Are you measuring what really counts?

Agenda Why it matters? Maturity frameworks in the market What to measure? Other considerations

Icebreaker Who was the first computer programmer? Alan Turing Charles Babbage Claude Shannon Ada Lovelace

Some definitions and why it matters Maturity – desirable Agile processes are being repeated, across program lifecycles, are being measured and there is a culture of continuous improvement Maturity model – a framework for assessing program or organizational Agile capabilities Quotes I have heard….. “We have made significant investments into Agile practices and we don’t know how well we are adopting the principles” “Is our enterprise benefiting from Agile uniformly?” “Are we Agile enough? Or is our competition better at these techniques?” “How do we avoid an Agile ‘free-for-all’ which results in disparate security protocols or no common architecture”

Sample Maturity Frameworks On-line survey based assessment https://www.comparativeagility.com/ SAFe Metrics https://www.scaledagileframework.com/metrics/#T3 Spotify Health Check Model https://labs.spotify.com/2014/09/16/squad-health-check-model/ ThoughtWorks Agile Maturity Model https://info.thoughtworks.com/rs/thoughtworks2/images/agile_maturity_model.pdf

Comparative Agility On-Line Survey

SAFe Metrics – Self Assessment Tool

Agile maturity levels Capability Maturity Scale building blocks Optimized Level 4 Managed Level 3 Defined Level 2 Repeatable Level 1 Ad-hoc There is evidence that the enterprise has recognized that the issues exist and need to be addressed. There are, however, no standardized processes; instead, there are ad hoc approaches that tend to be applied on an individual or case-by-case basis. The overall approach to management is disorganized Processes have developed to the stage where similar procedures are followed by different people undertaking the same task. There is no formal training or communication of standard procedures, and responsibility is left to the individual. There is a high degree of reliance on the knowledge of individuals and, therefore, errors are likely. Procedures have been standardized and documented, and communicated through training. It is mandated that these processes should be followed; however, it is unlikely that deviations will be detected. The procedures themselves are not sophisticated but are the formalization of existing practices Management monitors and measures compliance with procedures and takes action where processes appear not to be working effectively. Processes are under constant improvement and provide good practice. Automation and tools are used in a limited or fragmented way. Processes have been refined to a level of good practice, based on the results of continuous improvement and maturity modeling with other enterprises. IT is used in an integrated way to automate the workflow, providing tools to improve quality and effectiveness, making the enterprise quick to adapt. Agile Operating Model Process & Policy People and Organizational Alignment Technology and Automation Governance Metrics Training and Communication

Target operating model KPIs & priorities Dimension Agile Topics Leading Practices Process & Policy Sprint Planning Time box the sprints to 4 weeks or less Planning of sprints collaboratively, effectively and efficiently Develop sprint goals and commit to meeting them Write requirements as user stories with clearly defined acceptance criteria Prioritize features ahead of time Apply acceptance criteria and definition of done to story acceptance Have a predictable, normalized velocity for estimation & planning Backlog grooming for every sprint Planning readiness Program backlog is ready and socialized with Product owners Socialize product vision Identify architectural requirements Release planning Program stakeholders, business owners and other resources are in attendance Participation of all team members in person or remote Business context, Product vision, and Top features are effectively communicated Timeboxes are adhered to; event starts and ends on time Risks are discussed, addressed categorized Management addresses key scope and quality challenges and makes adjustments as necessary

Spotify Health Check

Other considerations Audience Sprint teams – self awareness of what’s working and what’s not working Project management or coaches – to see patterns across multiple teams or across different programs and identify systemic problems Executive leadership – to understand if the principles are being applied that they have invested in developing Frequency Monthly can be too often….annually is too seldom…..quarterly may be right for some organizations….. Consider rotating the assessment around different programs throughout the course of a year Consider integrating it into sprint retrospectives Miscellaneous Be careful about the perception of comparing teams or programs Consider letting a program or team decide how they want to be evaluated Be careful that the assessment is viewed as about improvement and not judgement Consider the value of an independent assessor for a fresh perspective

Call to action…. Shifting to Agile without the benefits is a definition in insanity….. Does your organization invest in understanding their Agile maturity and how to continuously improve? If not, maybe you should volunteer to start an Agile maturity initiative at your organization…