I recently contributed to the future vision and ambitions of Capgemini Germany with following text on the topic of Agile:
Agility via Scrum
Agility is a state, a way of being; of people and of organizations. It is not a process, it is not a method. It is a state from which emerges flexibility, openness for change and fast responses to market changes. Scrum has become the most important Agile framework, allowing people and organizations to achieve this state of Agility. Scrum brings the rules and principles to organizations and their people to grow into this state of flexibility.
Scrum is an Agile framework for the development of complex products in complex circumstances. The base rules are described in the Scrum Guide by Scrum co-founders Ken Schwaber and Jeff Sutherland. But it doesn’t prescribe the strategies to apply it.
The goal of Scrum is to optimize and control the delivery of Valuable Software in turbulent enterprise, business and market circumstances. Control is achieved via frequent INSPECT & ADAPT cycles and the ability of the players to learn and improve, to become better players. Active collaboration with real business players is imperative in growing to Business Agility, and increasing the organization’s competitiveness and market position.
The heartbeat of Agile via Scrum is the iterative-incremental continuum. Time is sliced into time-boxed iterations, periods having a fixed start and end date. Every time-boxed iteration results in an increment of working software. Value is continuously increased across iterations and risk is controlled by consecutively producing working increments upon defined engineering standards.
The final goal of Scrum is to provide more satisfaction to end-users and customers. Software must be useful. Software being usable is just the basic beginning, and needs to be assured by cross-skilled development Teams. ‘Risk’ is here therefore defined as the business risk of not being able to capitalize on unforeseen opportunities, of not releasing fast enough, of being liable to customer dissatisfaction by releasing untested software, of releasing features that are not what users expect or appreciate, of lagging behind with regards to the competition.
All disciplines required to deliver fully working software from an end-user perspective are performed in parallel, incrementally and on a daily basis.
The goal of such integrated, cross-functional approach is BUILT-IN QUALITY. It aims at the prevention of defects, instead of post-development bug-hunting and overdue finding of non-satisfactory quality.
I was also quoted on the topic of agile as follows:
“Business & People”
Agile is driven by Business people expressing their functional intents and expectations from an overall Product Vision. People are respected for their creativity, intelligence and self-organizing capabilities to understand and resolve a problem.
Agile processes are not free-play approaches. Agile processes are defined and even require high discipline in building products piece by piece (“Incremental”), while frequently revisiting the built pieces and the product (“Iterative”) to expand, improve and adapt while assuring overall integrity upon technical excellence.
I am happy to be helping our German colleagues on Scrum with Professional Scrum trainings.