Presentation – Prowareness Team Maturity Model

Team maturity model
Model description for measuring Agile team maturity
Agenda
Why do we need a maturity model?
Is it a wooden stick?
How to differentiate between skill levels?
How to measure Agile maturity of an organization?
Skills & practices lead to maturity
How to measure team maturity?
It’s a game, but what are the rules?
2
Why do we need a maturity model?
To support and challenge teams to grow into self-steering and self-organizing Scrum teams
•
•
•
Are “good practices” followed?
Prevent optimization of the parts can cause sub optimization of the whole
Prevent losing the sight on bigger picture
3
Is it a wooden stick?
Definitely not!
•
•
This model provides for a sustainable and responsible growth of teams in quality and autonomy.
Allows for support and help from organization and team members to grow and learn
4
High alignment – High autonomy
Teams need to collaborate closely
together and have high alignment on
the organizational vision and
strategy. They are autonomous in
fulfilling this vision.
5
How to differentiate between skill levels?
Dreyfus, Stuart E.; Dreyfus, Hubert L. (February 1980). "A Five-Stage Model of the Mental Activities Involved in Directed Skill Acquisition"
6
Cultural aspects showing responsibility
Applying the good practices from the
agility ladder together with servant
leadership from the (c)sm, teams are
enabled to grow a strong team
culture enabling continuous
improvement and sense of ownership
Goal is to have a team culture where
the teams value:
•
•
•
•
Trust over contract
Support over control
Discipline over compliance
Stretch over constraint
Smell of the place by Prof. Sumantra Ghoshal
http://www.scrum.nl/prowareness/website/scrumblog.nsf/dx/the-smell-of-the-place
7
Skills & practices lead to maturity
8
How to measure Agile maturity of the organisation?
Prowareness Agility ladder for measuring maturity
9
Governance aspects towards autonomy
Growing from being a team within a
department towards a self organizing
business unit with a lean startup
mindset
When teams show they are able to
be more predictable, deliver high
quality software with high value and
demonstrating a healthy team
culture, they will be rewarded with
increased responsibility and
autonomy
Hackman model: http://www.infoq.com/articles/what-are-self-organising-teams
10
It’s a game, but what are the rules?
Teams are assessed by external party (multiple intervals, upon request of team)
•
•
Current skill level is determined
Team is invited to plan their path towards the next level
Teams are challenged and enabled by organization (e.g. other teams) to grow to next level
Applying good practices from other levels can be done at any time.
Acquiring skill level earns more responsibility, freedom and flexibility for the team
11
Losing autonomy
Teams can lose a star when they do not live up to the measures corresponding with the level
their have previously earned.
However, this will not be done rigorously!
•
•
•
If a team falls back, the first thing they will receive is extra coaching and attention from the CSM and
CPO who will help them in restoring the level of quality, value delivered and team culture.
If this doesn’t work out and the team cannot resolve this on their own, the team will have a ‘conservator’
(Dutch: curator) assigned to them who will guide the team towards re-establishing their level of skills.
If the team is unable to maintain at the desired level they ultimately will lose their star and fall back on the
previous step (or the step corresponding to their current abilities).
12
How to measure team maturity?
Behavior
How to measure
How to implement
Reward
Metrics
Level
Culture
Reliability
Novice
Advanced beginner
Competence
Discipline
Proficient
Stakeholders
PO
>=75%
Ratio between ammount of
work planned versus
Measured on a scale from 1ammount of work meeting the 10 where 1= seriously uncool
Definition of Done.
and 10 = sub zero
Trust
>=80%
Ratio between ammount of
work planned versus
Measured on a scale from 1ammount of work meeting the 10 where 1= seriously uncool
Definition of Done.
and 10 = sub zero
Support
>=85%
Defects
7
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
7,5
Team culture is characterised by a
drive for continuous improvement and
learning
Behaviour:
- Experimentation
- Retrospectives focus on
improvements
- Fail fast, fail often, fail early
mentality
- From shame and burn to fame and
learn
Stretch
Dev Team
7
Team culture manifests a disciplined
apporach to applying the practices
prescribed by the organisation.
Behaviour:
- Stick to the rules and focus on the
goal of practices
- Understand and explain why these
practices are important
- From Iron Man -> the Avengers
The team choices and efforts are
supported by the organisation.
Behaviour:
- Ask for help
- Coaching, guidance and mentoring
are key elements which drives the
communication with the team
IT
Happiness (avg 3 sprints)
7
-5%
Decrease in the number of
defects introducted in the 4
weeks after item has gone to
production.
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
7,5
Cycle time
7,5
-10%
Code Quality
-5%
*
Decrease in time when an item
is introduced on product
backlog and moment it is live
and usable for end users.
