1、17th State of Agile|1The 17th State of Agile Report17th State of Agile|2Table of Contents01Introduction02Executive Summary03A Snapshot of Software Development in 202304Agile in Use05What Drives Agile Adoption06When Agile Works,It Works07Where Agile Struggles08Unpacking the Frameworks09Tools in Play1

2、0AI in the Agile World 11How Can Agile Help DevOps?12Agile and Distributed Teams13About the Survey Respondents 17th State of Agile|301IntroductionFor 17 years weve been asking all the questions about Agile.Is it working?Can it scale?How does it help?This year we asked again,only this time we heard s

3、ome very different answers.From AI to developer burnout,hybrid work environments and unrelenting demand,change is happening in every organization in every industry.At this moment in time,it feels like Agile is having difficulty adapting.Small,nimble organizations continue to report that Agile is a p

4、owerful productivity and organizational framework showing obvious benefits,including increased collaboration,improved software quality,and better alignment with the business.Medium-sized and larger companies,however,are less satisfied with what Agile can do for them,see substantive barriers to organ

5、ization-wide adoption,and are far more likely to embrace a custom software development strategy that incorporates a number of different frameworks including,but not limited to,Agile.Based on this,we think its time to start asking some new Agile questions,beginning with:Where does Agile go from here?

6、Obviously we dont have answers,but its clear that enthusiasts,skeptics,and everyone in between need to come together to reconsider the role Agile can and should play in modern software development.Agile is being asked to do a lot,from managing distributed workforces to incorporating AI,powering VSM,

7、driving business value,and enabling digital transformation.We need to better understand how to leverage and empower Agile in order to accomplish these incredibly lofty goals.We know you have thoughts on how Agile could better adapt to the changing world of software development.Leave your thoughts he

8、re and well compile and share them over the next few months.Read on to see what 788 survey respondents told us about Agile in 2023.17th State of Agile|402Executive SummaryWhen it comes to Agile(and life),perspective is important,and so is nuance.To really understand the ebb and flow of Agile adoptio

9、n,please keep the following thoughts in mind.First,its likely that scaling Agile adoption across the enterprise comes down to a fundamental disconnect between how business leaders define the framework and how the practitioners actually use it.The business side is,understandably,hyper-focused on crea

10、ting value for the customer and thus the business,but thats really not the reason why Agile was created or why its been so successful at the team level over the last years.This difference between an enterprise approach and a team approach could be creating very real culture clashes within organizati

11、ons trying to grapple with modern software development,increased customer satisfaction and improved business value.This is definitely a bit of the irresistible force meets the immovable object.The companies most successful at resolving this conflict focus on outcomes instead of outputs,building cust

12、omer-centric cultures,and clearly defined business value.What that translates to,practically,is mix-and-match frameworks and a broadened toolset that incorporates non-traditional Agile tools.Also,its key to remember that despite all the angst,Agile continues to provide significant value to a wide ra

13、nge of companies.Consider:The Scaled Agile Framework(SAFe)remains the top choice at the enterprise level at 26%,but 22%said they dont follow a mandated enterprise framework at all.Engineering/R&D are the fastest growing adopters of Agile,up 16%over 2022.Scrum continues to be the most popular team-le

14、vel methodology:63%of Agile users are team Scrum.The top benefits from using Agile?Improved collaboration and better alignment to the business.71%of survey takers use Agile in their software development lifecycle(SDLC).17th State of Agile|503A Snapshot of Software Development in 2023In a rapidly cha

15、nging market,how organizations prioritize their software development and delivery goals can be telling.This year 43%of respondents told us customer satisfaction was their top priority(unchanged from last year),while 39%said time to delivery(up four points this year)and 34%said competitive advantage,

16、an increase of 7%year over year.But over one-quarter of respondents said market expansion goals and new customer acquisition were key,new data points that didnt exist last year and that prove that providing business value to customers is critically important in todays market.Over two in five respond

17、ents prioritize their software development and delivery goals/objectives by end-customer satisfaction while two in five by time to delivery.Those from other parts of the world are more likely than those from North America to say they prioritize by product adoption increase(24%vs.17%)and company adop

