Agile Team: Software Delivery Ways of Working Lite

Assessment Template Details

Lean Agile Intelligence

Agile Team: Software Delivery Ways of Working Lite

A lightweight template focusing on foundational Agile team concepts. Influenced by many Agile & Lean thought leaders, this template provides an opportunity for all Agile team members to reflect and improve on the foundational behaviors, qualities, and practices required of a high-performing team in today’s fast-moving business environments.

Ideal For

Teams just starting with Agile ways of working.

References

Works of thought leaders that influenced the Practice's Technique Criteria, assigned Agility Stage, and impacted Business Outcomes.

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Questions/Practices by Practice Dimension

17 total practices

Value Driven

• Team Backlog Refinement
• Team Product Backlog
• Team Product Owner

Dynamics

• Team Safety
• Team Synergy

Quality

• Team Definition of Done
• Team Focus on Quality

Adapt

• Team Composition
• Team Daily Stand-Up
• Team Flow of Value
• Team Iterative Planning
• Team Product Demo
• Team Self-Organization

Improve

• Team Metrics
• Team Retrospective

Leadership

• Team Lead Facilitator
• Team Leadership Engagement

Practice Technique Criteria Example

Team Metrics

Starting (0)

The team doesn't use Metrics to drive feedback, improvement, and decision making

Developing (1)

The team tracks Metrics

The Metrics are actionable and drive improvements

Throughput (i.e., velocity) is measured

Quality (i.e., escaped defects) is measured

The team uses employee-engagement Metrics to gauge employee satisfaction

Emerging (2)

The team measures flow Metrics (lead time, cycle time, etc.) for units of value (i.e., Epics, Features)

The team measures predictability by applying the coefficient of variation to their throughput

The team uses customer-centric measures such as NPS and customer usage

Adapting (3)

The team uses leading and lagging indicators for each of their Metric categories (quality, time to market, response time, etc.)

Metric trends are the focus, not absolute numbers

The team experiments with different Metrics and shares learning with leadership and other teams

The team views Metrics as a vehicle for feedback, improvement, and decision making, not to gauge performance

The team coaches other teams on advanced Metric techniques

Optimizing (4)

The metrics for the team's goals and incentives are objective and aim at measuring the impact of deliverables

Correlations are drawn between leading and lagging indicators to identify areas for improvement proactively

Thanks to the team’s success, influence, and commitment to knowledge sharing, the team’s advanced Metrics techniques have been adopted throughout the enterprise and is considered a best practice supported by leadership