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Team Agile Maturity Matrix Tool Instructions

Overview: The Agile Maturity Matrix Tool can be used to set transformation goals, monitor progress, and get the team in cohesion regarding
agile development. This includes: Agile Coaches, team members, managers, and senior leadership. This tool can also be used many
other creative ways, such as to focus retrospectives and to help people at all levels do a self-assessment of their own understanding
of agile practices. This encourages self-paced learning and allows people the opportunity to learn from others that may have more
agile experience.

Purpose: The purpose of the Team Agile Maturity Matrix Tool is to assess the agility health for an organizations team.
Instructions: The Team Agile Maturity Matrix Tool is designed to gauge agile team maturity. The instructions are as follows:
1. In the 'Team' sheet, assign a rating in the 'Current Level' field based on the health levels: Impeded (0), In Transition (1),
Sustainable (2), Agile (3), and Ideal (4).
2. Place the desired health level in the 'Target Level' field. This will monitor and identify areas of improvement.
3. Place notes in the 'Comment' field to show what is needed and how to reach desired goals.
4. Once completed, review the 'Radar Chart' to see your teams maturity level. The blue line represents your maturity level. For
optimal maturity, the blue line should reach the outer rim of the chart.

Note: Teams should evaluate their maturity level on a quarterly basis.


Team Agile Maturity Matrix
Team Name:
Current
Target
AREA Level
Level
Impeded (0) In Transition (1) Sustainable (2) Agile (3) Ideal (4) Comments
Date: (0-4)

Being Agile
80% of the team can explain the
Team Dynamics

Doing the mechanics of a specific


workings and benefits of Agile and a
methodology that supports Agile such Actively pursuing new ways of working
0 Not yet doing or being Agile.
as Scrum, Kanban, SAFe, Enterprise
specific methodology and believe in Working in an Agile manner
in an Agile manner
them. The team is making
Agility, XP, etc.
improvements on a regular basis

Regular occurance of behaviours such


Morale as blame game, finger pointing, denial,
There are still elements of the previous
anger, shouting, backstabbing, passive Most team members feel like this is
state, but there is steady progress
aggressiveness, and/or scapegoating. The team is generally happy, engaged, one of the best teams they have ever
away from those behaviors, problems For the most part people are getting
0 Active resistance to change. There is
are being actively addressed, and along and happy at work.
productive, and genuinely enjoy worked on, they are excited to come in
churn or people are frequently making working together. to work and are looking forward to the
there is a general feeling that morale
references to quitting or how much next day when they leave.
is improving
they dislike their work or work
environment.
Between each individual and every
other individual on the team, each
Teamwork
believes that the other has the
0 Non-existent Teamwork is improving At at least 70% of the ideal column At at least 80% of the ideal column
necessary skills, has high integrity,
wants and helps them to succeed, and
is dependable.
Norming. The team has mostly figured
Storming. The team is just starting to
Forming. New team or a team member out how to work together as a team Have been performing consistently for Have been performing consistently for
Tuckman Stage 0 figure out how to work together and
just left or was added. and is well on their way to high at least 8 weeks the past 6 months
there is an unusual amount of conflict.
performance.
The team has support from the
Sustainable pace Consensus is that the team is working
People are tired, irritable, burnt out, organization to work at a sustainable
There is a recognition that the current at a pace that is close to sustainable Steps are actively taken by the
working overtime on a regular basis. pace. Consensus is that the team is
0 pace is not sustainable and steps are indefinitely, though the workload is organization and the team to support
Current situation is considered working consistent with the elements
being taken to improve the situation. still inconsistent with bursts of heavy working at a sustainable pace.
business as usual. of sustainable pace in their team
work loads
agreement 80% of the time.
There is a documented team working
Some defacto team norms that are Followed by the team and includes
agreement, ageed on by the team,
Team working generally recognized, but haven't yet elements related to the process the Followed naturally, exceptions are
0 Non-existent clearly visible in a public area such as
agreement been written down and agreed on by
the team room or online and kept up
team follows, teamwork, and quickly identified and addressed.
the team. maintaining a sustainable pace.
to date.
Team Agile Maturity Matrix
Team Name:
Current
Target
AREA Level
Level
Impeded (0) In Transition (1) Sustainable (2) Agile (3) Ideal (4) Comments
Date: (0-4)
Environmen

Team size
Team

It is recognized that a smaller team


size is needed and there is either a
0 >20 people on team < 20 people on the team < 10 people on the team 7 +/- 2 people on the team
t

near term plan or the team is actively


being reduced in size.

