Status Quo Agile
Third study on success and forms of usage of agile methods
In cooperation with Scrum.org and GPM, Member of the International Project Management Association (IPMA)
The survey period is closed.
We would like to thank for more than 1.000 international participants.
At the moment we are working on the study report.
Particpants will receive the report automatically.
If you would like to receive the report that will be available to public some time later please send us an e-mail [info] with your complete contact information and the subject “Registration for study report Status Quo Agile 2016”
Agile methods such as Scrum, IT-Kanban or Design Thinking gained a lot of importance during recent years. It seems like almost every renowned company switched to the usage of agile methods for their IT development. During the last few years agile methods gained tremendous importance in areas like product development, process optimization, implementation of ERP systems Standard Software System (SSW), etc.
But how successful and widespread are agile methods? Which forms of usage are common? During the second half of the year of 2014 “Status Quo Agile“ examined for the third time the actual status quo of agile methods.
Questions to be examined by the study "Status Quo Agile" are:
How are agile methods like Scrum and IT-Kanban used in practice?
Which challenges promotes a succesful implementation of agile methods?
How do users combine classic project management with agile methods?
How can agile methods be scaled?
How successful are agile methods?
How are agile methods going to be entered in the project portfolio of the management?
The new edition of ”Status Quo Agile” examined how the usage of agile methods have changed. Special focus is placed on the actual forms of usage, the successes and the interaction with classic project management and scaling of agile methods as well.
Advantages of agile methods
Advantages of agile methods include
- faster results
- better customer focus
- reduction of unnecessary documentation effort – prevention of an unnecessary use of resources in projects
- increased efficiency and effectivity
- higher rate of results in time, in budget, in quality
- improved motivation and involvement of employees
Study results of the last examination of ”Status Quo Agile” (2014)
More than 600 participants from over 30 nations participated and helped to gain valuable information about the practice of agile methods.
You can have a look at the final report of 2014 here.
The majority of the users of agile methods use them selectively or in combination. Only about one fourth of the participants use agile methods consistently.
The success rate of agile methods is evaluated more positively than the success rate of classical project management. The positive evaluation of the success of agile methods in this survey corresponds to the results of the survey from 2012. Once again consistently agile users had the highest rate of success.
Six of the seven most often used techniques are specific Scrum techniques. 15 of 22 rated techniques are used by a minimum of 70% of the users of consistently agile methods.
The respondents rated agile methods consistently better than classic project management methods regarding specific success criteria like the “Quality of results“, “Adherence to schedule“ and “Employee motivation”.
Nearly two thirds of the participants use agile methods for four years by now.
With 86%, the most used method is Scrum. Kanban, XP and Feature Driven Development follow.
A team size of 5-9 persons dominates. The majority of users of classic project management work in teams of this size, too.
Kanban and Design Thinking had a remarkably high growth rate during the last two and a half years compared to agile methods in general.
Regarding specific success criteria, Scrum is rated better than every other method .
As expected, agile methods are especially used in the area of software development. Even so, „only“ IT-related topics and activities without references to IT account for 41% respectively 27%.
Scrum, Kanban, Lean and Design Thinking are rated more positively than classical project management in all criteria.
75% of the respondents stated, that a Sprint does not run longer than three weeks.
Only about 6% of the users of agile methods and 10% of the users of classic project management evaluated project teams undisciplined.
The BPM Laboratory at the Koblenz University of Applied Sciences
The BPM-Laboratory for Business Process Management and Organizational Excellence at the Koblenz University of Applied Sciences is headed by Prof. Dr. Ayelt Komus. He is a Certified Scrum Master, author of many well-known publications to agile method, agile PMO and initiator of many scientific studies in this field. Komus is co-founder of the model factory Koblenz and for more than 20 years in publisher of "BPM Best Practice" (Springer Verlag), and he has been active in the areas Business Process Management, project management, organizational design, IT management and agile methods.