本文中英文版内容是一样的。中文版在下边。
Puzzles in Agile transformation
There are a few puzzles in Agile transformation.
Agile has a few values, principles and practices. But it's hard to let people to buy in all these. Even if some methodology like Scrum is deployed, it will not be rooted deeply and will go with the wind overtime.
Different people have different interests, voices and thoughts. To align the interests, voices and thoughts is hard.
If we turn to pursue immediate impact on business, that will not be seen soon and not straightforward. The cause and effect chain is long. The impact factors are many. It's not easy to clearly identify the relationship between a business result and certain way of working.
KEI (Key Excellence Indicator)
In stead, the idea is KEI (Key Excellence Indicator) and Excellence Driven Transformation. Excellence pretty much means being better. The starting point is to define a set of KEIs.
The KEI can include result indicators and process indicators. Sometimes result indicators are not direct and immediate, so we need process indicators.
Some indicators are associated with data and some not.
The indicators come from both top down and bottom in the team and organization. Ultimately it need to agreed and executed by the team and stakeholders. The KEI can apply to team level 1st.
KEI Steps
The steps:
The team and stakeholders agree the KEI (Key Excellence Indicator) and Excellence Driven Transformation model.
The team and stakeholders spend time to define the KEIs seriously. The KEIs should reflect the business objectives, better way of working and consensus, and become the unified driving force.
The team and stakeholders diligently inspect and adapt the KEIs. In each Sprint, evaluate the level of each KEI achieved, identify improvement actions, and implement the improvement actions. And also revise the KEIs per need.
The KEIs example can be started from Henrik and Spotify's Agile Health Check as shown in the pictures. But the key is to reflect what can stand for your own excellence.
以下中文版：
敏捷转型的谜团
敏捷有一套价值观，原则和实践。然而，让大家接受这一套东西不容易。就算实施了一些像Scrum这样的方法论，也很难根植下去。过一段时间，实施的方法也会慢慢消失掉。
不同的人有不同的利益，声音和想法。要同步大家的利益，声音和想法，也是一件接近不可能的事。
如果把业务目标作为转型目标，其问题是难以很快和直接看到效果。其中的因果链太长，影响因素太多。很难界定业务目标和具体的工作方法之间的因果关联。
KEI关键卓越指标
解决方案是KEI关键卓越指标和卓越驱动转型。卓越的基本含义是变得更好。起始点是定义一组KEI。
KEI可以包含结果指标和过程指标。有时候结果指标难以直接和快速见效，所以我们需要过程指标。
有些指标关联到数据，有些不关联（如果没有或难以取得数据的话）。
在团队和组织中，指标来自自顶向下和自底向上的结合。指标最终需要被团队和干系人同意和执行。指标的运用首先运用于团队层面。
KEI的步骤：
团队和干系人同意KEI和卓越驱动转型的模式。
团队和干系人花时间认真定义KEI。KEI需反应业务目标，更好的工作方法和各方共识，并且成为归一化的驱动力量。
团队和干系人切实检视和适应KEI。在每个迭代，评价每个KEI的达成情况，制定和落实改善措施。按需修正KEI集和KEI的定义。
KEI的例子，可以从Henrik and Spotify's Agile Health Check开始，如图所示。而其中的关键是，反应真正能代表你自己的卓越的指标。
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