Most people are at least 50% allocated Most people are >=70% allocated to Most people are >=90% allocated to Most people are 100% allocated to the
Most team members are on multiple
Dedicated team 0 teams or working on multiple projects
to the team. Nobody is less than 30% the team. Nobody is less than 50% the team. Nobody is less than 70% team, nobody is less than 60%
allocated to the team. allocated to the team. allocated to the team. allocated to the team.
50%+ of the team is constant over the More than 70% of the team is constant
Constant churn of people on the team There is an understanding that this is
Continuity past 9 months and team has made over the past 9 months and team has
and/or team was formed for a single important, progress is being made, More than 90% of the team has been
0 multiple production releases or worked made multiple production releases and
release or a single major initiative and and further steps are being taken to constant over the past 12 months
on multiple major initiatives without worked on multiple major initiatives
will be disbanded after shipping. get to the next stage
being reformed each time. without being reformed each time.
All of the necessary skills for All of the necessary skills for
A significant portion of what is needed Some of the skills necessary to get the
Cross functional All of the necessary skills for performing the work exist on the team performing the work exist on the team
0 to get the stories to done exists stories to done exists outside of the
performing the work exist on the team and there is some cross training of and most of the team is cross trained
outside of the team team
skills on most of those skills
Plans are in place to move team Most team members are accessible to
Team members have very little Most team members sit within hearing Most team members are sitting in a
Collocation 0 proximity to each other.
members as close to each other as is any other team member within 30
distance of each other team area together.
currently feasible. seconds
The roles and responsibilities of the
Teams are pulling work from the
Self organization Most people do not have the ability to Scrum Master are shared by the entire
product backlog themselves, doing
choose what they work on, estimates team and the need for a designated
Some of the behaviors from the next their own team-based estimation,
are not determined by the team. Team and/or dedicated Scrum Master is
0 stage are being discussed, choosing what to work on themselves, The team is self organized
does not feel like it can make significantly reduced. When some
encouraged, or tried and using the definitions of ready and
decisions on its own. Some members members of the team are not present,
done to guide interaction with those
just want to be told what to do. the team is able to adjust and continue
outside the team.
getting stories done.
Raising impediments is becoming
Impediments Raising impediments is actively Impediment raising and resolution are
routine and there is a high degree of
Invisible and/or ignored. Fear of encouraged and is frequently done. a cultural norm. Individual and team
comfort in doing it. Impediments are
reprisals. Reluctance to raise Some impediments are resolved. The impediments that can be addressed at Root cause analysis and resolution is a
0 usually resolved. Root cause analysis
impediments. Impediments that are team is beginning to see the benefits those levels are addressed. Root cause cultural norm
is sometimes performed and there is a
raised are not resolved. of this practice and feel comfortable analysis is frequently performed and
growing recognition of the value of
practicing it. acted on.
raising impediments.
Team Agile Maturity Matrix
Team Name:
Current
Target
AREA Level
Level
Impeded (0) In Transition (1) Sustainable (2) Agile (3) Ideal (4) Comments
Date: (0-4)
No stories shippable in less than four
Shippability weeks from ready to done or not 60% of story points go from ready to 90% of story points go from ready to
0 Shippability is measured and visible Team strives for shippability
measured or shippability is not done in less than four weeks done in less than two weeks
measured and visible
Product

There is an amazing repoir and


Product aligement between strategic level
management Someone is fulfilling the organizational
product management, team level
strategy1 Delegates the day-to-day team level product management, and the team.
product management needs including
product management work to the Everybody understands and is
0 Non-existent Working towards the next level over. market and product strategy. Closely
team level product management executing on the product vision and all
aligned with the team's product
person 80% of the time. interaction within product
management needs.
management and the team and
everybody follows well understood
patterns and works smoothly.
There is a single product-oriented
Team level product person that does all of the following:
There is an amazing repoir and
management1 making sure that there are sufficient
80% of the time, people that have an alignment between strategic level
ready stories at all times, attending all
opinion on the content or priority of a product management, team level
team-oriented planning meetings,
user story go to the team-level product product management, and the team.
accepting stories (for instance during
person and not to members of the Everybody understands and is
0 Non-existent Working towards the next level over. iteration review), prioritizing the
team. There is very close alignment executing on the product vision and all
backlog. This person is available to
between any product management interaction within product
fully answer questions about stories
people outside of the team level and management and the team and
that are for the next 2-4 weeks
the team level product person. everybody follows well understood
immediately most of the time and
patterns and works smoothly.
within a couple of hours once in a
while.

