2. Are you measuring what really counts?

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

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

5. 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”

6. Sample Maturity Frameworks
On-line survey based assessment
SAFe Metrics
Spotify Health Check Model
ThoughtWorks Agile Maturity Model

7. Comparative Agility On-Line Survey

8. SAFe Metrics – Self Assessment Tool

9. 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

10. 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

11. Spotify Health Check

12. 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

13. 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…