Team Agility - Non-Software Delivery

Assessment Template Details

Lean Agile Intelligence

Team Agility - Non-Software Delivery

This Agile assessment enables the development of an Agile Team in a business context such as HR, marketing, and operations. Influenced by many Agile & Lean thought leaders, this template provides an opportunity for Agile Teams to measure and improve foundational behaviors, skills, and practices.

Ideal For

Teams working in a Non-Software delivery context including sales, marketing, finance, and other operational areas of the business. There are no references to software delivery jargon in this template.


Works of thought leaders that influenced the Growth Criteria, assigned Stage, and associated Business Outcomes.

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Questions by Dimension

22 total questions

Value Driven

• Team Backlog Refinement
• Team Common Goals
• Team Envisioning & Ideation
• Team Focus on Value
• Team Product Backlog
• Team Product Owner


• Team Accountability
• Team Safety
• Team Synergy


• Non-Software Delivery Team Definition of Done


• Non-Software Delivery Team Composition
• Non-Software Delivery Team Iteration Review
• Team Daily Stand-Up
• Team Flow of Value
• Team Iterative Planning
• Team Self-Organization
• Team Sustainable Pace


• Team Learning Culture
• Team Measures
• Team Retrospective


• Team Lead Facilitator
• Team Leadership Engagement

Question Growth Criteria Example

Team Focus on Value

Starting (0)

The team focuses mostly on deliverables and outputs

Customer impact is rarely measured

Developing (1)

There is a common understanding amongst team members of their purpose and the value they are creating for the customer and business

The vision and goals of the Product and next Product Increment (i.e., Release) is used to drive Product Backlog prioritization and refinement

The team includes all members in prioritization and valuation

Emerging (2)

The team uses measures such as NPS, customer usage, and sales targets to inform value-based priority decisions

The team uses collaborative prioritization techniques (i.e., Value Poker) to gain different perspectives and create a broader view of value

All team members can articulate the "WHY" behind a priority decision

Adapting (3)

The team measures the effectiveness of a deliverable by customer usage, feedback, and ROI

The team uses advanced valuation techniques such as cost of delay and WSJF to prioritize

The team coaches other teams on advanced valuation techniques

Optimizing (4)

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