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1、EXECUTIVE SUMMARYOver 40,000 Agile executives,practitioners,and consultants have participated in the State of Agile survey since its inception.The 14th annual State of Agile survey provides insights into the application of Agile across different areas of the enterprise and about Value Stream Managem
2、ent.As you go through the results,you might find some familiar trends and discover some noteworthy changes from the previous years survey.Read on and dive deep inside the numbers to uncover some interesting correlations.TheCULTURE IS STILL A THINGThe highest-ranked challenges to adopting and scaling
3、 Agile continue to be related to organizational culture.General organizational resistance to change,inadequate management support and sponsorship,and organizational culture at odds with Agile values remain in the top 5 challenges.A new choice this year,not enough leadership participation,also ranked
4、 in the top 5.WHATS TRENDINGSCRUM AND SAFE REIGN SUPREMEScrum is the most widely-practiced Agile method/framework,with at least 75%of respondents practicing Scrum or a hybrid that includes Scrum.SAFe is again the scaling framework of choice,leading with 35%of the respondents.This is up 5%from last y
5、ear.AGILE EMPOWERS ADAPTABILITY AND VISIBILITYThis year again,ability to manage changing priorities and project visibility are the top 2 capabilities reported as having improved as a result of Agile implementation.The other improved capabilities that continue to round out the top 5 are business/IT a
6、lignment,team morale,delivery speed/time to market,and team productivity.PAGE 2Three survey responses differed by 10%or more as compared to last years survey:AGILE IS ANOTHER YEAR OLDERINSIDE THE NUMBERS We filtered the results along demographic lines,looking for insights that may not be obvious in
7、the general results.We analyzed the responses according to how long the respondents company has been practicing Agile,the size of the respondents company,and the respondents self-reported role.Heres what we found:LENGTH OF TIME PRACTICING AGILEGreater length of time practicing Agile correlates with
8、greater reported Agile maturity,improved time to market,and increased ability to manage changing priorities.It also correlates with a greater percentage of the organization practicing Agile.Having practiced Agile for 5 or more years correlates with a greater reported percentage of DevOps initiatives
9、 underway,as well as more interest in Value Stream Management.These organizations are also more likely to use tooling.COST REDUCTION Reduce project cost is reported as an important reason for adopting Agile by 26%of the respondents this year.Thats down from 41%in the 13th annual report,but is near t
10、he 24%response in the 12th annual report.PAGE 315%18%12%FOCUS ON TECHNICALIdentification of measurement of technical risk prior to deployment was reported as very valuable by 34%of this years respondents,versus 22%last year.One reason for this may be a greater awareness of the ability to do so via t
11、he appropriate practices and tooling.COMPLIANCE IS ON THE RISEAutomated audit compliance and governance across control points was reported as very valuable by 28%of this years respondents,up from 10%last year.This may be the result of wider Agile adoption by organizations with mandated compliance re
12、quirements,plus a greater awareness of tooling.COMPANY SIZECompanies with more than 20,000 people are much more likely to have been practicing Agile for at least 5 years.They are also more likely to use tooling.Reported company size of less than 1,000 people correlates with a higher percentage repor