18、tion increase(14%vs.7%).Those in small and large companies are more likely than those in medium ones to prioritize by company adoption increase(14%&13%vs.7%).Competitive advantageProduct revenue increaseMarket expansion goalsNew customer acquisitionBudgetTotal company revenue increaseProduct adoptio

19、n increaseCompany adoption increaseSome other wayWe do not currently prioritize sw development/delivery to strategic initiativesNot at all sure34%27%27%26%26%25%21%11%5%8%8%43%39%Time to deliveryEnd-customer satisfaction17th State of Agile|603A Snapshot of Software Development in 2023How teams evalu

20、ate the success of their software development and delivery efforts is also evolving.This year:Individual project metricsOKRs linked to epicsEnd users and/or customer surveysOverall IT metricsValue Stream KPIsNPS scoresFlow metricsDORA metricsSomething elseNot at all sure39%32%29%26%25%23%18%6%8%17%T

21、wo in five respondents say software development and delivery results at an executive level are measured using individual project metrics,while one-third use OKRs linked to Epics.Those in small and large companies are more likely than those in medium ones to say they are measured by OKRs linked to Ep

22、ics(33%&40%vs.25%)and NPS scores(29%&24%vs.17%),while those in medium and large companies are more likely than those in small ones to say they are measured by overall IT metrics(28%&30%vs.20%).39%rely on individual project metrics to evaluate status,up 9%from 202232%use OKRs linked to epics,also up

23、5%from last year 17th State of Agile|703A Snapshot of Software Development in 2023Over one-third say their team is measured on velocity,while three in ten say they are measured on value delivered.Those in North America are more likely than those in other parts of the world to say their team is measu

24、red by predictability(31%vs.19%).Those in small companies are more likely than those in medium and large ones to be measured by value delivered(36%vs.27%&26%),while those in medium and large companies are more likely than those in small ones to say they are measured by predictability(27%&27%vs.19%).

25、VelocityValue deliveredPredictability(planned to done ratio)Sprint Burndown reportEpic and release burndownProductivity(measured cycle time)ThroughputStability(happiness)Deployment frequencyEscaped defects/change failure rateCumulative flowLead time for changesFailed deploymentsMean time to recovery

26、Blocked timeSome other wayWe dont measure the team,only the individual performanceNot at all sure36%29%25%21%18%17%15%12%9%7%7%7%3%2%2%6%8%5%What does success look like?36%of teams are measured on their velocity29%are judged by value delivered25%on the sprint burndown report.17th State of Agile|804A

27、gile in UseWhich parts of the organization are using Agile?Nearly 70%of respondents said IT and the software development and delivery teams use Agile,as do nearly half of engineering,product,and R&D teams.Roughly 28%of business operations and 20%of marketing teams have adopted Agile principles.Year

28、over year,engineering/R&D teams saw the biggest growth in Agile usage just 32%used Agile in 2022,16%fewer than in 2023.Seven in ten say Information Technology has adopted Agile practices and principles,while over two-thirds say the software development and delivery lifecycle team has.Information Tec

29、hnologyThe Software Development and Delivery Lifecycle TeamEngineering,Product,Research and Development(R&D)Business OperationsCustomer Support and ServicesMarketingHuman ResourcesFinance/AccountingSalesSome other department69%68%48%28%22%19%17%13%12%7%None of these3%Those in small companies are mor

30、e likely than those in medium and large ones to say customer support and services(33%vs.16%&20%),marketing(31%vs.12%&16%)and sales(23%vs.5%&10%)have adopted agile principles and practices.Those in medium and large businesses are more likely than those in small ones to say IT has adopted agile practi

31、ces and principles(72%&73%vs.62%),while those in small and large companies are more likely than those in medium ones to say business operations has(32%&31%vs.23%).17th State of Agile|904Agile in UseLeading the charge to an Agile transformation,by just a small percentage,are business leaders and exec

32、utives(32%),followed very closely by individual technical teams(31%)and CIO/CTOs(20%).One-third say business leaders and execs are actively leading and participating in company-wide agile transformations while three in ten say agile practices are limited to individual technical teams only.Those in o

33、ther parts of the world are more likely than those in North America to say agile practices are limited to individual technical teams only(34%vs.27%).Those in small and large companies are more likely than those in medium ones to say business leaders and execs are actively leading and participating i

