Agile Assessment - improuv€¦ · ©"improuv"GmbH"Agile"Leadership."" hp://improuv.com "" Agile...

© improuv GmbH Agile Leadership. h7p://improuv.com

Agile Assessment

Descrip<on of Success Factors for Self-‐Assessment of Teams

improuv, September 2014

© improuv GmbH Agile Leadership | h7p://improuv.com

1. Product Quality

•  have a good understanding of who their customer is and what their customer‘s needs are

•  strive for simplicity, thus maximizing the amount of work not to be done

•  know the cost of delay for each feature and align with their customer‘s strategies

•  share a clear product vision that states their target market and compe<<ve advantages

•  have backlog items that reflect value to the customer, grouped into Minimal Marketable Features

• maintain a barely sufficient backlog to fulfill their architectural and predic<ve needs

•  have loosely coupled product increments that allow organic growth in small increments and thus a steady accrual of value

Teams that excel in this area...


2. Predic<ve Quality

•  base their predic<ons upon measurements of their past

•  know the variance of their speed and regularly discuss and take measures to reduce variance

•  have developed low-‐effort es<ma<on techniques with precision not exceeding accuracy

•  have backlog items that fulfill the INVEST criteria, op<mizing on short cycle <mes (a few days per item)

•  can reliably judge when a backlog item is poten<ally shippable and consider all the effort needed to get there

•  have strategies to deal with unplanned work

•  visualizie their current process understandable to all stakeholders based upon value increments (e.g. Burndup/down or Parking Lot diagrams)



3. Consistent Delivery

•  regularly deliver defect-‐free product increments

•  have a good understanding of the implica<ons of changes and have reached mastery in changing their product

•  usually have build up and maintain a fully automated tes<ng environment that provides fast and reliable feedback

•  deliver on a reliable cadence or short lead <me

•  improve their delivery capability con<nuously based upon their and other’s experience

•  are able to deliver mostly without interdependence with other teams

•  have developed networks and strategies to closely interact with other teams

•  are able to deliver without wai<ng for verifica<on of another team



4. Collabora<ve Work

•  have a stable team that is not disturbed by forming processes

•  respect and value the individual differences between the team members and exploit them to become “more than the sum of the parts”

•  have fast and efficient communica<on rituals to convey known informa<on

•  have effec<ve open communica<on channels to convey unexpected informa<on

•  share a common sense of vision and purpose and take pride in fulfilling them

•  share their strengths and support in each other’s weaknesses

•  have “T-‐Shaped” competencies

•  have a safe and respecgul way to deal with conflicts

• members teach and learn with every interac<on



5. Inter-‐Team Collabora<on

•  strive for minimizing mutual wai<ng <me between teams by close collabora<on

•  have established the necessary coordina<on rituals with other teams to minimize mutual wai<ng <me (e.g. joint planning)

•  share a common vision with the other teams and celebrate that they can only win together

•  are transparent about their current status

• maintain effec<ve personal networks and invest in them

•  abstain from pathological poli<cs •  understand that they have to organize collabora<on themselves

•  regularly inspect and op<mize their collabora<on together with the other teams

•  address and solve conflicts with other teams respecgully and effec<vely



6. Empowerment

•  feel responsible for both the product and the process

•  can decide on whatever is necessary to improve the way they work

•  share a common and collabora<vely developed vision with management about product, process and quality

•  have access to all the informa<on that they need for these decisions

•  pull work instead of gejng work assigned

•  have management support, even if management has different opinions. “No because…” is acceptable.

•  solve most problems themselves.

•  have li7le wai<ng <me for permissions and informa<on

•  have explicit delega<on contracts with their management (e.g. delega<on levels)

•  treat people as adults



7. Con<nuous Improvement

•  are master of their process and improve it in a regular, fast cadence (e.g. retrospec<ves)

•  do retrospec<ves effec<vely, leading to ac<onable items that regularly get executed

•  provide transparency about core informa<on and regularly reflect on it

• make progress through small safe-‐to-‐fail experiments

•  celebrate reflec<on as high-‐leverage <me, not as “unproduc<ve not-‐working”

•  accept failure and exercise them as learning opportunity

•  experience management support and regularly face management’s demand to improve the process


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