13、ting that all of their teams are Agile.Companies of this size are also more likely to apply Agile to areas outside of development,IT,and operations.Over half of the respondents reported that their organizations are either currently implementing Value Stream Management(VSM)or are planning to do so.We
14、 expect a greater percentage of organizations to embrace VSM going forward,as understanding increases and tooling more capably enables the unification of the“concept to cash”value stream.The survey results indicate that agility is still largely confined to development,IT,and operations.However,the n
15、otion that business agility requires effective alignment and coordination across all areas of an organization continues to gain momentum.So what does the future hold?Next year,we expect to see organizations report greater expansion of agility into areas beyond those typically associated with buildin
16、g,deploying,and maintaining software.When Agile is scaled across an organization,everyone experiences the benefits.THE FUTURE IS EVEN MORE AGILEPAGE 45&6 PAGERESPONDENT TABLE OF CONTENTS How Success is Measured with Agile Transformations How Success is Measured with Individual Agile Projects 13 PAGE
17、AGILE SUCCESS AND METRICS RESPONDENT DEMOGRAPHICS Size of Organization Size of Software Organization Location of Organization Role Industry 6&7 PAGECOMPANY EXPERIENCE AND ADOPTION Company Experience Percentage of Teams Using Agile Areas of Organization Practicing Agile Distributed Agile Teams Reason
18、s for Adopting Agile Agile Maturity 8&9 PAGE Scaling Methods and Approaches Challenges Experienced Adopting&Scaling Agile 14 PAGESCALING AGILE 5&6 PAGE General Tool Uses and Preferences Use of Agile Project Management Tools Recommended Agile Project Management Tools15-17 PAGE18&19 PAGE DevOps Initia
19、tives Importance of DevOps Transformation How Success is Measured with DevOps Initiatives Improving DevOps Practices Value Stream Management(VSM)AdoptionPAGEABOUT THE SURVEY The 14th annual State of Agile survey was conducted between August and December 2019.Sponsored by Digital.ai(formerly CollabNe
20、t VersionOne),the survey invited individuals from a broad range of industries in the global software development community.1,121 full survey responses were collected,analyzed,and prepared into a summary report by Analysis.Net Research,an independent survey consultancy.Only 14%of the respondents were
21、 CollabNet VersionOne customers,indicating the range and diversity of respondents.AGILE PROJECT MANAGEMENT TOOLS DEVOPS&VALUE STREAM MANAGEMENTPAGE 5BENEFITS OF AGILE Benefits of Adopting Agile 10 PAGEAGILE METHODS AND PRACTICES Agile Methodologies Used Agile Techniques Employed Top 5 Agile Techniqu
22、es Engineering Practices Employed Agile in Outsourced Development Projects10-12 PAGEThe 14th annual survey collected responses from a diverse set of organization sizes,geographic locations,roles,and industries.Global survey representation increased as 59%of respondents were from outside of North Ame
23、rica this year compared to 53%last year.Compared to last year,the percentage of software organizations reported as having more than 1,000 people increased,while those with 1,000 people or fewer decreased.RESPONDENT DEMOGRAPHICS 20,001+people25%5,001-20,000 people15%19%41%1,001-5,000 people 1,000 peo
24、pleSIZE OF SOFTWARE ORGANIZATIONRespondents worked for organizations with teams responsible for planning,developing,testing,and delivering software with:5,001+people15%1,001-5,000 people16%36%33%101-1,000 people100 peopleSIZE OF ORGANIZATIONRespondents who worked for organizations with:LOCATION OF O
