Assessment Facilitator Facilitation & Coaching Guide

By: Michael McCalla, Founder & President of Lean Agile Intelligence

Article Contents

  1. Cheat Sheet
  2. Preparation
  3. Setting the stage for the Self-Assessment
  4. Gathering data: conducting a self-assessment
  5. Generate insights
  6. Decide what to do
  7. Close the assessment

By now, you already know my stance on Self-Assessments. I firmly believe they are drastically underutilized for the value they deliver. I have seen time and time again; Self-Assessments accelerate transformational outcomes and fuel a successful transition to "New Ways of Working."

A good portion of the value is derived from effective facilitation. Facilitating an assessment is much like facilitating a retrospective, times 10! It is an art, one that must be continuously refined given feedback, learning, and experience.

I have many years under my belt facilitating Enterprise, Team, and Individual Self-Assessments. It seems like yesterday, I facilitated my first team Self-Assessment and encountered awkward silence, groupthink, and dominant personalities. Over the years, I have learned methods to help combat these negative behaviors and ensure participants get the most out of the assessment.

It's time I have put pen to paper and documented this approach! With the help of feedback from Lean Agile Intelligence users, I have created this Facilitation & Coaching Guide to help all facilitators get the most value out of the Self-Assessments. Enjoy!

Cheat Sheet

A shortened, graphical version of this document - in PDF format! Click here

Preparation

Successful facilitation is a product of preparation. It is vital that you understand the team's context, challenges, and maturity, so you can ask powerful questions that will help them improve.

  • Finalize the Capability Template that will be utilized for the Self-Assessment.
    • Coaching Tip: We have found that templates between 15-25 capabilities are most effective.
  • Decide the Self-Assessment Mode of the Self-Assessment.
    • Coaching Tips: There is no replacing real-time conversation immediately after voting on a capability, so we encourage you to choose the "Together" Mode, especially for teams taking their first assessment. However, we understand there are constraints for taking the Self-Assessment in real-time as a group, so the "Separate" Mode will give you the next best thing.
      • Click here for more information on Self-Assessment Modes.
  • Identify a time slot for the Self-Assessment.
    • Coaching Tips:
      • We promote Self-Assessments to be done quarterly.
      • Given that Self-Assessments are a form of a retrospective, request to utilize a retrospective time slot for the Self-Assessment.
      • If "Together" Mode is selected, we encourage you to reserve three hours for the Self-Assessment. However, templates with less than 15 capabilities can typically be done in two hours.
      • If "Separate" Mode is selected, then the Self-Assessment link should be sent out a week in advance of the retrospective so that participants have adequate time to vote. The Assessment Facilitator should reserve two hours to review the Self-Assessment results.
  • Remind participants that they will receive a link to participate in a Lean Agile Intelligence Self-Assessment via email or a collaboration tool (i.e., Slack, Teams, etc.).
  • Decide if you, as the Self-Assessment Facilitator, will be participating in the voting.
  • If it is the participant's second Self-Assessment, review the last Self-Assessment results.
    • Coaching Tips:
      • Identify and note the capabilities that were marked as an Impediment or Goal, and the corresponding Stage from the last assessment. You will want to have more conversations around these capabilities.
      • Identify and note the capabilities with high levels of vote variability (disagreement on the Stage). You will want to ensure there is an improved shared understanding this time around.
      • Review the historical notes for each capability.

Setting the stage for the Self-Assessment

At this point, you want to gain the participants' attention and prepare them for what is ahead. You will want to ensure they understand the purpose of the exercise, participant expectations, and how it works. Encourage engagement, and promote that they will get out of the Self-Assessment what they put into it.