34、n company-wide transformations(40%&36%vs.24%).Business leaders and executives are actively leading and participating in company-wide agile transformationsAgile practices are limited to individual technical teams onlyAgile transformation is led by the office of the CIO/CTO onlySomething elseNot at al

35、l sure32%31%20%11%6%17th State of Agile|1004Agile in UseRoughly 44%of respondents said enterprise Agile works very or somewhat well for their organizations.Overall,small companies are the happiest:Over two in five respondents say enterprise agile is working well for their organization,one-quarter sa

36、y it is not working well,and one in ten say it is too early to tell.Those in small companies are more likely than those in medium and large ones to say it is working well for them(52%vs.39%&43%),while those in medium and large ones are more likely to say it is not working well(30%&29%vs.17%).44%Very

37、 wellSomewhat wellNot that wellNot at all wellToo early to tell 11%33%18%8%11%N/ANot sure at all16%3%26%52%report enterprise Agile works very or somewhat well43%of large companiesvs.17th State of Agile|11Seven in ten say to use an Agile Software Development Life Cycle,while over two in five use a Hy

38、brid one.04Agile in UseJust over 70%of survey takers report using Agile in their SDLC,while 42%said their organizations use a hybrid model that includes Agile,DevOps,or other choices(respondents could choose all that apply to answer this question,which is why the percentages add up to more than 100)

39、.To look at it a bit differently,the larger the organization,the more likely it is to use a hybrid model 49%of large companies and 45%of medium-sized companies are doing so.Bigger teams are also more likely to still use Waterfall(31%of large and 38%of medium-sized).Agile(ongoing release cycles,featu

40、ring small incremental changes from the previous releaseHybrid(combination of any of these)DevOps(Dev and Ops teams work together as one team to accelerate innovation and deployment of high-quality and more reliable SW)Iterative(implement set of software reqs,test,evaluate,pinpoint further reqs,new

41、software version is produced with each phase)Waterfall(completely finish one phase of the lifecycle before moving on to the next,no going back)Lean(work only on what must be worked on at the time,no room for multitasking,cut waste)Spiral(project passes through four phases over and over in a figurati

42、ve spiral until completed,multiple rounds of refinement)We created our own processNone of theseNot at all sure71%42%36%29%28%18%3%10%1%4%63%According to this years survey,a resounding majority of team-level Agile users 63%follow the Scrum methodology.Thats hardly surprising:since our first survey in

43、 2006,Scrum has been the most popular Agile methodology.17th State of Agile|1205What Drives Agile AdoptionPerhaps not surprisingly,the top two reasons organizations choose Agile(at 41%each)are broadly related to increasing business value:respondents were equally split between prioritizing delivery a

44、nd measuring customer/business value and accelerating time to market.Other reasons to scale Agile in the enterprise include digital transformation at 34%and delivery predictability at 30%.Two in five say prioritizing,delivering,and measuring incremental customer and business value and by acceleratin

45、g time to market are driving enterprise agile expansion or scale in their business.Digital transformationDelivery predictabilityManaging distributed teams betterNew feature availabilityProduct predictabilityLowering riskIncreasing revenueManaging costNew services availabilitySomething elseNone of th

46、ese,we dont prioritize34%30%18%14%14%13%13%12%6%6%41%41%Accelerate time to marketPrioritize,deliver,and measure incremental customer and business valueNot at all sure4%7%Looking at adoption by business size,small companies are most likely to scale Agile to help them manage distributed teams,while me

47、dium or large companies are much more likely to cite digital transformation as a key driver.In 2022,the top reasons to scale Agile in the enterprise were to accelerate time to market,improve delivery predictability,and lower risk(we didnt ask about improving business value or digital transformation)

48、.17th State of Agile|13Those in North America who are satisfied with Agile practices are more likely than those in other parts of the world to say it is because of increased visibility across the SDLC(26%vs.16%).Among those who are satisfied with Agile practices,three in five say they are satisfied

49、because of increased collaboration and almost three in five because of a better alignment to business needs.06When Agile Works,It WorksSurvey takers who are happy with Agile point to concrete benefits from its adoption.Almost 60%said collaboration has improved,57%saw better alignment to business nee

