Slides from my recent talk at the 'Even Mammoths can be Agile'

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Helen Meek
An experienced Agile Coach & Trainer
Helen.Meek@ripple-rock.com
@Helen_J_Meek

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A tool that enables teams to self reflect on where their Agile,
development and testing practices are compared to best
practice and/or to the companies long term goal.

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Provides the ability for teams to:
• Understand best practice & transparency on the road
to excellence
• To map start point and to track progress through
continuous improvement cycles in a visual way
• Agree and create an action plan on how improve
practices.
• Increased cross team visibility and collaboration to
facilitate shared learning and best practice.

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Stage 1: Foundation Y/N Wt Scor
e
Stage 2: Improving Y/N Wt Scor
e
Stage 3: Self-sustaining Y/N Wt Scor
e
Business interface 10 0 11 0 11 0
Business involvement Nominated business person to prioritise and prepare
stories
n 5 0 Product Owner works closely with stakeholders, stakeholders
review sprint output
n 3 0 Business stakeholders attend the Sprint Review in addition to the PO
and actively create backlog items
n 3 0
PO Availability Product Owner is available during Sprint to answer
questions
n 3 0 Product Owner is embedded member of Scrum Team i.e. in
sporadic sprint ceremonies
n 3 0 Product Owner is embedded member of Scrum Team i.e. in every sprint
ceremony, actively taking tasks for story development from sprint
backlog
n 4 0
Story Development Stories, regardless of their granularity are created in
advance of the first sprint starting.
n 2 0 Product Owner works with the team to get stories to 'ready' prior
to sprint collaboratively understanding acceptance criteria,
dependencies and priorities
n 5 0 The Product Owner is never ‘surprised’ by Story implementation in the
Sprint Review because they are actively involved in transitioning the
story to software during the sprint
n 4 0
Product Ownership 16 0 25 0 13 0
Prioritising There is a list of prioritised requirements provided to
the scrum team
n 5 0 The Stories have been prioritised by the Product Owner based on a
clear ROI from the business case.
n 5 0 ...and the scrum team has re-prioritised stories or created spikes based
on risk
n 2 0
Backlog Structure Project has vision and outline scope n 3 0 The Product Backlog is correctly scoped and regularly maintained
(at least weekly) and prioritised
n 5 0 The structure of the backlog is aligned to the business case.
A vision, release roadmap, story maps, themes and Epics (or similar
tools) are used to cluster, organise and communicate the Product
Backlog in a coherent manner.
n 2 0
Stories Stories are written by a user or business domain expert
in the standard story format 'As a <role> I want
<functionality> so that <business rationale>. Followed
by acceptance criteria
n 1 0 Story size is relative to position within the backlog - with small
stories at top - and 'epics' lower down. More granularity of stories
at the top of the backlog. An include clear acceptance criteria
n 5 0 Stories are created in story writing sessions where Product Owners work
with users to write high quality stories
n 4 0
Release Planning Stakeholders are aware of the benefits of dividing
projects into smaller deliverables - including definition
of MMF
n 3 0 There is a release plan, with MMF and an outline of subsequent
releases
n 5 0 A release kick-off meeting ensures all aspects are covered, including;
architecture, business value, functionality and non-functional
requirements.
The release planning process includes a retrospective and is improving.
n 3 0
Post-Sprint Activities PO attends and contributes to Sprint Review - providing
feedback, validation and recognition of work done
n 4 0 Sprint Reviews generate regular and useful feedback -
stakeholders, other than the PO, sometimes attend
n 5 0 PO acknowledges post sprint feedback and always adds new
requirements to the product backlog.
n 2 0
Sprint Working 34 0 32 0 28 0