Creating a safe place:
  • Emphasize the following:
    • The purpose of the Self-Assessment is to improve.
    • This is a safe place and the conversations will remain within the people participating.
    • Everyone is doing their best, given the constraints within the ecosystem.
    • A Self-Assessment gives participants a voice and a platform to share their feelings and experience. The value is in the conversation, improvements, and the ability to ask leadership for help in areas that they cannot control.
Capabilities & Criteria
  • Communicate the following:
    • The total number of capabilities that are in the Self-Assessment and each corresponds to an Agile or Lean capability. Capability examples are things like Agile Planning, Scrum Ceremonies, Team Collaboration, Test automation, etc.
    • Each capability has five Stages, each with a set of criteria for participants to self-assess themselves.
    • Voting guidelines: Select criteria checkboxes from left to right, starting at Developing, that you feel are satisfied, exceeded, or not relevant.
    • Participants do not have to submit a vote on a capability.
      • Usability Tip: Participants choosing not to vote on a capability should select the "Abstain" button, so results are still shown automatically when all votes are received.
    • Participants should add notes to articulate why they voted the way they did.
    • All votes and notes are anonymous.
  • If you are using "Together Mode", additional communication should include:
    • Each capability will be presented on the screen, and each participant will have 3 minutes to provide a vote on the Stage, as well as any subsequent stage criteria they feel is satisfied. (3 minutes is a recommendation, not a platform requirement).
    • As the Self-Assessment Facilitator, you will ask if anyone needs clarity on any terms in the Stage criteria halfway through each capability's timebox.
    • Participants should add notes to articulate why they voted the way they did. Participants can add notes before or after the results are displayed.
      • Coaching Tip: Encourage your participants to input notes before providing their final vote so that they have adequate time to provide their thoughts.
Capability voting results
  • Communicate the following if using “Together Mode:”
    • Results will appear after all votes are received.
    • If there is disagreement amongst participants in the votes, you will go over the contested criteria and encourage those who voted differently to share their perspective.
      • Coaching Tip: Emphasize that the value is in the conversation, and surfacing assumptions and misinterpretations will help drive improvements for the participants, team, and enterprise. Everyone is in this together, and this is a safe place!
    • The Average Stage is captured as the Rating for the capability, and if everyone is comfortable with it, we will move on to the next.
    • A re-vote can be triggered if the participants would like to vote again.
    • The Self-Assessment Facilitator can override the Average Rating and subsequent stage criteria checked if all participants agree.
    • Once the participants agree on a Stage, the Self-Assessment Facilitator will inquire if getting to the next Stage is in the participant's control? Or would they need leadership's help to achieve it? If they agree leadership is required, the capability will be marked as an Impediment.
Review self-assessment results
  • Communicate participants will review cumulative results after the assessment has been completed and identify capabilities to improve.
Participation expectations
  • Participate!
  • Communicate the following:
    • Emphasis (Again….) that the value is in the conversation and surfacing assumptions and misinterpretations will help drive improvements for each participant, team, and the enterprise. Everyone is in this together, and this is a safe place!
    • This is everyone's opportunity to reflect, provide input, and learn what can be done to improve.
    • This is the participant’s opportunity to have their voice heard and provide feedback to leadership on where their help is needed to improve performance.
    • This is about each participant's development and growth! Make this a value-add exercise by engaging!

Gathering data: conducting a self-assessment

It is now time to collect the data that will fuel improvements! Lean-Agile Intelligence provides alternative methods to collect the Self-Assessment data from participants. This data will then serve as a mirror for the team to self-reflect on and identify improvements. The data will also serve as a feedback loop to leadership indicating where their help is needed to optimize team performance.

