Agility is one of three transformation levers from Swisscom and is intended to help as such implement corporate strategy and achieve related business goals.


Agility is the ability of people and organizations


Constantly changing and uncertain environment

To be adaptable and flexible

Act proactively, quickly and consistently


1. Time to Market decreases by getting results faster in the initial releases
2. Quality increases by taking feedback in a timely manner
3. Productivity increases as a result of continuous learning and improvement
1 st

Swisscom needs the ability of agility to continue to be number 1 in this dynamic environment to shape the future.


Doing Agile Practical application Apply Agile methods Scaling using Agile methods Planning poker Kanban SAFeĀ® Scrum
Being Agile A mindset/behavior Independent ofspecific methods Customer oriented Disciplined and iterative work Continuous smaller deliveries Get earlierfeedback Reach customerfaster Make profiton market $


This is all a hype and goes past.It will be anyway never work.

Truth #01

That's not true. Agile software development has established for over 30 years and constantly evolving. She is the today De facto standard in IT. That I Swisscom into a digital company are changing, are agile development methods in complex contexts also for us "the way to go. "Big IT companies set scaled Agile teams for a long time successfully on. Also the application of Agile in Business and in cooperation with the IT is now far in the industry spreads and becomes in many places used profitably - not only at Startups.

Truth #02

That's not true. That's why we do that Distinction between Being Agile and Doing Agile . Being Agile , so the agile mindset, is important for everyone and in our dynamic Environment indispensable. Doing Agile , so according to which modes of operation, methods or Organization forms me Alignment, but always needs the situation be adjusted. It does not work to modern or unfashionable, but to successful or unsuccessful in the Sense of our strategy.

Everything that is not SAFE is old-fashioned.
Agility is haphazard work without a goal. There ise ver noplanning or control. Responsibilities are unclear, everythingor not binding. Everyone does, what he wants and how helikes it just fits ("Cherrypicking"). 02 Friday

Truth #03

That's not true. WHAT in the next increment Sprint is made (Epics, Features or stories), is about the portfolio, Program or team backlog very much controlled transparently. The team has the Degree of freedom to define HOW. But it is jointly responsible for his commitment , Doing everything to get the results on schedule and to deliver in the best quality. Planning, Target achievement and delivery results become biweekly in sprint planning or in the Sprint Review reviewed by the teams and presented in the system demo. With Agile is the planning very transparent and overall more credible, as they are from the teams intensively validated. From a governance perspective, Agile Teams to complete each sprint and each program increments great transparency on allocation of funds and achievement of objectives and become due to the middle allocation Portfolio and program level controlled.

Truth #04

That's not true. Also be in agile setup Requirements such as privacy, security, Architecture and operational readiness met. Through DevOps approaches, we are true to this the principle "you build it, you run it "by self-responsible and mixed Teams sure. The agile Way of working is - if right is applied - by a very high degree of discipline and transparency.

It is chaos and anarchy.
Error culture does not match our qualityquality claim together.

Truth #05

That's not true. Agile means Built- In Quality : Developing agile does not mean to deliver bad software. Because You can not scale bad code. On the contrary, the goal is with everyone Sprint high quality, release-capable and thus to deliver "finished" increments, which meet the agreed "Definition of Done" - Requirements met. The (automated) testing, integrating and Installing the software is a task in the Team integrated. So mistakes are made early Identified before she impact. Biweekly retrospectives at the team level as well as after the end of the program increment make formal Learning and improvements for the next Iteration sure. Based on the feedbacks Loops after each program increment (PI) the hypotheses are validated and appropriate scope adjustments for the future PI. Let it be erroneous assumptions can be detected more quickly and correct.

Truth #06

That's not true. Also in the agile process model become the essential requirements, eg Epics or User Stories documented and according to the processing and Cognition progress continues refined. They will be with the teams Pass acceptance criteria. To the definition of Done also include topics such as code Documentation and Release Notes. Indeed is the documentation compared to Specifications in a waterfall model less static, it refines on an ongoing basis in the course of gaining knowledge in the Work.

It does not need any Documentation.
Agility needs no leadership. And we can do that anyway not because our bosses can not handle it.

Truth #07

That's not true. There is no such thing as agile contexts less, but others Management activities. The role and tasks classical leader turns into Servant Leaders who are the Develop corporate culture and framework conditions for agile, independent work mixed Create teams. They support theirs Employee at the personal development, give Orientation and focus more on the content.