TeamAgilityFlowScorecardMASTER
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To learn more about team agility click this box.
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Team Agility Flow Scorecard MASTERStartCur- RentGoal
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Team Agility Scorecard <---- Less Flow ... More Flow---->
(scores are examples
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ObjectivesRoles, Mindsets, Events, Artifacts123456789101112131415
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1Have a clear liason for the team to go to understand what work needs to be done and why. Responsibilities include:
* be available to the team to answer questions
* help the team understand the DoD for each story
* refine the team backlog as needed
* sequence the work on the team backlog appropriately and coach the team if they are not working in the proper order
Product owner roleno product owner role is definedDoing about 25% of the roleDoing about 50% of their roleDoing about 75% of their roleDoing virtually all of their role1815Roles0
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2Have a coach for the team to assist them in improving their definition of workflow and in following it. They are responsible for liasoning between the team and the rest of the organizationTeam Agility Coach roleno one is doing this role or it's being done by several people rotating the responsibilityattending to the duties of the team agility coach but mostly just attending to the project management aspects of it.the role is being filled by some who is attempting to manage improvements but is taking a dogmatic attitude towards following a particular framework or methodthe coach is taking respnosibility for the team's workflow and agreements and works with the team to improve themall responsibilities to left plus attending to the bigger picture of how the team fits into realizing value quickly for the oranization59140
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Depending upon our situation we should we're using cross-functional teams or something else. 3a is Scrum's approach, 3b is Kanban's approach. Put scores in one or the other & only those will show up on reports. Note that the objectives are the same.
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3aHave all of the capabilities needed to create value quickly in a predictable, sustainable and high quality fashion.Development teamthe development team is scattered and working on other things besides the main focus of what they are intended to dothe team is cross-functional and is focused, albeit not co-located, on completing the work of the sprint backlogthe team is cross-functional and co-located3692
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3bCreate true teams to the extent possiblethe development team is scattered and working on other things besides the main focus of what they are intended to dowhile teams aren't co-located they are in simiilar time zones and are focused on the same work being donethe team works from a common kanban board and is focused on the team's purpose. They create the equivalent of a cross-functional team by having quick available and short handoffs. Queues are managed to ensure needed people are readily available.the team is cross-functional and co-located1
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4Keep work within capacity. Lower cycle timeFocus on Finishing / Managing Work in ProcessWork is started in an ad hoc mannerGenerally each person on the team starts work on a separate storywhen starting a task people look to see how that story will contribute to finishing the bigger piece the story is inafter finishing something they look to see how they can help someone else on their team to finish somethingafter finishing something they look to see how they can help someone else on their team finish something that will shorten cycle time of the MBI the team is working on.2815Mindsets0
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5Ensure working on the right thing and don't start until readyDefinition of Ready & Definition of DoneThere is no definition of ready or definition of doneDoR and DoD are defined, but not commonly usedDoR and DoD are defined and mostly usedDoR and DoD are well defined and being used for all stories38151
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6Use for improving the methods of the team while not leading to local optimization that hurts the overall bic picture.Self-organization within the context of the development groupTeam members are just trying to get their job doneTeam members self-organize but don't attend to the context they are in.Team members work together to improve how they are working while attending to their agreements with the rest of the organization18152
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7Improve collaboration within the team and make it easier for people to move from team to team when requiredDefinition of workflowThere is no definition of workflow besides "on backlog", "in process", "done"The workflow includes some indication of whether stories have had acceptance criteria defined prior to starting workAll of the steps required to do the work have been explicitly discussed and are know by the team. In particular, it is clear what DoR and DoD are and if they are being used38152
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8Create a plan to improve focus and help people see what is happening to enhance dependency managementSprint PlanningNot being doneplanning is done but it is mostly guesswork0planning is done base on velocity of the teamSprint planning is being done and all stories on the sprint backlog have met DoR and DoD definition3712Events / Ongoing Activities1
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9Communication, collaboration, ability to pivot, remove blockagesDaily StandupsNot being doneDaily standups are done but are mostly walk throughs without any action coming from them.Daily standups are being done but from an individual perspective:
what did "I" do
what am "I" going to do
where am "I" blocked
Daily standups are being done but from a team perspective. so thet "3 questions" are more "we" than "I". but they are mostly being used to provide status instead of taking action.Standups happen the same time and place and are more about how to work together and solve problems with little status being needed. Blockages that haven't been fixed the day before are always mentioned so as not to just let them become status quo6715
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Depending upon our situation we should be using time-boxing (10a) or a cadence model (10b). Note the objectives of both is the same.
