Copyright 2015 Scott Ambler + Associates 2015 Q1 Agile State of the Art Survey Results Scott W. Ambler www.scottambler.com @scottwambler
Dec 23, 2015
Copyright 2015 Scott Ambler + Associates
2015 Q1 Agile State of the ArtSurvey Results
Scott W. Ambler
www.scottambler.com
@scottwambler
Copyright 2015 Scott Ambler + Associates
How To Use These Slides
• We have provided these slides, and the raw data behind them, so that others can use them in their own work.
• You may reuse all, or a part of, this slide deck as long as you provide a clear reference to the source.
• The suggested reference is: 2015 Q1 Agile State of the Art Survey posted at www.ambysoft.com/surveys/
Some slides have notes
Copyright 2015 Scott Ambler + Associates
About the Survey
• Ran from the first week of March to the second week of April 2015 under the title “2015 Q1 Agile State of the Art Survey”
• Survey link included in:– www.ambysoft.com/surveys/ page– Posting to Agile and Lean Software Development,
Agile CMMI, and the DAD discussion groups on LinkedIn
– Twitter postings via @scottwambler
• Data, summary, and slides downloadable from www.ambysoft.com/surveys/
• 157 respondents
Copyright 2015 Scott Ambler + Associates
For team with iterations/sprints, the length is:
> 4 weeks
4 weeks
3 weeks
2 weeks
1 week or less
1%
7%
15%
65%
13%
Source: SA+A 2015 Q1 Agile State of the Art Survey
Copyright 2015 Scott Ambler + Associates
Internal Release Cadence of Agile Teams
> Annually or Other; 3%
Annually; 2%
Bi-annually; 2%
Quarterly; 1%
Bi-monthly; 3%
Monthly; 8% End of itera-tion; 38%
Several times an iteration,
24%
Daily; 9%
Several times a day; 11%
Source: SA+A 2015 Q1 Agile State of the Art Survey
Copyright 2015 Scott Ambler + Associates
Production Release Cadence of Agile Teams
> Annually or Other; 12%
Annually; 3%
Bi-annually; 4%
Quarterly; 23%
Bi-monthly; 8%
Monthly; 16%
End of itera-tion; 24%
Several times an iteration;
5%
Daily; 2%
Several times a day; 3%
Source: SA+A 2015 Q1 Agile State of the Art Survey
Copyright 2015 Scott Ambler + Associates
Technical Debt Avoidance Strategies
Detailed up-front architecture modeling
Team members trained in technical debt
Team works with Enterprise Architects
Team includes Architecture Owner/Agile Architect
Tech debt considered when designing
Lightweight up-front architecture
12%
16%
19%
39%
49%
53%
Source: SA+A 2015 Q1 Agile State of the Art Survey
Copyright 2015 Scott Ambler + Associates
Technical Debt Identification Strategies
Explictly measure tech debt across IT
Continuous integration strategy includes the database
Measure tech debt within teams
Continous integration includes code analysis
We know technical debt when we see it
8%
10%
20%
35%
61%
Source: SA+A 2015 Q1 Agile State of the Art Survey
Copyright 2015 Scott Ambler + Associates
Technical Debt Removal Strategies
Database refactoring
User interface refactoring
Code refactoring
38%
53%
90%
Source: SA+A 2015 Q1 Agile State of the Art Survey
Copyright 2015 Scott Ambler + Associates
Technical Debt Funding Strategies
Cost of addressing tech debt is tracked
Value of addressing tech debt is tracked
Specific projects to pay down tech debt
Paying down tech debt automatically funded
Specific requirements to pay down tech debt
5%
14%
23%
48%
49%
Source: SA+A 2015 Q1 Agile State of the Art Survey
Copyright 2015 Scott Ambler + Associates
How Aware Are Groups About Technical Debt?
Senior
Bus
iness
Mgm
t
Ope
ratio
ns/IT
Infra
struc
ture
Data
man
agem
ent
Senior
IT M
gmt
Our
Pro
duct
Owne
r
Enter
prise
Arc
hitec
ture
My
Delive
ry T
eam
-1.8
1.32.3 2.5
3.94.9
6.7
Source: SA+A 2015 Q1 Agile State of the Art Survey
Copyright 2015 Scott Ambler + Associates
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About SA+A
Scott Ambler + Associates (SAA) is a boutique consulting firm that specializes in helping organizations adopt disciplined agile strategies, particularly at scale. We offer training, coaching, and transformation services.
Our website is ScottAmbler.com. We can help.
Copyright 2015 Scott Ambler + Associates