  • The primary data gathered in a Lean Agile Intelligence Self-Assessment is the Rating & Criteria Votes and Notes received from participants.
    • Additional data includes Growth Goals and Impediments.
  • The Self-Assessment Mode used to conduct the Self-Assessment, either "Together" or "Separate," determines the data-gathering mechanics and facilitation technique.
    Voting guidelines
    • Reiterate the Voting Guidelines to the Self-Assessment participants. They are the same for both Self-Assessment Modes.
      • “Select criteria checkboxes from left to right, starting at Developing, that you feel are satisfied, exceeded, or not relevant.”
    Together Self-Assessment mode:
    • “Together Mode” enables participants to conduct a Self-Assessment in real-time as a group. Each capability in the Capability Template is presented to all participants at the same time. Participants can cast a vote on the Stage and subsequent criteria they feel the Entity (Individual, Team, At Scale) satisfies and the conversation pursues!
    • For each capability in “Together Mode,” consider the following:
      • Historical Notes from Previous Self-Assessments
        • Historical notes from previous Self-Assessments are available for the Self-Assessment Facilitator by selecting the notes icon on the Assessment Sidebar.
          • Coaching Tip: If this is not the first Self-Assessment for the Entity (Individual, Team, At Scale), review the Historical Notes from the previous Self-Assessment as the participants submit their votes. It will provide you the intelligence to formulate meaningful capabilities.
          • Usability Tip: The Notes indicate if the capability was marked as a "Growth Goal" or "Impediment" in the previous Self-Assessment.
        • Historical notes from previous Self-Assessments are available for all participants if the Self-Assessment Facilitator selects the "Show Notes to Participants" button. Note this can be also set for all capabilities in the assessment on the Launch Assessment screen.
          • Coaching Tip: We have found that this option is best for more mature teams that have had several rounds of Self-Assessments. Less mature teams are more likely to be influenced by other participant’s notes.
      • Tracking Vote Submissions
        • Track participant vote submissions using the participant icon on the Assessment Sidebar.
          • Usability Tips:
            • Users will not be able to change their vote unless the Self-Assessment Facilitator triggers a re-vote.
          • Coaching Tips:
            • Don't rush people! The criteria in each capability Stage is rich and extensive. It will take time to read, consume, and cast a vote. Participants may also be adding notes and using the full timebox.
            • Provide periodic reminders informing the participants how much time they have left to cast their vote.
            • Ask if anyone needs clarity on any terms in the Stage criteria halfway through each capability timebox.
      • Participant Notes
        • Participants can add Notes to articulate why they voted the way they did. Participants can add Notes before or after the results are displayed.
          • Coaching Tip: Encourage participants to input Notes before providing their final vote so that they have adequate time to provide their thoughts.
      • Reviewing Capability Voting Results:
        • Results are automatically shown to participants when all votes have been cast.
          • Usability Tip:
            • If a participant abstains from voting, a vote submission will still be recorded, and results will automatically appear.
            • The Self-Assessment Facilitator can finalize voting and trigger results by selecting the "Show Results/Next" button. The Facilitator can leverage this option if a participant could not participate for a specific period but is still present in the Self-Assessment.
          • Coaching Tips:
            • As the Self-Assessment Facilitator, you will have an opinion on the current Stage for the capability. However, we encourage you to allow the participants to attempt to figure that out for themselves. You will also want the participants to validate the average Stage that voting resulted in. Here are some powerful questions that you can use to help them get there:
              • In the case there is wide vote variability and criteria disagreement, ask: "there seems to be some vote variability/criteria disagreement; does anyone want to share why they voted the way they did?"
              • "Can you provide examples in which the Average Stage is met?"
              • "Is this a standard behavior for us, or something we do some of the time? Is there anything in these criteria we can do better?"
