What does that mean when you hear? We are a mature agile organization? Mature compared to what? Maturity models have clear indications of levels of maturity. They provide a standardized set of expectations that when there is mention of hitting a specific level of maturity, there is an understanding of a general level of achievement.

Can we use maturity models to help identify how agile anything is? Can a model determine what makes up mature agility?

Can we say an organization is mature with some agile teams that produce, yet other teams within the organization slow down the value chain?

The Agile Manifesto does not state any milestones or provide a set of markers or a checklist to achieve specific levels. There is no Gold Standard for agility.

Is the term agile maturity an anti-pattern hiding in plain site? Are teams getting too focused on how well they follow a framework that they lose an opportunity to grow agility organically?

Agility is like the philosophical writings of Descartes or Montaigne than Watts Humphrey. The Agile Manifesto suggests a different path; a path of adaptation and improvement. Instead of saying, We are a mature agile organization, we can say, We are an agile organization. Join us as we show how changes in perspectives can create more fluid agility while implicitly maturing simultaneously.

Learning Outcomes:

• Identify the difference between maturity and evolution to create an organic spread of agility.
• Differentiate between maturity and evolution thoughts and how they affect the path to agility.
• Identify and address gaps using the Corvette/Chevrette paradox between teams to reduce obstacles and bottlenecks.
• Become a change leader in your organization to benefit from a shift in focus to an evolutionary view.
• Learn techniques that demonstrate a focus on the behavors that will create a better agile environment.

Featured Participant: Thomas Cagley

Attachment: How I changed Lightning Handout