All work goes from concept to release


Cycle time A year or more from concept to ready Can get from concept to ready to All work goes from concept to ready to in 2 months or less and it is possible to It is possible to get from concept to
0
to release release in 6 months release in 3 months or less get from concept to ready to release in ready to release in days
weeks
It is written down somewhere or the There is a written definition which is There is a compelling product vision
Simple, clear, compelling, everyone
Product vision 0 Not defined product owner or similar person knows accurate and well known by everyone which can be clearly articulated by the
involved can articulate it well.
what it is involved product owner or similar person
Team understands INVEST and is
Use of INVEST Following most of INVEST on many
0 No knowledge of INVEST starting to follow parts of it on some
stories
Following INVEST for most stories Following INVEST for all stories
stories.
There is a fairly good definition of There is a strong, clear,
Definition of ready There is an understanding of the need ready which resulted from the comprehensive (yet simple) definition
In place, comprehensive, periodically
for a definition of ready and/or there is collaboration between multiple of ready which resulted from the
0 Does not exist
a tacit agreement for the content of members of the team. Definition of collaboration of most of the members,
reviewed and updated, strictly
followed
one ready includes existence of agreement and input from all, and it is
acceptance criteria publicly posted
There is a strong, clear,
There is an understanding of the need There is a fairly good definition of done comprehensive (yet simple) definition
Definition of done In place, comprehensive, periodically
for a definition of done and/or there is which resulted from the collaboration of done which resulted from the
0 Does not exist
a tacit agreement for the content of between multiple members of the
reviewed and updated, strictly
collaboration of most of the members,
followed
one team agreement and input from all, and it is
publically posted
The team is starting to see the
Story size Team has a rule of thumb encouraging Most stories can be done in a week or
0 Random relationship between small stories and
small stories less
Most stories shippable in 1-3 days
success.
It is understood that consistent and
Stories are rarely ready to be worked
Backlog grooming frequent grooming is an important 60%+ of the time there are stories There are usually just enough stories There are always more than enough
0 on prior to the team starting to work
goal and steps are being taken to get ready when needed ready stories ready
on those stories
there.
No knowledge of vertical slices or they
Using vertical slices for an increasing
Vertical slicing 0 can't be done due to external
percentage of stories
Using vertical slices for 50%+ of stories Using vertical slices for 70%+ of stories Using vertical slices for 90%+ of stories
constraints
One piece flow is actively being Only as much work that can be done
Work in progress WIP is tracked and visible. One piece WIP limits are set and respected. Most
pursued, WIP limits are set, most of simultaneously without increasing the
Amount of WIP unknown or no flow is understood and there is interest of the time members are only working
the time members are working on at cycle time of any of the work in
0 knowledge of one piece flow (e.g. in doing it. Team mebers are trying to
most 2 stories and usually only one.
on one story and frequently more than
progress. Most of the time multiple
small batch size) work on as few stories at a time as one member is working on the same
Sometimes, multiple members are members are working on the same
possible story.
working on the same story. story.
Team Agile Maturity Matrix
Team Name:
Current
Target
AREA Level
Level
Impeded (0) In Transition (1) Sustainable (2) Agile (3) Ideal (4) Comments
Date: (0-4)
Agile Process

80% of the team participates on a


Standups, Daily, short, effective. Runs well with
regular basis, the main meeting is less
Mechanics

check-ins, huddles, or without somebody officially


than 20 minutes, real impediments are
or similar. Being held regularly and on their way responsible for the meeting. Team Positively adapted to the needs of the
0 Not being held raised on a regular basis, the focus is
to stage 2. does an on-the-spot analysis of team
on the workfor this team, the team
progress towards shippability and
understands that the meeting is for
takes corrective action if needed.
them.
Creatively run, format varied from
Held regularly, well attended, Held regularly, well attended,
Retrospectives Held, but not regularly or not time to time, forward looking, often
0 Not being held produces action items. Action items enjoyable, produces action items that
frequently enough produces breakthrough ideas that are
are frequently acted on are recorded and generally acted on
acted on and produce results
User stories exist for 50%+ of the
User stories exist for 80%+ of work,
All work based It is understood that it is important to work, but still using other artifacts for
but still using other artifacts for some
on user stories 0 Not being followed use user stories for all work and steps some work or translating some user All work based on user stories
work or translating some user stories
are being taken to get there. stories to other artifacts for some
to other artifacts for some work.
work.
The whole team participates in
Estimation Ad-hoc, people other than those doing estimation, estimates are a single
90+% of the time estimation involves Consistently done at least weekly by
the work do the estimating, or measurement of the work for the
0 estimation is based on the work of
Done on a regular basis
whole team (eg user points, t-shirt
the whole team using whole team the whole team using whole team
estimation estimation
each function aggregated together. sizes, etc)ts are used. Most team
members no longer thinking in hours.
Progress is tracked and known using
The team proactively uses progress
Progress tracking burnup, burndown, CFD or similar Progress is tracked and frequently Progress information usually influences
0 Not implemented information to head off potential
method and sometimes iinfluences influences the behavior of the team the behavior of the team
problems
behavior of the team.
Happening at least once every six
The team proactively involves
Reviews weeks, but some or all of the following Reviews are a cultural norm. Every
Happening at least once every four stakeholders on a regular basis and
are happening: not reviewing all story is reviewed and the team is very
Not happening, not happening on a weeks, most stories are reviewed, frequently delights stakeholders
stories, ill-prepared to do the review, well prepared. Active feedback is
0 regular basis, or happening less often
trying to "sell" what was done as
team is fairly well prepared, feedback
encouraged, the reviews are well
during reviews. The team and
than once in 6 weeks is encouraged and incorporated into stakeholders work closely together and
opposed to finding missed attended and perceived as valuable to
future stories often discover unexpected value as a
expectations and encouraging stakeholders.
result of that interaction.
feedback
Team Agile Maturity Matrix
Team Name:
Current
Target
AREA Level
Level
Impeded (0) In Transition (1) Sustainable (2) Agile (3) Ideal (4) Comments
Date: (0-4)
Engineering