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10 a
Have work be completed in a timely manner that provides quick feedback and is potentially realizable. (Note, if using cadence must attend to story size objectives more closely as cadence does not provide that guidance)Quality of sprintsSprint boundaries are mostly ignored.A sprint consists mostly of one big design, code, and test cyclesStories are mostly completed but many tests are not completed by the end of the sprintMost stories are started at beginning and are done close to the finish of the sprint - all stories have a cycle time approx equal to the sprint time box lengthIf using iterations, all work is completed at the end of a sprint. If using cadence, cycle times of work in cadence interval is less than three days0
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10b
Quality of cadenceNo cadence is being used.cadences are defined but not consistently used.Cadences for readying work prior to hitting the team, demos, retros are being done3690
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11Get feedback from stakeholders and product owners and make any necessary corrections on directionProduct DemonstrationNo regular demonstrations are doneInstead of running working software progress is disucssed via presentatino.Software built is demonstrated but not enough attention is given to providing feedback.Working software is demonstrated with feedback being well-received17121
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12Create visibiliy on what's holding the team and/or organization back and work on them on a regular basisManaging impedimentsImpediments are mostly ignored and just treated as isAn impediment list is created but not used for muchAn impediment list is maintained and worked on on a regular basis. it is reviewed daily.15122
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13Use for improving the methods of the teamRetrospectionsNot being doneRetrospections are done but are mostly just walking through the steps.Retrospections are done but not followed up onRetrospections take place at end of sprint/cadence and 1 to 2 things are selected and worked on for improvement over the next sprint. Organizational Impediments are made visible and Management removes these.4591
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14Ensure backlogs are ready when a sprint or cadence startsProduct backlogThere is no product backlog, but teams are just given work on an adhoc basisthere is a product backlog from which the team pulls but it is not well organizedThe backlog has a couple of weeks of medium to small stories in it.The backlog is refined to the extent that, if sprints are being used, at the next planning event there are enough ready stories for planning. These stories can be traced back to the MBIs from which they sprang and dependencies of and on these stories have been identified.1812Artifacts1
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15Enable other teams to see both what will be required of them as well as when what they are depending upon is being developedVisibility of work (team backlog)Work is not visible. There is no organized list of work to be doneA sprint backlog exists, but the state of the work is not shown other than "in process" and "done"All work regarding the team is visible, including stories added to the sprint after it started for whatever reason, side effect of interruptions, any blockages presentVisibility in the prior column exists as well as any dependences on other groups, dependencies that people have on us including work upon Kaizen activities - continuous improvementsVisibility in the prior column exists as well as work of different types such as customer focused on systems focused58150
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16Smaller batches assist flow and predictability. Velocity helps coordinationStory size, estimation velocitystories that are almost ready to be worked on or committed to (if using sprints) are large and not estimated)stories that are almost ready to be worked on or commited to (if using sprints) are large but at least they are estimatedstories have been broken down into smallish size but are not being estimated. this makes it not possible to calculate velocityStories have been broken down so they take more than 2-3 days to be completed, stories are estimated in such a way that velocity can and is calculated by the team34151
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17Use visual controls to:
1) show rate of completion of work-eg burndown charts
2) see if stories are being worked in proper order
3) see time taken for each step (eg CFD)
4) see type of work being done
Burndown / Burnup ChartsNo reports that show what is being done are avaialble1 of these reports is available2 of these reports are available3 of these reports are available4 of these reports are available34150
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18Build valuable product on a regular, frequent basis.Incrementat the end of the sprint/cadence there is nothing to demodemonstrable software gets completed at infrequent timesat the end of a sprint/cadence software has been built that is tested and demonstrable but is not integrated with other needed piecesat the end of the sprint/cadence what has been built is fully teested and can be demonstrated to the product ownerContinuous integration and continuous deployment is happening18120
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Copyright (c) Net Objectives.
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Things missing
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This scorecard is still being built. the following are comments we've received about thngs to add. There is a tradeoff between completeness and degree of complicatedness. Comments welcome
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MBI mindset
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Objective Based Thinking
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measure of team flow behaviors (e.g. none - some pairing - true pair programming - business people working hand in hand with tech developers at task level - mob programming
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measure of individual flow - or a practice that encourages/supports Flow (e.g. https://www.amazon.com/Flow-Psychology-Experience-Perennial-Classics/dp/0061339202)
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This IS about SW Dev - so lets talk about storage of artifacts (code Repo)
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Automated Test
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DoD ready must include test specs
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MBI mindset
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Objective Based Thinking
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measure of team flow behaviors (e.g. none - some pairing - true pair programming - business people working hand in hand with tech developers at task level - mob programming
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measure of individual flow - or a practice that encourages/supports Flow (e.g. https://www.amazon.com/Flow-Psychology-Experience-Perennial-Classics/dp/0061339202)from - multitasking on several projects during a week - to multitasking on One Project during a week - to One PBI per person - to One PBI for several people until done - to One PBI per team until done
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This IS about SW Dev - so lets talk about storage of artifacts (code Repo)None - my Harddrive and your Harddrive - A branch early policy in 20th C. Repo - A no-branch policy in 21st C. Repo - Shared Code / Artifact Mindset / Practice - Continious Integration
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Automated TestNone - no concept of test as first class code artifact - - - test 21st C definition (http://agilecomplexificationinverter.blogspot.com/2012/05/21st-century-definition-of-test.html) - - - everything under our control is automated and one button deployable5
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