-10%
SIG sterrenmodel
**
75% Basic Scrum
Number of successfull deployments
80% Code Quality
8
Ratio between ammount of
work planned versus
Measured on a scale from 1ammount of work meeting the 10 where 1= seriously uncool
Definition of Done.
and 10 = sub zero
>=90%
8
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
8,5
Decrease in the number of
defects introducted in the 4
weeks after item has gone to
production.
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
8
Decrease in the number of
defects introducted in the 4
weeks after item has gone to
production.
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
8,5
-25%
8,5
-30%
Decrease in time when an item
is introduced on product
backlog and moment it is live
and usable for end users.
-25%
Decrease in time when an item
is introduced on product
backlog and moment it is live
and usable for end users.
-35%
SIG sterrenmodel
***
90% Automated QA
Good practices:
- Automated Unit testing
- Automated Integration testing
- Automated Regression testing
- Code coverage management
- Test environment setup
- Tool selection
SIG sterrenmodel
****
Ratio between ammount of
work planned versus
Measured on a scale from 1ammount of work meeting the 10 where 1= seriously uncool
Definition of Done.
and 10 = sub zero
Trust over contract
Support over control
Discipline over compliance
Stretch over constraint
>=95%
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
9
Decrease in the number of
defects introducted in the 4
weeks after item has gone to
production.
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
9
9
-35%
Decrease in time when an item
is introduced on product
backlog and moment it is live
and usable for end users.
95% Scaling
Continuous Delivery
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
Decrease in the number of
defects introducted in the 4
weeks after item has gone to
production.
Decrease in time when an item
is introduced on product
backlog and moment it is live
and usable for end users.
13
SIG sterrenmodel
Involve endusers/customers
Good practices:
- Stakeholder - Development team dialogue
- Stakeholder awesomeness at Sprint Review
- Reliable forecasting (tighter cone of uncertainty)
- Release workshops
- Customer visits
- Stakeholder analysis
Direct customer feedback
Good practices:
- Voluntary sprint review attendance
- Customers attend refinements (on invitation)
- Customer happiness @reviews
- Releasable increment
- Shared vision
End-to-end value
Good practices:
- End2End Product Owner
- Combined refinement
- Integrated product review
- Team members act as end-users
- End2End planning
- Scaled Agile Framework
Team
- Teams are formed by recruiter, Dev manager and
Scrum Master
- Strategy determined by organisation
- Usage of technology stack determined by
organisation
- Meetings structures defined by organisation
- No quality gates in place, individual judgement
Department
- Teams are involved in hiring and performance
review of teammembers
- Product strategy determined by organisation
- Alignment across teams on technology required to
improve quality of code
- Meeting structured determined by organisation
- Closing feedback loop on quality (ie defect
analysis, blameless post mortems)
Franchise
- Teams are responsible for team composition,
recruitement and performance review based on
guidelines set by organisation
- Product strategy co-created with organisation
- Team is responsible for test automation and the
best tooling to help them
- Team is free to determine own meeting structure
except cross team/department meetings
- Automated quality gates with active monitoring
Self-supporting Cel
-Teams are operating as a self supporting business
unit with end-to-end responsiblity
- Teams create their own Product strategy in line with
the vision of the organisation
- Teams have a clear vision on the technology stack
best suited for delivering end-to-end value
- Teams are free to determine own meeting structure
throughout the value chain
- Automated quality gates, active monitoring, A/B
testing and decision making
Value steering
Lean startup
99%
Culture consist of everybody deeply
cares about all stakeholders,
everybody is taking intelligent risks,
everybody values changes as
opportunities and everybody focusses
on outcome
Ratio between ammount of
work planned versus
Measured on a scale from 1ammount of work meeting the 10 where 1= seriously uncool
Definition of Done.