              • "So do we all agree we are doing everything in this Stage?"
              • "Does anyone want to play devil's advocate?
            • As people discuss the results, review the participants' notes to identify any golden nuggets of information you can use to prompt a good conversation.
            • Take a minute to capture your notes based on the conversations. Valuable notes tend to be:
              • Examples of the participants meeting the average Stage criteria.
              • Areas the participants agreed and disagreed; where they landed, and why.
              • Where do they feel they can improve, and whether or not they feel it is important now?
        • Additional Actions
          • Re-Vote Button: The Self-Assessment Facilitator can clear out results and have participants vote again.
            • Coaching Tip: We have found that this is a beneficial tool when the participants struggle to agree on a Stage or a few people are dominating the conversation.
          • Override Average Stage: The Self-Assessment Facilitator can override the Average Stage if all participants agree they are at a different Stage. Checked Subsequent stage criteria can also be overridden.
            • Coaching Tip: Use this option when all participants have chimed in that they agree they are in a specific Stage or subsequent stage criteria. If not everyone has spoken up, choose the "Re-vote" option.
        • Marking a Capability as an Impediment
          • Capabilities can be marked as an Impediment if the participants feel they cannot improve in the capability because of a constraint out of their control.
            • Coaching Tip: Once the participants agree on a Stage and subsequent stage criteria, ask the participants if they feel improving in this capability is in their control? Or would you need leadership's help to achieve it? If they advise they would need leadership’s assistance, mark the capability as an Impediment.
        • Marking a Capability as a Growth Goal
          • Capabilities can be marked as a Growth Goal if the participants target an improvement in the capability by the next Self-Assessment.
            • Coaching Tips:
              • If the participants feel they are very close to satisfying criteria in a particular Stage, encourage them to mark it as a Growth Goal because it is low hanging fruit.
              • Except for the low hanging fruit Growth Goals, we have found that it is more effective to identify Growth Goals after all capabilities have been answered. Self-Assessment Facilitators can accomplish this from the Lean Agile Intelligence Results Dashboards. This approach enables the participants to gain a holistic sense of where improvements are needed and then identify the capabilities that will help enable it.
        • Click here for more information on the Self-Assessment Platform controls.
    • Consider taking a break!
      • Coaching Tip: We are asking a lot of participants! You will want to allow them to recharge. It is always best to plan a brief intermission and let the audience know upfront!
    Separate Self-Assessment mode:
    • “Separate Mode” enables participants to take the Self-Assessment individually. The Self-Assessment Facilitator can close the Self-Assessment at any time, triggering the compilation of votes and availability of results in the Lean Agile Intelligence Results Dashboards.
      • Tracking Participant Completion of the Self-Assessment
        • There are multiple methods to track participant completion of a Self-Assessment, including email confirmation after participant completion or the "Manage Assessments" screen under the "Assessments" menu.
          • Coaching Tip: If your enterprise has decided to make the Self-Assessment optional, “Separate Mode” is a perfect fit. It will enable you to track responses and close the Self-Assessment when the necessary sample set has been met.
          • Click here for more information on the Manage Assessments Screen.
      • Closing the Self-Assessment
        • The Self-Assessment Facilitator can close a “Separate Mode” Self-Assessment at any time after one participant has completed the Self-Assessment using the "Manage Existing" screen and selecting the "Complete Assessment" button.
          • Usability Tips:
            • If the Self-Assessment Facilitator is also providing votes in the Self-Assessment, they will be able to do so in the “Manage Assessments” screen, but their votes are not required to close the Self-Assessment.
            • Individual Self-Assessments can be automatically closed after one participant completes the Self-Assessment by selecting the "Single" participant setting when launching the assessment.
        • Click here for more information on Closing an Assessment.

