Your company’s agility level depends on many parameters and determined through several stages. The information we collect through this assessment process with interviews, meeting and surveys are providing input for indicators, which are categorized to enable the information, if your company is practicing certain agile activities. Through the stages the current agility level, as well as the desired agility level of your company is determined. Assessment process requires participation from different areas and levels of employees and executives to enable healthy and balanced assessment results. Also assessor personally has to answer questions and share his thoughts and observations.

Stage 1 – Discontinuing factors: Here the company motivation and goals are examined to understand if they can be achieved through introduction of Agile methodologies. Also the basic requirements like executive support and funding of the endeavor will be assessed.

Discontinuing Factors

Stage 2 – Project Level Assessment: The main goal of this stage of assessment is to identify the highest level of agility a project can achieve. A target agility level will be established considering the limiting factors. Limiting factors are aspects where company has no effect or control, thus these factors are determinant for understanding the limitations of a company whilst its agile journey.

Project Level Assessment for Executives

Stage 3 – Organizational Level Assessment: The target level determined in Stage 2 will be an input for Stage 3 studies. The objective of Stage 3 is to determine the extent to which the organization is ready to support the adoption of the project’s target agile level.  Assessor uses this stage to develop a set of recommendations for achieving the target agile level for the project. Investing time and effort in this type of preadoption assessment of each agile practice increases the probability of success for the overall transition to agility.

Organizational Level Assessment for Developers

Stage 4 – Reconciliation: Having the project and organizational level assessments results, the next step would be to analyze the results. If there is a gap between the organization’s readiness level and the project’s target level, then reconciliation is needed. In case the organizational readiness level is lower than the project level, then the organization should undertake the necessary steps to improve these characteristics. We will come up with a set of necessary actions to close this gap.



Assessment approach

First an assessment needs to be conducted to ascertain the Agile Level of your company. Through this assessment our Agile Coaches and the Agile Managers, responsible for the smooth and balanced transition to Agile methodologies, will identify Agile practices and tools considering company culture, team dynamics and structure and technologies, tools used in your company.



With the assessment phase completed, our Agile Coaches have determined the tailored Agile practices, tools and aligned the Agile adoption with company vision and goals. Having that as input, we now establish an Agile team and choose the most suitable company project for the first Agile Pilot Project.



As soon as the iteration has been finalized, we will be conducting a retrospective with the whole team to evaluate the past iteration from different aspects.

As Agile embracing the continuous improvement to examine the processes, so are we accommodating this as an asset in your Agile transformation process.



After the Pilot project has successfully being closed and the benefits of the approach is also consented at executive level, the step would be to expand this approach on more company projects.

At this point this best practice, which have been actively tested against company culture and processes and matured through iterations, will be expanded on more company projects.



The 10th annual State of Agile™ survey from VersionOne makes it clear that agile software development has grown increasingly popular over the last decade. Participation in the survey has grown more than three-fold. In 2006, there were fewer than a thousand respondents to the survey, while the latest survey had 3,880.

CHAOS Manifesto Standish Group

Agile methodologies are no longer solely the domain of startups and small development shops. In 2006, nearly two-thirds of the survey respondents said they worked in software organizations with fewer than 100 people. By 2015, nearly two-thirds of the respondents said they worked for software organizations with more than 100 people, and 31% said they worked for software organizations with more than 1,000 people.  

Reasons For Adopting Agile

The number of large enterprises that are embracing agile continues to increase each year. More than 24% of the respondents worked for organizations with over 20,000 employees, compared to 21% last year.  

Agile is going global as the number of enterprises around the world adopt agile. The number of respondents that worked for organizations in Europe increased from 21% to 26%. In addition, 18% of the respondents worked in Asia, South America, Oceania, and Africa.

The pool of talent and agile experience continues to grow annually. Once again there was an increase in the number of respondents who said they were ‘very’ to ‘extremely’ knowledgeable about agile, an increase from 58% in 2014 to 63% in 2015.

Benefits Of Agile

While 95% of the respondents said their organizations practice agile, only 1% of the 3,880 respondents said that their agile implementation was unsuccessful.