50、ds,and a quarter saw better quality software delivered.Increased collaborationBetter alignment to business needsBetter work environmentBetter quality software deliveredIncreased visibility across the SDLCFaster response to competitive threatsBetter user experienceBetter customer serviceIncreased tim

51、e for innovationIncreased product adoption59%57%36%25%21%18%14%13%13%9%Increased revenue8%Something else3%Just shy of three-quarters of Agile teams say theyre regularly incorporating business feedback,while two-thirds said at least 50%of their applications were delivered on time and“with quality.”At

52、 a time when delivering business value has become increasingly important,these two results show the concrete benefits of a healthy Agile practice.Respondents also reported reassuring percentages of visibility,made possible thanks to Agile:63%have visibility into the Agile pipeline55%have complete vi

53、sibility into what is being developed and delivered across the entire SDLC61%said EAPT tools help keep Agile,DevOps,and test teams in close alignment17th State of Agile|1407Where Agile StrugglesIn 2022,71%of our respondents were either very or somewhat satisfied with Agile in their organizations,but

54、 this year that percentage dropped to 59%.Last year,over seven in ten respondents(72%)said they were satisfied with the Agile practices in their company,while this year,that has dropped to three in five(59%).Looking a bit deeper into these upbeat Agile results,though,its clear the most successful Ag

55、ile implementations can be found in small companies.In fact,74%of small companies(versus 62%at large companies)said at least 50%of their applications were delivered on time and“with quality,”71%of their organizations(compared to 53%at large companies)have complete visibility into whats being develop

56、ed and delivered across the SDLC and 61%have product managers who can oversee the entire pipeline and measure value to the business(compared with just 43%of large companies).Those in small companies are more likely than those in medium and large ones to say they are satisfied(70%vs.55%&56%).Very sat

57、isfiedSomewhat satisfiedNot that satisfiedNot at all satisfied20%18%51%42%22%26%6%15%17th State of Agile|1541%38%said there is not enough leadership participation(nearly identical to last year)put it down to inadequate management support or sponsorship,unchanged from 202207Where Agile StrugglesOne h

58、uge problem:the business side is very slow to embrace Agile.Almost half of survey takers(47%)pointed to a“generalized”resistance to organizational change or“culture clash”as the reasons why the business side isnt adopting Agile,up 7 points from 2022.The next two most likely issues are related:Genera

59、l organizational resistance to change/culture clashNot enough leadership participationInadequate management support and/or sponsorshipBusiness teams not understanding what agile does and/or can do Insufficient training and/or educationTransformation is led by the technology organiztaionLack of busin

60、ess owner availabilityBudget and/or revenue issuesSome other reasonWe do not have any barriers47%41%38%37%27%20%13%12%8%6%Not at all sure4%Almost half say a general organizational resistance to change is a barrier for adopting Agile practices on the business side of the organization,while two in fiv

61、e say not enough leadership participation is a barrier.Those in medium and large companies are more likely than those in small ones to say barriers are not enough leadership participation(44%&46%vs.31%)and inadequate management support(40%&41%vs.31%).Those in small companies are more likely than tho

62、se in medium and large ones to say they dont have any barriers(12%vs.3%&4%).Another major hurdle?37%said business teams simply dont understand what Agile is or what it can do,while 27%said there is not enough training.Overall,only 6%of survey takers said they have no barriers to Agile adoption at al

63、l,a decrease of 4%from 2022.17th State of Agile|1607Where Agile StrugglesAmong those not satisfied with Agile practices at their company,the top reason is because their company still has many legacy systems requiring a mixed approach.Survey takers who are unhappy with Agile adoption rates continued

64、to blame“too many mixed systems”in their companies for forcing them to adopt hybrid approaches to software development at 46%this was the top reason why Agile isnt scaling,up 4 points since 2022.Other challenges included siloed teams and resultant delays at 37%(up 2%over last year),34%said culture c

65、lash,inconsistent use across teams(30%),and inability to measure business value(28%).Company still has many legacy systems requiring mixed approachIt is not used consistently across teamsLow adoptionChanging leadership dynamicsDont get customer feedback on what was deliveredCannot predict and estima