Generate insights

Lean Agile Intelligence Results Dashboards aggregates the Self-Assessment data and display it in a consumable and actionable format. It is here that the Self-Assessment Facilitators and participants will be able to glean insights and identify improvements. Lean Agile Intelligence dashboards help tell a story of the Entity's current state (Individual, Team, At Scale) and next steps towards achieving better outcomes.

  • The Generate Insights phase will be slightly different depending on the Self-Assessment Mode used to facilitate the Assessment.
    • The same process can be used to Generate Insights for Self-Assessments irrelevant to the Self-Assessment Mode utilized; however, note that the conversations and review procedures will be much more extensive for “Separate Mode” Self-Assessments.
    • Given the participants have already discussed the results of each capabilities when using “Together Mode,” participants most likely already generated many insights and have a holistic sense of where improvements are needed.
      • After the assessment is complete, the screen will transition to the Insights Canvas Dashboard. This is an excellent time for a 10-minute break! During the break, ask the participants to recharge and review the results. Encourage them to look for patterns in the result data and be prepared to talk about it.
    • Participants utilizing the “Separate Mode” are seeing the Results for the first time. They will need to sink their teeth into the capabilities to understand better the current state and where they need to improve.
  • Reviewing Self-Assessment Results:
    • The Lean Agile Intelligence Results Dashboards enable a thorough review of the Assessment results.
      • Click here for more information on the Lean-Agile Intelligence Results Dashboards.
      • Coaching Tips:
        • Start with the Insights Canvas. The Insights Canvas will allow you to review holistic results and drill down into the capabilities to have a rich conversation around the voting results.
        • Send out a PDF of the Insights Canvas ahead of time so the participants can review the Self-Assessment result before they come into the review session. Ask them to look for patterns in the result data and be prepared to talk about it.
    • The Insights Canvas Dashboard Gadgets present the Self-Assessment Result in a consumable and actionable format. This format, accompanied by powerful capabilities, will fuel conversation amongst the participants and surface improvement items needed.
      • Usability Tip: When hovering over a Dashboard gadget in the Insights Canvas, a “Learn More” link will appear. Select this link to gain a thorough understanding of the gadget’s contents and calculations.
        • Click here for more information on Dashboard gadgets and calculations.
      • Coaching Tips:
        • Start the assessment review by zeroing in on the Lean Agile Intelligence “Snapshot” gadget. This simple one-stop-shop overview provides details like the Entity/Group Rating, the Entity/Group Rating Trend, and total current Impediment and Goal counts. This gadget enables the team to see where they are on the continuum, what that means, and how much progress they have made since the first and previous assessment.
        • The “Entity/Group Rating Trend” gadget compliments the Snapshot. It provides a visual of the progress made over time. Remember, the absolute number (current score) is not nearly as important as the trends. The trends represent the improvement (or lack thereof) over time, which is what we are interested in!
        • The next scoring level to review is that of the Dimension level in the Scoring Summary gadget. The Dimension score represents an aggregate score of all the capabilities in the Dimension. It provides the opportunity to identify strengths and weaknesses at a high level and see trends in each Dimension from the first and previous assessment.
          • Let the team provide feedback on what they glean from the scores. They have more insight than us, and they might see something differently. It is also for them to come to their own conclusions. Ask questions like:
            • What is this data telling us?
            • Are there any surprises?
        • Next, zero in on “Performance - Highest Performing.” This will get the session up and running on a positive note. Here are some potential powerful questions you can ask for this category:
          • "Is anyone surprised that these are our highest performing Capabilities?"
          • "Is anyone surprised to not see a specific Capability in this category?"
        • We recommend reviewing “Vote Variability - Highest Variability Capabilities” next so the participants can see where they disagreed and why. Contested Stage and Criteria will be marked. Drill down into each Capability listed and point out the vote variation and contested criteria in each Stage. Here are some potential powerful questions you can ask for this category:
          • "Given the vote variability and contested criteria; does anyone want to share why they voted the way they did?"
          • "Does anyone want to play devil's advocate?"
          • "Can you provide examples in which the average Stage is met?"
        • We recommend reviewing “Performance - Lowest Performing” next. Here are some potential powerful questions you can ask for this category:
          • “Is anyone surprised that these are our lowest-performing Capabilities?”
          • “Do we all agree that the voting has resulted in our current state?”
          • “Is this Capability relevant to our context? Does it even matter if it is low-performing?”
          • “What is holding us back?”
        • Lastly, if this is a subsequent assessment, you will want to see how the team performed in the capabilities that they marked as a goal and impediment in the “Total Previous Goal and Impediment Gadget.”
          • These are the capabilities that the team should have been focusing on improving over the quarter, so ideally, there will be an increase. However, if not, the team most likely lost focus on the improvements, and the Scrum Master will have to make them big and visible during the quarter, especially in retrospectives.
        • Review Votes and Notes ahead of time for each Capability. The information will help you identify additional Capabilities to review. There are a few circumstances that typically trigger a Capability Review:
          • You don’t believe the Stage voting results properly reflects the current state of the Entity (Individual, Team, At Scale). However, you must allow the participants to attempt to figure that out for themselves. Here are some powerful questions you can use to help them get there:
            • "Can you provide examples in which the average Stage is met?"
            • "Is this a standard behavior for us, or something we do some of the time? Is there anything in these criteria we can do better?"
            • "So, do we all agree we are doing everything in this Stage?"
            • “Does anyone want to play devil’s advocate?”
          • You are aware of systemic constraints within the organizations that prevent the team from improving in the Capability. A potential powerful question in this category is:
            • What is holding us back?”
          • The Notes contains some golden nuggets of information you can use to prompt a good conversation.
        • Take a minute to capture your notes based on the conversations. Valuable notes tend to be:
          • Examples of the participants meeting the average Stage criteria.
          • Areas the participants agreed and disagreed, where they landed, and why.
          • Where do they feel they can improve, and whether or not they feel it is important now?

Decide what to do

The purpose of Self-Assessments is to improve. Let me say that again, the purpose of Self-Assessments is to improve! Lean Agile Intelligence directly associates each capability with a Lean or Agile Practice, Behavior, or Metric, accompanied by rich criteria in each Stage. This rich criteria enables participants to self-assess themselves and identify actions to improve to the next level.