25、RGANIZATION Respondents were from:PAGE 6NORTHAMERICA41%EUROPE31%ASIA13%SOUTHAMERICA11%AUSTRALIANEW ZEALAND2%AFRICA2%RESPONDENT DEMOGRAPHICS ROLE Respondents came from roles of:ScrumMaster orInternal CoachExternal Consultant/TrainerDevelopment Team Member:Architect/Developer/QA/Tester/UI or UX Design
26、erProduct Manager/Product Owner Business AnalystC-LevelExecutiveDevOpsProject/Program Manager Development Leadership:VP/Director/Manager 39%13%7%6%5%4%2%14%7%4%INDUSTRIESIndustries respondents worked in:TECHNOLOGYFINANCIAL SERVICESPROFESSIONAL SERVICESGOVERNMENTINSURANCEINDUSTRIAL/MANUFACTURINGTELEC
27、OMMUNICATIONSHEALTHCARE&PHARMACEUTICALSEDUCATIONRETAILMEDIA/ENTERTAINMENTTRANSPORTATIONENERGYNON-PROFITOTHER4%4%3%3%2%2%4%27%7%7%6%5%5%17%Other3%PAGE 7COMPANY EXPERIENCE AND ADOPTION COMPANY EXPERIENCEHOW MANY?95%of respondents report their organizations practice Agile development methods.HOW LONG?T
28、he length of time respondents organizations have been practicing Agile development methods:PERCENTAGE OF TEAMS USING AGILE82%of respondents indicated that not all of their companys teams have adopted Agile practices signaling that there is still growth to come for enterprise Agile adoption.5%None of
29、 our teams are Agile 44%Less than 1/2 of our teams are Agile 33%More than 1/2 of our teams are Agile 18%All of our teams are Agile AREAS OF ORGANIZATION PRACTICING AGILEAgile practices are not limited to software organizations.A new question to the survey this year inquired about which areas of the
30、organization have adopted Agile principles and practices.*Respondents were able to make multiple selectionsPAGE 895%10%9%15%10%23%26%25%23%34%34%32%34%27%29%28%27%1 year1-2 years3-5 years5+years2001937%SoftwareDevelopment26%IT12%Operations7%Marketing6%HR5%Sales/Sales OpDISTRIBUTED AGILE T
31、EAMSWhile working together face-to-face can be desirable for Agile practices,survey respondents indicated that organizations are supporting distributed teams and team members.There is no evidence of a trend toward increased co-location,as more respondents indicated their organizations continue to su
32、pport and encourage team collaboration across geographic boundaries and timezones.The current worldwide health crisis may prove to be an inflection point that leads to an additional increase in distributed teams as a“new normal”.81%of respondents said their organization has Agile teams where the mem
33、bers of the same team do not all work in the same location(i.e.not co-located).71%of respondents said their organization practices Agile with multiple co-located teams collaborating across geographic boundaries.71%REASONS FOR ADOPTING AGILE Accelerating software delivery and enhancing ability to man
34、age changing priorities remain the top reasons stated for adopting Agile.Respondents indicated this year that reasons for adoption were less about reducing project cost(26%compared to 41%last year),and more about reducing project risk(37%compared to 28%last year).ACCELERATE SOFTWARE DELIVERYENHANCE
35、ABILITY TO MANAGE CHANGING PRIORITIESINCREASE PRODUCTIVITYIMPROVE BUSINESS/IT ALIGNMENTENHANCE SOFTWARE QUALITYENHANCE DELIVERY PREDICTABILITYREDUCE PROJECT RISKIMPROVE PROJECT VISIBILITYIMPROVE TEAM MORALEREDUCE PROJECT COSTIMPROVE ENGINEERING DISCIPLINEBETTER MANAGE DISTRIBUTED TEAMSINCREASE SOFTW
36、ARE MAINTAINABILITY71%63%51%47%42%39%37%36%31%26%23%21%18%AGILE MATURITY The vast majority of respondents(84%)said their organizations were below a high level of competency with Agile practices,signaling ongoing opportunities for improvement through supporting training and coaching.*Respondents were