66、te time of deliverables46%37%34%28%25%18%12%Siloed teams causing delays on deliverablesClashes with company culture (some cultural question)Cannot measures the value to the businessBroken processLack of visibilities on dependenciesNot sure if delivering the right things at the right timeChanging mar

67、ket dynamicsSomething else17%12%11%30%8%1%8%17th State of Agile|1707Where Agile StrugglesIn organizations wanting to move Agile from“team level”to company-wide,the same issues continue to be a problem year after year.This year,36%of survey respondents said leadership doesnt understand Agile and cont

68、inues to put up roadblocks(knowingly or not),a slight decrease from 39%in 2022 but still the most common complaint.More than one-quarter,28%,cited a lack of clear priorities/direction(down slightly from last year)and 29%said business teams dont understand Agile and what it can do(again down just sli

69、ghtly from previous years).Almost 15%of respondents blamed adoption issues on past Agile teams not staying agile,a nine point increase year over year.Over one-third of respondents say the challenge for their organizations adoption of Agile is that their leadership doesnt understand and puts up roadb

70、locks,either knowingly or unknowingly.Leadership not understanding and putting roadblocks up,either knowingly or unknowinglyLack of clear priorities and/or directionCulture clashAgile teams launched in the past have not sustained their agilityDecomposition of feature and storiesHaving to reform team

71、s36%33%29%22%22%17%14%Teams not empowered to be self-organized and/or self-sufficientBusiness teams not understanding what agile does and/or can doEverything is siloedNo executive sponsorshipOnboarding and training costsRemote challenges with notions of agile not working with distributed teamsSometh

72、ing elseWe dont have any challenges14%12%9%28%7%6%4%Those in North America are more likely than those in other parts of the world to say their challenge is leadership not understanding and putting up roadblocks(42%vs.31%).Those in medium and large companies are more likely than those in small ones t

73、o say their challenge is everything is siloed(24%&28%vs.15%),while those in small companies are more likely than those in medium and large ones to say they dont have challenges(10%vs.2%&3%).Not at all sure4%08Unpacking the FrameworksSometimes,its complicated with Agile,and nowhere is that truer than

74、 when we asked survey takers exactly“which”Agile they were following.For better or worse,Agile has always been a fairly fluid approach.That continues this year with results that showed a clear pivot to a more mix-and-match approach.17th State of Agile|18The remainder of the Agile landscape continues

75、 to be very fragmented:4%use enterprise Scrum4%3%use“some other framework”The percentages become tiny after that.Suffice to say that the use of every single Agile framework declined year over year except Disciplined Agile,which stayed steady at 3%.08Unpacking the FrameworksThe Scaled Agile Framework

76、(SAFe)is still the most likely choice for an enterprise,but just 26%of respondents said they use SAFe,a more than 50%decrease from last year.Why the dramatic change?This year,we added two new choices to help organizations better describe what their version of Agile looked like:“We created our own en

77、terprise Agile framework”or“We dont follow a mandated Agile framework at the enterprise level.”Combined,those two responses represent 34%of survey takers,and 8 points more than those using SAFe.To be fair,Scrum Scale or Scrum of Scrums also took a hit this year:19%of respondents use a Scrum today,do

78、wn 9 points from 2022.One-quarter of respondents say the Enterprise Agile framework their organization follows is SAFe,one in five follow ScrumScale/Scrum of Scrums,and over one in five do not follow a mandated framework at the enterprise level.Those in medium and large companies are more likely tha

79、n those in small ones(27%&34%vs.15%),and those in North America are more likely than those in other areas(32%vs.20%)to say they follow SAFe.Scaled Agile Framework(SAFe)Disciplined Agile(DA)Spotify ModelAgile Portfolio Management(APM)NexusRecipes for Agile Governance in the Enterprise(RAGE)26%19%4%2%

80、2%2%1%ScrumScale/Scrum of ScrumsEnterprise ScrumLean ManagementLarge Scale Scrum(LeSS)We created our own enterprise agile frameworkSome other frameworkWe dont follow a mandated framework at the enterprise levelNot at all sure1%0%12%3%4%22%3%17th State of Agile|1909Tools in PlayWhen it comes to enter

