Agile Team Ways of Working Lite

Assessment Template Details

Lean Agile Intelligence

Agile Team 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. This template is ideal for teams just starting with Agile ways of working.

Ideal for

This template is ideal for teams just starting with Agile ways of working.

Source Reference

Works of thought leaders that influenced the Practice and associated Agility State Criteria Statements.

Go to Source Reference >

Questions/Practices by Practice Dimension

Value Driven

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


• Team Safety
• Team Synergy


• Team Definition of Done
• Team Focus on Quality


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


• Team Metrics
• Team Retrospective


• Team Lead Facilitator
• Team Leadership
• Team Self-Organization

Practice Technique Criteria Example

Team Metrics


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


  • 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


  • 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 measures such as NPS, customer usage, and sales targets to make value-based decisions


  • 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


  • 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 been adopted throughout the enterprise and is considered a best practice supported by leadership