Architecture Primarily done by designated Team starting to work with architects 50% of architectural decisions made 80% of architectural decisions made Primarily done on a just-in-time basis
Practices

0 architects up-front prior to and architects starting to delegate by the team. 50% of architectural by the team. 80% of architectural by the team in consultation with the
implementation more decisions to the team decisions made just-in-time decisions made just-in-time architecture team.
Agile

Testing is done mostly within two For software projects, TDD with UI-
Testing is done long after Testing is done mostly within four
Timeliness of testing 0 Testing is done within eight weeks weeks and mostly before the next based testing done immediately after
implementation weeks
story is started story is coded
There is a recognition that code 80%+ of user stories get tool-assisted 90%+ of user stories get tool-assisted
Code reviews Not doing code reviews or pair 50%+ of user stories get code reviews
0 programming
reviews are a good thing and steps are
and test reviews
peer code and peer test reviews or are peer code and peer test reviews or are
(software) being taken to move towards it. done by code / test pairs done by code / test pairs
Different kinds of testing (unit, There is a recognition that holistic For 50%+ of user stories, the For 80%+ of user stories, the
Holistic testing All testing coordinated ahead of coding
0 functional, integration, etc.) all done testing is a good thing and steps are developers and testers coordinated developers and testers coordinated
and based around user stories
(software) without coordination being taken to move towards it. their testing efforts their testing efforts
30%+ code coverage via test
Test automation 50%+ code coverage for all new user 50%+ code coverage via test 90% + code coverage via test
0 Not being used automation and plans are in place to
stories via test automation automation automation
(software) increase this level

Continuous Set up, but manually run. Failures not Run every hour. Failures fixed fairly Run every 10 minutes. Drop
0 Not implemented Run on every check-in.
fixed right away. quickly. everything on failures until fixed.
Integration
(software)
Some coding involves unit testing. All new stories involve the responsible Hard to imagine a shop that is better
Unit testing There is an understanding that unit All new stories involve some amount of amount of unit testing. Unit testing of at unit testing. Deep knowledge of the
0 Not being used
testing produces better code and unit testing stories included in the definition of latest unit testing techniques, using
(software)
reduces overall effort done. mock objects, etc.
Some understanding of single
Refactoring around SRP and O/C Hard to imagine a shop that is better
Refactoring responsibility principle (SRP) and
principle. Doing the appropriate Deep understanding of refactoring. at refactoring. Deep knowledge of the
(software) 0 Not understood and/or not being done open/closed principle. Some amount of
amount of refactoring with most user True refactoring is a cultural norm. latest refactoring techniques.
refactoring done as needed when
stories Refactoring to patterns.
implementing stories.
Team Agile Practices
Refactoring Being Agile
(software) Morale
Unit testing
(software) Teamwork

Continuous Integration
(software) Tuckman Stage
4

Test automation
(software) Sustainable pace

Holistic testing (software) Team working agreement

Code reviews
(software) Team size

Timeliness of testing 2 Dedicated team

Architecture Continuity

Reviews Cross functional

Progress tracking Collocation

Estimation Self organization

All work based Impediments


on user stories

Retrospectives Shippability

Standups, Product management strategy1


check-ins, huddles,
or similar.

Work in progress Team level product management1

Vertical slicing Cycle time

Backlog grooming Product vision

Story size Use of INVEST


Definition of done Definition of ready
Vertical slicing Cycle time

Backlog grooming Product vision

Story size Use of INVEST


Definition of done Definition of ready