81、prise Agile planning tools(EAPT),two in five survey takers use Atlassians Jira Align,with 37%using a homegrown/in-house tool or are not currently or not sure if they are using an EAPT.To break this down a bit further,50%of large companies use Jira Align,a far larger percentage than those in small an

82、d medium-sized companies;small and medium-sized companies are also far more likely than large companies not to use any enterprise Agile planning tools.A slim majority of companies using EAPT(33%)have been doing so for three to five years,while 30%have used the tools for more than six years.Nearly 1/

83、3 of respondents say they arent happy,in the process of reevaluating,or are shifting off their current tool.One-third of those using an EAPT say their enterprise has been using an EAP tool for 3-5 years,while three in ten say it has been over 6 years.In process of implementing0-2 years3-5 yearsOver

84、6 yearsNot at all sure8%18%33%30%11%17th State of Agile|20Atlassian Jira Software(not Jira Align)Mural/Miro(or any other whiteboard technology)Azure DevOpsMicrosoft ExcelMicrosoft ProjectMicrosoft TFS/Microsoft Azure DevOps/MS Visual StudioTrelloIn-house/Home GrowniObeyaThoughtworks/Mingle62%32%25%2

85、5%13%12%6%1%1%OtherNone/No tools13%3%9%09Tools in PlayArtificial intelligence has exploded into the world of software development,with large language models and code assistants poised to change how code is created.But,like any new technology,AI brings processes and practices that will take time to a

86、ssimilate.No matter what development methodology an organization embraces,AI will alter the familiar landscape and we all know change takes time.10AI in the Agile World When asked specifically about team-level Agile tools:Over three in five respondents use Atlassian Jira to manage agile projects,one

87、-third use Mural/Miro,and one-quarter use Azure DevOps and Microsoft Excel.Those in other areas are more likely than those in North America to say they use Mural/Miro or any other whiteboard technology(36%vs.29%)and Trello(11%vs.7%).Those in medium and large companies are more likely than those in s

88、mall ones to say they use Atlassian Jira Software(63%&71%vs.52%),while those in small companies are more likely than those in medium and large ones to say they use Trello(14%vs.8%&7%).62%of companies use Atlassian Jira25%use either Microsoft Excel or Microsoft Project32%use Mural/Miro17th State of A

89、gile|21When it comes to AI tools like large language models or code assist,three in ten say they are actively exploring using them and/or are designing,embedding and/or integrating them into their products or services.10AI in the Agile World Among Agile adherents,almost 30%of respondents are activel

90、y exploring how to best use LLMs and code assistants in their organizations or are actually integrating them into their products or services.Roughly 22%of survey takers acknowledged some AI experimentation in their companies but said theres no widespread mandate for use at this point,while 17%are in

91、 the initial stages of exploring the role AI could play.Just 13%dont think anyone is using AI in their companies,and 8%said theyve been explicitly told not to use it at this time.We are actively exploring these types of AI tools and how best to use them in parts of the organization and/or we are des

92、igning/embedding/integrating them into our products or servicesAs far as I know,no one is using them in our organizationNot at all sure29%22%17%13%8%11%Some individuals in our organization are using or testing them,but there are no specific plans or goals yetWe plan to use them in our organization a

93、nd/or products,but we are still in initial discussions or investigationsWe have been told not to use them for nowThose in medium and large companies are more likely than those in small companies(9%&9%vs.4%),and those in North America are more likely than those in other parts of the world(12%vs.4%)to

94、 have been told not to use AI tools like large language models or code assist for now.Not surprisingly,large and medium-sized organizations are more likely to be at least playing around with AI today when compared with small companies(9%vs.4%).However,North American organizations are three times mor

95、e likely to be told to wait to implement AI than those outside the United States.17th State of Agile|2211How Can Agile Help DevOps?Year after year,the wishlist for better DevOps via Agile is topped by the same two concepts:end-to-end visibility and the ability to measure cycle and wait times and bot

96、tlenecks.But other areas could be improved,including continuous testing done earlier in the life cycle(29%,and a new question this year),and AI for LLM and code assist(10%and also a new question).Over two in five respondents say improvements in end-to-end visibility and traceability would be most va

