heterogeneous enterprise software delivery pipelines from idea through development and into production. 78% of the respondents said that their organizations have interest in VSM, are planning to implement VSM, or are currently in some stage of VSM implementation.
Disclaimer: Neither Agileance Org nor the contributors to this post claim the ownership or validity of the content. All rights reserved by the content owner.
Scrum Alliance and Business Agility Institute have collaborated on the first-ever State of Agile Coaching Report. We have attached the copy and direct link to download. What do you think about this report? Please comment. Bookmark this page for direct access to more reports from Industry.
Here are the key take aways!
About Respondents:
The vast majority of people who consider themselves agile coaches do not hold master-level agile or coaching certifications.
Coaches with the same experience and certifications can expect to make less at companies new to agile than they can at companies who are further along on their agile journey.
Experienced coaches and those holding master-level certifications are most often contract hires or consultants rather than full-time employees.
Most agile coaches invest in a lifelong learning journey
Clients select coaches based on their experience and reputation, as well as for their ability to provide specific services, such as agile coaching and agile transformation.
Agile coaches make an impact by helping organizations improve in 5 areas:
Agility across the organization
Communication, collaboration, and transparency
Delivery, speed, and quality
Individual, team, and organizational metrics
Management mindset
An agile coach’s success is often measured based on the performance of those they coached rather than by specific coaching metrics.
What is value of an Agile Coach? (Most commonly mentioned to least mentioned)
Disclaimer: Neither Agileance Org nor the contributors to this post claim the ownership or validity of the content. All rights reserved by the content owner.
