Agile Assessment - improuv€¦ · ©"improuv"GmbH"Agile"Leadership."" hp://improuv.com "" Agile...
Transcript of 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...
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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)
Teams that excel in this area...
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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
Teams that excel in this area...
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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
Teams that excel in this area...
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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
Teams that excel in this area...
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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
Teams that excel in this area...
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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
Teams that excel in this area...