97、luable for their DevOps practice.End-to-end visibility and traceability from business initiative through development,test and deployment to end usersAbility to measure cycle time,wait time and bottlenecks to optimize the flow of value to the business across the SLDCContinuous testing done earlier in

98、 the SLDCIdentification and measurement of technical risk,knowledge of unmet dependencies and blocking issues prior to deploymentAutomated audit compliance and governance reporting across control pointsImplementing AI tools like large learning models and code assistIncreased predictive intelligence

99、for product performanceMore secure application managementNone of these44%34%29%28%13%10%8%4%9%Those in large companies are more likely than those in small and medium ones to say the most valuable thing for their DevOps practice would be automated audit compliance and governance reporting across cont

100、rol points(18%vs.8%&12%).17th State of Agile|2312Agile and Distributed TeamsAn astounding 91%reported their teams are fully distributedin 17 years of doing this survey,this is the largest percentage of far-flung teams weve ever seen.How do teams make this work?For 81%of teams,the answer is ongoing t

101、raining and coaching.Just one-fifth of respondents said their organizations offer no additional training or coaching.Four in five(81%)have to provide training and coaching to keep distributed teams aligned.NoYes,combination of training and coachingYes,1 or 2 classesYes,on-going34%8%40%19%Those in No

102、rth America are more likely than those in other parts of the world to say they have ongoing training and/or coaching(40%vs.27%),while those in other parts of the world are more likely to say they have a combination of training and coaching(44%vs.36%).13About the Survey Respondents This year,788 peop

103、le responded to our survey.Just over 30%of survey takers work at companies with more than 20,000 employees,while 29%are at organizations with 1,000 or fewer workers.Roughly 31%said their companies were truly“hybrid”(half-time in the office,half-time working remotely),and the percentage of fully remo

104、te workers dropped this year to 13%,down 4 points from 2022.Nearly half of our respondents were based in North America,and one-quarter were from Europe.Just over 25%said their organizations were in the tech sector,while 17%were in financial services,and 7%were in healthcare/pharma,professional servi

105、ces,and government.81%17th State of Agile|24Three in ten respondents say their organization is hybrid and fewer say their organization is full or mostly remote this year.13About the Survey Respondents Three in ten respondents come from companies with over 20,000 employees and from companies with 1,0

106、00 or fewer employees.Over 20,0005,001-20,0001,001-5,0001-1,00029%20%20%31%Mostly hybrid(remote,but in office occasionally)Hybrid(remote about half the time and in the office about half the time)Mostly in the office,but remote occasionallyFuly in the office51%43%21%31%9%12%2%2%Fully remote17%13%17th

107、 State of Agile|25Over one-quarter of respondents are in the technology industry,almost one in five are in financial services,and almost one in ten are from professional services and healthcare/pharma.13About the Survey Respondents Almost half of respondents are located in North America and one-quar

108、ter in Europe.South AmericaAsiaEuropeNorth America48%26%13%9%AfricaAustralia/New Zealand3%2%TechnologyFinancial servicesProfessional servicesHealthcare and pharmaGovernmentIndustrial marketingInsuranceTelecommunicationsRetailTransportationUtilitiesEnergyEducationPublic servicesMedia and entertainmen

109、tNon-profitConsumer productsSome other industry26%17%7%7%7%6%5%4%3%3%2%2%2%1%1%1%1%5%17th State of Agile|2613About the Survey Respondents Just about one-third of survey takers are Agile coaches,14%are Scrum masters,7%are project managers and 5%are consultants or trainers.One-third of respondents are

110、 an Agile coach,while over one in ten are a Scrum Master.1%or fewer respondents had the titles:Business Analyst,Senior Developer,Porfolio Manager,Value Stream Manager,IT staff,QA Tester,DevOps Manager,Site Reliability Engineer,and Platform Engineer.Agile coachScrum masterProject managerConsultant/TrainerVP/Director of developmentTeam leadProgram managerProduct ownerRelease train engineerPres/CEO/COODevelopment managerDeveloperArchitectProduct managerCIO/CTOOther32%14%7%5%4%4%4%3%3%3%2%2%2%2%2%7%Interested in how things were different last year?Read the 2022 report