What Capabilities participants decide to improve is depended on their context and desired outcomes. We have found that there are two approaches that teams can use to springboard the identification of improvements. Which one the Self-Assessment Facilitator decides to utilize is dependent on a few variables. Once decided the Lean Agile Intelligence “Improvement Assistant” can be used to recommend the capabilities the team should focus on improving the next quarter.

The "Being Agile" Improvement Identification Model
  • Description: Enables participants to identify foundational capabilities required to "be" Agile and shift mindset.
  • Best Suited For:
    • Entities (Individual, Team, At Scale) within an Enterprise starting their transformation initiative and Agile journey.
      • Example: Team Avengers is one of the first teams in an Enterprise just starting to experiment with Agile ways of working for specific projects.
    • New Entities (Individual, Team, At Scale) within an Enterprise who has already established Agile ways of working.
      • Example: Flow-Riders is a new Team in an Enterprise in the third year of their transformation. This is the first time the Team participants have worked in an Agile manner, and the Product Owner and Scrum Master are new to the role.
  • How it Works:
    • Select the “Improvement Assistant” button in the Insight Canvas Dashboard in the top right of the screen. Select the “Be Agile” model. The subsequent screen will show you all outcomes selected. Simply select “Done” and all the capabilities that impact every outcome will be returned in the dashboard gadgets for the team to drill down on.
      • “Be Agile” model
        • Coaching Tips:
          • Once the Capabilities are revealed to the team, it is up to them to identify where they need to improve. Dashboard gadgets can provide additional guidance on where to spend time discussing potential improvements. Potential review methods include:
            • Reviewing Lowest Scoring Capabilities
            • Reviewing Highest Vote Variability Capabilities
            • Reviewing Capabilities in which improvement is within your control
          • Capabilities in a common Dimension will have closely related criteria. When choosing multiple Capabilities to improve, it makes sense to improve Capabilities in the same Dimension since the resulting improvement actions will be tightly coupled. For example, if the participants are targeting to improve in the Team Product Backlog Capability, they may also want to also improve in Team Product Backlog Refinement.
            • Click here for more information on Lean Agile Intelligence Dimensions
    • Capability Drill Down: Self-Assessment Facilitators can drill down into Capabilities the participants want to discuss by clicking on the Capability anywhere in the Dashboards.
      • The Dashboard Capability Drill Down screen contains additional data on the Capability, including Stage Criteria, Vote Summary, Aggregated Notes, and comparison to other Entities in the Group.
        • Usability Tip: The best way to view the Stage Criteria is to "Hide" the Entity Summary, expanding the Stage Criteria section.
          • Click here for more information on the Capability Drill Down screen.
        • Coaching Tips:
          • To help drive the conversations, utilize the Notes tab to view participant's notes. This allows participants to articulate the notes they input during the Self-Assessment.
          • When a Capability is selected to be improved upon:
            • Utilize the criteria in the targeted Stage to formulate an improvement plan. Note that if the team targets a Stage beyond the next, the improvement plan should include all stages' criteria.
            • Record notes on "why" the team wants to improve in the Capability and their plan to do so.
            • Mark the Capability as Growth Goal
          • If the Entity (Individual, Team, At Scale) realizes that improving in the Capability is beyond their control and requires leadership's help, mark the Capability as an Impediment.
The "Outcome-Driven" Improvement Identification Model
  • Description: Enables participants to identify foundational Capabilities required to "be" Agile and shift mindset.
  • Best Suited For:
    • Entities (Individual, Team, At Scale) within an Enterprise or Business Unit with a Transformation Strategy tied to the Outcomes they want to achieve.
      • Example: Team Muscle is in a Tribe focused on improving all their products' reliability and is focusing on technical excellence over the next six months.
      • Example: Team Identity is part of a new 18-month program where the coaches have decided to prioritize Value-Driven Dimension Capabilities to drive collaboration with the business and ensure the program produces the most value possible.
      • Example: Team Wild is part of a business unit with OKRs to measure the team's ability to respond to change and deliver to the market, so they are focusing on capabilities that contribute to these outcomes.
  • How It Works:
    • Select the “Improvement Assistant” in the Insight Canvas Dashboard in the top right of the screen. Select the “Outcome Driven” model. The subsequent screen will show you a list of outcomes. The team can select one or more. Once selected, simply select “Done” and all the capabilities that impact the selected outcomes will be returned in the dashboard gadgets for the team to drill down on.
      • Click here for more information on Lean Agile Intelligence Outcomes
      • Coaching Tips:
        • Once the Capabilities are revealed to the team, it is up to them to identify where they need to improve. Dashboard gadgets can provide additional guidance on where to spend time discussing potential improvements. Potential review methods include:
          • Reviewing Lowest Scoring Capabilities
          • Reviewing Highest Vote Variability Capabilities
          • Reviewing Capabilities in which improvement is within your control
        • Capabilities in a common Dimension will have closely related criteria. When choosing multiple Capabilities to improve, it makes sense to improve Capabilities in the same Dimension since the resulting improvement actions will be tightly coupled. For example, if the participants are targeting to improve in the Team Product Backlog Capability, they may want to consider also improving in Team Product Backlog Refinement.
    • Capability Drill Down: Self-Assessment Facilitators can drill down into Capabilities that the participants wish to discuss by clicking on the Capability anywhere in the Dashboards.
      • The Dashboard Capability Drillown Screen contains additional data on the Capability, including Stage Criteria, Vote Summary, Aggregated Notes, and comparison to other Entities in the Group.
        • Usability Tip: The best way to view the Stage Criteria is to "Hide" the Entity Summary, expanding the Stage Criteria section.
          • Click here for more information on the Capability Drill Down screen.
        • Coaching Tips:
          • To help drive the conversations, utilize the Notes tab to view participant's notes. This allows participants to articulate the Notes they input during the Assessment.
          • When a Capability is selected to be improved upon:
            • Utilize the criteria in the targeted Stage to formulate an improvement plan. Note that if the team targets an Stage beyond the next, the improvement plan should include all stages' criteria.
            • Record notes, on "why" the team will improve in that Capability, and their plan to do so.
            • Mark the Capability as Growth Goal
          • If the Entity (Individual, Team, At Scale) realizes that improving in the Capability is beyond their control and requires leadership's help, mark the Capability as an Impediment.

