Agile Readiness Measurement in Organizations using Agile Adoption Framework : A Case study on Indonesian Automotive Company

Abi Hanindito, T. Raharjo, B. Hardian, Agus Suhanto
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Abstract

Many organizations have adopted agile methodology in their project process and management to take advantage of benefits to organizations. The benefits are quicker good software quality, return of Investment, and customer satisfaction. For some organizations that have mature software development methodology using traditional approaches, they face some difficulties in adopting agile methodology. Instead of being successful in IT project implementation, the organization has failed in IT project, bad quality software, and running out of budget. The Organization conducted an agile readiness assessment using an agile adoption framework called SAMI (Sidky Agile Measurement Index) to know their agility level. Based on this assessment framework, there is a questionnaire which assesses the process for agile practices adoption in project and organization. Organization involved customer manager, IT manager, IT Section head and IT developers as respondents to fill in the questionnaire related to their experience in IT project. The assessment result mentioned that this organization has passed the criterias to continue the adoption, and agile adoption of project level is at level 3 (Effective), and organizational readiness level is at level 1 (Collaborative). To increase agility level up to maximum level at level 5 (Encompassing), Organization can choose to improve failed assessment items through follow up the recommendation or lower the expectation through reducing the project level into level 1, which is similar level to organization readiness. Knowing agility level in organization through assessment and proceed the recommendation, can increase agile level and ease agile adoption especially on software development in organization.
使用敏捷采用框架的组织中的敏捷准备度度量:以印尼汽车公司为例
许多组织已经在他们的项目过程和管理中采用了敏捷方法,以利用敏捷方法给组织带来的好处。这样做的好处是更快、更好的软件质量、投资回报和客户满意度。对于一些使用传统方法已经拥有成熟软件开发方法的组织来说,他们在采用敏捷方法时面临着一些困难。组织没有在IT项目实现中取得成功,而是在IT项目中失败,软件质量差,预算耗尽。该组织使用名为SAMI (Sidky敏捷度量指数)的敏捷采用框架进行了敏捷准备情况评估,以了解其敏捷程度。基于这个评估框架,有一个问卷来评估项目和组织采用敏捷实践的过程。组织邀请客户经理、资讯科技经理、资讯科技科主任及资讯科技开发人员填写有关他们在资讯科技项目中的经验的问卷。评估结果表明,该组织已经通过了继续采用的标准,敏捷采用的项目级别为3级(有效),组织准备级别为1级(协作)。为了将敏捷性水平提高到第5级(包括)的最高水平,组织可以选择通过跟踪建议来改进失败的评估项目,或者通过将项目级别降低到第1级来降低期望,这与组织准备程度相似。通过评估了解组织的敏捷性水平,并进行建议,可以提高组织的敏捷性水平,促进敏捷的采用,特别是在组织的软件开发中。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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