37、 able to make multiple selections5%Agile practices are enabling greater adaptability 11%High level of competency with Agile practices across the organization54%Use Agile practices but still maturing20%Experimenting with Agile in pockets6%Considering an Agile initiative4%No Agile initiatives84%PAGE 9
38、81%BENEFITS OF ADOPTING AGILE We continue to see many benefits realized by companies adopting Agile.The theme of the top 5 reported benefits is speed and adaptability.This corresponds with the top reported reasons for adopting Agile.%BENEFITS OF AGILE ABILITY TO MANAGE CHANGING PRIORITIES PROJECT VI
39、SIBILITY BUSINESS/IT ALIGNMENT DELIVERY SPEED/TIME TO MARKET TEAM MORALE INCREASED TEAM PRODUCTIVITY PROJECT RISK REDUCTION PROJECT PREDICTABILITY SOFTWARE QUALITY ENGINEERING DISCIPLINE MANAGING DISTRIBUTED TEAMS SOFTWARE MAINTAINABILITY PROJECT COST REDUCTION70%65%65%60%59%58%51%50%46%44%41%35%26%
40、AGILE METHODOLOGIES USED Scrum and related variants continue to be the most common Agile methodologies used by respondents organizations.AGILE METHODS AND PRACTICES 58%Scrum10%ScrumBan8%Scrum/XP hybrid9%Other/Hybrid/Multiple Methdologies7%Kanban Methodologies4%Iterative Development1%Lean Startup1%Ex
41、tremeProgramming(XP)3%Dont Know*Respondents were able to make multiple selectionsTotal exceeds 100%due to rounding.PAGE 1085%AGILE TECHNIQUES EMPLOYED Notable changes in Agile techniques and practices that respondents said their organization uses were an increase in product roadmapping(49%this year
42、compared to 45%last year)and a decrease in release planning(51%this year compared to 57%last year).DAILY STANDUPRETROSPECTIVESSPRINT/ITERATION PLANNINGSPRINT/ITERATION REVIEWSHORT ITERATIONSKANBAN PLANNING POKER/TEAM ESTIMATIONDEDICATED CUSTOMER/PRODUCT OWNERRELEASE PLANNING PRODUCT ROADMAPPING FREQ
43、UENT RELEASESCOMMON WORK AREA85%81%79%77%64%63%60%54%51%51%49%48%42%DAILY STANDUP*Respondents were able to make multiple selectionsSTORY MAPPING AGILE PORTFOLIO PLANNING AGILE/LEAN UX37%33%24%TOP 5 AGILE TECHNIQUES81%RETROSPECTIVES79%SPRINT/ITERATION PLANNING77%SPRINT/ITERATION REVIEW64%SHORT ITERAT
44、IONSSINGLE TEAM(INTEGRATED DEV AND TEST)PAGE 11ENGINEERING PRACTICES EMPLOYED The overall rank order of engineering practices employed remained almost the same this year over last.Automated acceptance testing increased 3%while pair programming,test-driven development,and behavior-driven development
45、each fell 3%.UNIT TESTINGCODING STANDARDSCONTINUOUS INTEGRATIONREFACTORING CONTINUOUS DELIVERYAUTOMATED ACCEPTANCE TESTINGCONTINUOUS DEPLOYMENTPAIR PROGRAMMING TEST-DRIVEN DEVELOPMENTCOLLECTIVE CODE OWNERSHIPSUSTAINABLE PACEEMERGENT DESIGN67%58%55%43%41%36%31%30%29%23%19%36%*Respondents were able to
46、 make multiple selectionsAGILE IN OUTSOURCED DEV PROJECTS 50%of respondents are using Agile practices to manage outsourced development projects.42%of respondents indicated they plan to increase the use of Agile in outsourced development projects in the next 24 months.USE AGILE TO MANAGE OUTSOURCED P
47、ROJECTSPLAN TO INCREASE USE OF AGILE IN OUTSOURCED PROJECTS50%42%BEHAVIOR-DRIVEN DEVELOPMENT(BDD)13%PAGE 12AGILE SUCCESS AND METRICS HOW SUCCESS IS MEASURED.WITH AGILE TRANSFORMATIONS When asked how organizations measure success of Agile transformations,the top measures of success were consistent wi
48、th those reported over the last few years.Outcomes-customer satisfaction and business value-rank higher than outputs like on-time delivery and productivity.46%*Respondents were able to make multiple selectionsBUSINESS VALUE DELIVEREDCUSTOMER/USER SATISFACTIONVELOCITYBUDGET VS.ACTUAL COST PLANNED VS.