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Once we have completed the questionnaire we are able to provide an instant team heat map and a
spider diagram to track progress over time.
Foundation Improving Self-sustaining Excelling
Business interface 10 ## 10 11 # 11 11 # 0 7 ## 0
Product Ownership 16 ## 16 25 # 15 13 # 6 20 ## 0
Sprint Working 34 ## 34 32 # 15 28 # 7 21 ## 4
Team Stuff 22 ## 22 28 # 26 24 # 10 20 ## 1
Planning & Estimating 15 ## 15 13 # 13 19 # 19 11 ## 11
Continuous Improvement 8 ## 8 6 # 3 6 # 3 8 ## 5
Development Practices 19 ## 16 20 # 15 21 # 6 15 ## 2
Testing Practices 28 ## 25 28 # 20 30 # 10 25 ## 5
Continuous delivery 22 ## 22 25 # 18 25 # 10 27 ## 8
Categories Different Levels
Met level
Partially met level
Level not achieved
Scores on the left indicate the
maximum points available, and
the points on the right detail
the team score
0
1
2
3
4
Business
interface
Product
Ownership
Sprint
Working
Team Stuff
Planning &
Estimating
Continuous
Improvement
Development
Practices
Testing
Practices
Continuous
delivery

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Business interface 10 ## 10 11 # 11 11 # 11 7 ## 4
Product Ownership 16 ## 16 25 # 25 13 # 6 20 ## 3
Sprint Working 34 ## 34 32 # 17 28 # 12 21 ## 4
Team Stuff 25 ## 25 30 # 26 26 # 12 22 ## 3
Planning & Estimating 15 ## 15 13 # 7 19 # 5 11 ## 2
Continuous Improvement 8 ## 8 6 # 0 6 # 0 8 0% 0
Development Practices 19 ## 19 20 # 12 21 # 12 15 ## 8
Testing Practices 28 ## 18 31 # 18 30 # 0 25 0% 0
Continuous delivery 22 ## 15 25 # 4 25 # 0 27 0% 0
Foundation Improving Self-Sustaining Excelling
GB
Business interface 10 ## 8 11 # 6 11 # 7 7 ## 1
Product Ownership 16 ## 16 25 # 10 13 # 4 20 0% 0
Sprint Working 34 ## 26 32 # 5 28 # 0 21 0% 0
Team Stuff 25 ## 17 30 # 20 26 # 11 22 ## 6
Planning & Estimating 15 ## 9 13 # 0 19 # 0 11 0% 0
Continuous Improvement 8 ## 8 6 # 3 6 # 0 8 0% 0
Development Practices 19 ## 18 20 # 11 21 # 9 15 ## 4
Testing Practices 28 ## 17 31 # 7 30 # 0 25 0% 0
Continuous delivery 22 ## 14 25 # 11 25 # 3 27 0% 0
Foundation Improving Self-Sustaining Excelling
LW
Business interface 10 ## 10 11 # 6 11 # 7 7 ## 1
Product Ownership 16 ## 16 25 # 15 13 # 2 20 0% 0
Sprint Working 34 ## 34 32 # 2 28 # 0 21 0% 0
Team Stuff 25 ## 25 30 # 11 26 # 6 22 ## 3
Planning & Estimating 15 ## 15 13 # 1 19 # 0 11 0% 0
Continuous Improvement 8 ## 3 6 # 0 6 # 0 8 0% 0
Development Practices 19 ## 16 20 # 5 21 # 3 15 0% 0
Testing Practices 28 ## 18 31 # 7 30 # 0 25 0% 0
Continuous delivery 22 ## 15 25 # 4 25 # 0 27 0% 0
Foundation Improving Self-Sustaining Excelling
FU
Business interface 10 ## 10 11 # 6 11 # 4 7 0% 0
Product Ownership 16 ## 16 25 # 20 13 # 2 20 0% 0
Sprint Working 34 ## 34 32 # 22 28 # 8 21 ## 4
Team Stuff 25 ## 25 30 # 26 26 # 6 22 ## 3
Planning & Estimating 15 ## 12 13 # 9 19 # 0 11 0% 0
Continuous Improvement 8 ## 8 6 # 3 6 # 0 8 0% 0
Development Practices 19 ## 19 20 # 7 21 # 3 15 ## 3
Testing Practices 24 ## 21 28 # 16 27 # 0 22 0% 0
Continuous delivery 22 ## 22 25 # 14 25 # 16 27 ## 6
Foundation Improving Self-Sustaining Excelling
TB
PF

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• Overall across all of the teams there has
been growth of:
48.2%

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Conclusions