Close the assessment

  • A Lean Agile Intelligence Self-Assessment should result in improvement commitments mutually agreed on by participants. Participants are committing to one another that they will play their part in achieving the improvement.
  • The last phase of the Self-Assessment is for participants to validate all members are comfortable with the improvement commitments with a confidence vote, reflect on the Self-Assessment itself, and document the improvements.
    • Confidence Vote: The Self-Assessment Facilitator should facilitate a fist-of-five confidence vote so the Entity (Individual, Team, At Scale) can validate that all members are comfortable with the improvement commitments.
      • Coaching Tips:
        • Remind the team of the timebox they have to achieve the improvements. The timebox will correspond to the elapsed time between now and the next Self-Assessment, typically quarterly.
        • The rule of thumb is that if all votes are 4 or greater, then there is enough confidence the Entity (Individual, Team, At Scale) can achieve the improvement commitments.
        • If participants vote less than a 4, ask them to articulate their concerns. The conversation may lead to scaling back the commitment or just a further clarification on the improvement.
    • Documenting the Results: The Self-Assessment Facilitator, along with the participants, should record the Self-Assessment improvements and actions.
      • Coaching Tips:
        • This is typically in the form of an improvement plan that details the Capabilities the Entity (Individual, Team, At Scale) is committing to improving, and the actions necessary to achieve it.
        • Many Teams will capture these items in their backlog to be addressed like any other backlog item.
        • Agile Coaches or Scrum Masters can use the Lean Agile Intelligence Outcome Improvement Plan to document their coaching approach to help the team achieve its improvement commitments.
        • Coaches and/or Scrum Masters should utilize information radiators to remind the team about their commitments. Retrospectives should be utilized as a checkpoint to reflect on the progress of the improvement commitments.
        • Another option is to export the Capability Details Dashboard and send it to participants so they can see their Growth Goals and the criteria needed to achieve it
    • Reflecting on the Assessment: The team should take a minute to reflect on the Assessment. What went well? What can be improved?
      • Coaching Tip: Incorporate this feedback into the next Self-Assessment with this Entity (Individual, Team, At Scale) and future Self-Assessments with others.