49、ACTUAL STORIES PER ITERATION PLANNED VS.ACTUAL RELEASE DATESDEFECTS INTO PRODUCTIONCYCLE TIME ITERATION BURNDOWNBURN-UP CHARTDEFECTS OVER TIMERELEASE BURNDOWNDEFECT RESOLUTIONCUSTOMER RETENTION ESTIMATION ACCURACYCUMULATIVE FLOW CHARTEARNED VALUEREVENUE/SALES IMPACTPRODUCT UTILIZATIONTEST PASS/FAIL
50、OVER TIMESCOPE CHANGE IN A RELEASEINDIVIDUAL HOURS PER ITERATION/WEEK45%37%31%31%24%25%28%26%12%11%11%9%8%12%12%22%20%20%18%15%14%13%WIP(WORK-IN-PROCESS)PAGE 1358%Customer/user satisfaction54%Businessvalue48%On-time delivery45%Quality44%Business objectives achieved40%Productivity37%Organizational cu
51、lture/morale35%Process improvement33%Predictability29%Project visibility15%Product scopeHOW SUCCESS IS MEASURED.WITH INDIVIDUAL AGILE PROJECTS As with Agile transformations,business value delivered and customer/user satisfaction remained the top two cited measures of success for individual projects
52、in this years survey.SCALING METHODS AND APPROACHES The Scaled Agile Framework continues to be the most popular scaling method cited by respondents(35%this year compared to 30%last year).As a percentage of all responses,SAFe outdistances the next nearest response,Scrum of Scrums,by 19%.SCALING AGILE
53、 4%1%35%16%4%Scaled Agile Framework(SAFe)Scrum of ScrumsDisciplined Agile Delivery(DAD)Large Scale Scrum(LeSS)Enterprise ScrumLean ManagementAgile Portfolio Management(APM)NexusRecipes for Agile Governance in the Enterprise CHALLENGES EXPERIENCED WHEN ADOPTING&SCALING AGILEThe top three responses ci
54、ted as challenges/barriers to adopting and scaling Agile practices indicate that internal culture remains an obstacle for success in many organizations.GENERAL ORGANIZATION RESISTANCE TO CHANGENOT ENOUGH LEADERSHIP PARTICIPATIONINCONSISTENT PROCESSES AND PRACTICES ACROSS TEAMSORGANIZATIONAL CULTURE
55、AT ODDS WITH AGILE VALUESINADEQUATE MANAGEMENT SUPPORT AND SPONSORSHIPLACK OF SKILLS/EXPERIENCE WITH AGILE METHODSINSUFFICIENT TRAINING AND EDUCATION LACK OF BUSINESS/CUSTOMER/PRODUCT OWNER AVAILABILITYPERVASIVENESS OF TRADITIONAL DEVELOPMENT METHODS FRAGMENTED TOOLING AND PROJECT-RELATED DATA/MEASU
56、REMENTSMINIMAL COLLABORATION AND KNOWLEDGE SHARINGREGULATORY COMPLIANCE OR GOVERNMENT ISSUE48%46%45%44%43%41%36%30%29%22%16%4%4%3%39%28%Dont Know/Other3%*Respondents were able to make multiple selectionsPAGE 14GENERAL TOOL USES AND PREFERENCES More respondents stated using automated acceptance tools
57、(39%compared to 36%last year)and more respondents stated they plan to use Agile project management tools in the future(12%this year compared to 9%last year).There were also a few new options added to the survey this year(wireframes,product roadmapping,static analysis,and timecards).AGILE PROJECT MAN
58、AGEMENT TOOLS 2019 2018CURRENTLY USE FUTURE PLANSTO USE 2019 2018Kanban boardTaskboardBug trackerSpreadsheetAgile project managment toolWikiAutomated build toolUnit test toolContinuous Integration toolWireframesProduct roadmappingTraditional project management toolRequirements management toolRelease
59、/deployment automation toolAutomated acceptance toolStatic analysisProject&portfolio management(PPM)toolStory mapping toolTimecardsIndex cardsRefactoring toolCustomer idea management tool76%66%63%64%65%60%55%55%54%49%51%44%46%45%37%38%39%30%30%26%26%19%75%70%67%66%65%62%59%54%51%51%50%46%44%44%39%38
60、%36%29%29%28%22%18%10%10%15%7%13%14%24%20%26%15%28%8%18%31%32%19%26%27%12%14%26%24%9%10%12%6%12%12%20%17%26%13%27%6%17%29%25%14%24%21%9%9%18%18%*Respondents were able to make multiple selectionsPAGE 15USE OF AGILE PROJECT MANAGEMENT TOOLS Respondents cited using a myriad of different tools to manage
61、 Agile projects.JIRAExcelMS TFSMS ProjectGoogle DocsHP QC/ALMVersionOneIn-house/home-grownBugzillaRational Team ConcertLeanKitTeamForgePivotal TrackerHP Agile ManagerTarget ProcessHansoftAxosoft67%5%19%12%12%1%2%3%8%23%40%9%*Respondents were able to make multiple selections2%2%2%1%1%8%3%5%CA Agile C
62、entralMS Azure DevOpsAtlassian JIRAMicrosoft ExcelMicrosoft Azure DevOpsGoogle DocsVersionOneOtherMicrosoft Project HP Quality Center/ALMIn-house/home-grownAtlassian JIRA AlignCA Agile CentralIBM Rational Team ConcertBugzillaCollabNet TeamForgeHP Agile ManagerPivotal TrackerLeanKit HansoftAxosoftTar
63、get ProcessPAGE 16RECOMMENDED AGILE PROJECT MANAGEMENT TOOLS Respondents were asked whether they would recommend the tool(s)they are using based on their experience.78%57%45%39%48%30%45%46%50%76%54%32%23%35%21%54%26%30%51%*Respondents were able to make multiple selectionsAtlassian JIRAVersionOneAtla
64、ssian JIRA AlignLeanKitTarget ProcessMicrosoft Azure DevOpsGoogle DocsCA Agile CentralCollabNet TeamForgeAxosoftHansoftBugzillaIBM Rational Team ConcertPivotal TrackerMicrosoft ProjectHP Agile ManagerMicrosoft ExcelHP Quality Center/ALMIn-house/home-grownPAGE 17DEVOPS INITIATIVES76%of respondents st
65、ated that they currently have a DevOps initiative in their organization or are planning one in the next 12 months(compared to 73%last year).DEVOPS&VALUE STREAM MANAGEMENT 13%11%21%55%NO DEVOPS INITIATIVESPLANNING A DEVOPS INITIATIVE DONT KNOWDEVOPS INITIATIVE CURRENTLY UNDERWAY43%VERYIMPORTANT26%IMP
66、ORTANT20%SOMEWHATIMPORTANT10%NOTIMPORTANTIMPORTANCE OF DEVOPS TRANSFORMATION90%of respondents said DevOps transformation was important in their organization.HOW SUCCESS IS MEASURED.WITH DEVOPS TRANSFORMATION INITIATIVES Respondents cited that the most critical measures of success with DevOps transfo
67、rmation initiatives continue to be improving quality and delivering software faster.*Respondents were able to make multiple selectionsPAGE 1870%Accelerated delivery speed62%Improved quality48%Reduce risk43%Increase customer satisfaction39%Delivery aligned with business objectives39%Decreased IT cost
68、s27%Ensure compliance/governance34%Increased visibility of flow of value to usersAbility to measure the cycle time,wait time,and bottlenecks in the flow of value to the business through delivery cycleIMPROVING DEVOPS PRACTICESWhen asked about which capabilities would be most valuable for improving D
69、evOps practices in their organization,39%said having metrics that identify disruptions in the flow of business value,while 34%said that traceability from business initiative through deployment would be most valuable.End-to-end traceability from business initiative through development,test,and deploy
70、mentIdentification and measurement of technical risk prior to deploymentAutomated audit,compliance,and governance reporting across control pointsVALUE STREAM MANAGEMENT ADOPTIONValue Stream Management(VSM)is a combination of people,process,and technology that maps,optimizes,visualizes,measures,and g
71、overns 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
72、 some stage of VSM implementation.Respondents said their organizations were:*Respondents were able to make multiple #StateOfAgile 2020 Digital.ai|Digital.ai is a trademark of Digital.ai Software,Inc.CollabNet is a registered trademark of CollabNet,Inc.VersionOne is a registered trademark of VersionOne Inc.State of Agile is a trademark of VersionOne Inc.PAGE 1939%34%34%28%14%Expanding implementation7%Implemented,not expanding19%Currently implementing15%Planning to implement in the next 12 months23%Interested,but no near-term plans to implement7%No interest15%Unsure78%