and 10 = sub zero
Governance
Number of successfull deployments
-65%
****
Good practices:
- implementing Product Backlog item types
- implementing different scenarios for different users
- visualize the Product Backlog content
- visualize the Product Backlog progress
Number of successfull deployments
Good practices:
- Architecture documentation
- Measuring Architecture debt
- DTAP - Development, Testing, Acceptance and
Production
- Unified technology stack
- Have a scaling model
- Scrum of Scrums
SIG sterrenmodel
Backlog management
Number of successfull deployments
Using the (organizational) vision the
team culture can stretch the
boundaries to maximize the outcome
of both the product and the team
Expert
Good practices:
- Sprint planning
- Release planning
- Daily Scrum
- Awareness of DoD, DoR, Story point definition
- Backlog Refinement
- In-sprint Demos & Pre Demo
- Sprint review
- Retrospective
- Kaizen
Good practices:
- Measurement of Code Metrics
- Static/Dynamic Coding Analysis Standards
- Continuous Integration
- Test Driven Development (TDD)
- Pair Programming
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
Business
Successful deployments
Number of successfull deployments
Good practices:
- Automated Deployment
- Environment definitions (infrastructure as
code)
- Infrastructure provisioning and maintenance
- Roll back mechanism
- Roll forward mechanism
- Mainline development
- Feature toggling
- Orchestration Manager Solution
- Pipeline checks and metrics
Good practices:
- Identify Value, Goals & KPI’s Hypothesis
- Identify hypothesis
- Value Estimations on Product Backlog Items
- Minimal Viable Product
- Measure Value
- Short Build, Release & Measure & Refine loop
- A/B Split testing
- Visualize Validated Value
-Teams are operating as a company
- Teams create their own Product vision and Product
strategy accordingly
- Teams have a clear vision on the technology stack
best suited for delivering end-to-end value
- Teams are free to determine the meeting structure
- Automated quality gates, active monitoring, A/B
testing, release often, direct customer feedback and
decision making
Are you worth a star yet?
Behavior
How to measure
How to implement
Reward
Metrics
Level
Culture
Reliability
Novice
Advanced beginner
Competence
Discipline
Proficient
Stakeholders
PO
>=75%
Ratio between ammount of
work planned versus
Measured on a scale from 1ammount of work meeting the 10 where 1= seriously uncool
Definition of Done.
and 10 = sub zero
Trust
>=80%
Ratio between ammount of
work planned versus
Measured on a scale from 1ammount of work meeting the 10 where 1= seriously uncool
Definition of Done.
and 10 = sub zero
Support
>=85%
Defects
7
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
7,5
Team culture is characterised by a
drive for continuous improvement and
learning
Behaviour:
- Experimentation
- Retrospectives focus on
improvements
- Fail fast, fail often, fail early
mentality
- From shame and burn to fame and
learn
Stretch
Dev Team
7
Team culture manifests a disciplined
apporach to applying the practices
prescribed by the organisation.
Behaviour:
- Stick to the rules and focus on the
goal of practices
- Understand and explain why these
practices are important
- From Iron Man -> the Avengers
The team choices and efforts are
supported by the organisation.
Behaviour:
- Ask for help
- Coaching, guidance and mentoring
are key elements which drives the
communication with the team
IT
Happiness (avg 3 sprints)
7
-5%
Decrease in the number of
defects introducted in the 4
weeks after item has gone to
production.
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
7,5
Cycle time
7,5
-10%
Code Quality
-5%
*
Decrease in time when an item
is introduced on product
backlog and moment it is live
and usable for end users.
-10%
SIG sterrenmodel
**
75% Basic Scrum
Number of successfull deployments
80% Code Quality
8
Ratio between ammount of
work planned versus
Measured on a scale from 1ammount of work meeting the 10 where 1= seriously uncool
Definition of Done.
and 10 = sub zero
>=90%
8
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
8,5
Decrease in the number of
defects introducted in the 4
weeks after item has gone to
production.
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
8
Decrease in the number of
defects introducted in the 4
weeks after item has gone to
production.
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
8,5
-25%
8,5
-30%
Decrease in time when an item
is introduced on product
backlog and moment it is live
and usable for end users.
-25%
Decrease in time when an item
is introduced on product
backlog and moment it is live
and usable for end users.
-35%
SIG sterrenmodel
***
90% Automated QA
Good practices:
- Automated Unit testing
- Automated Integration testing
- Automated Regression testing
- Code coverage management
- Test environment setup
- Tool selection
SIG sterrenmodel
****
Ratio between ammount of
work planned versus
Measured on a scale from 1ammount of work meeting the 10 where 1= seriously uncool
Definition of Done.
and 10 = sub zero
Trust over contract
Support over control
Discipline over compliance
Stretch over constraint
>=95%
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
9
Decrease in the number of
defects introducted in the 4
weeks after item has gone to
production.
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
9
9
-35%
Decrease in time when an item
is introduced on product
backlog and moment it is live
and usable for end users.
95% Scaling
Continuous Delivery
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
Decrease in the number of
defects introducted in the 4
weeks after item has gone to
production.
Decrease in time when an item
is introduced on product
backlog and moment it is live
and usable for end users.
14
SIG sterrenmodel
Involve endusers/customers
Good practices:
- Stakeholder - Development team dialogue
- Stakeholder awesomeness at Sprint Review
- Reliable forecasting (tighter cone of uncertainty)
- Release workshops
- Customer visits
- Stakeholder analysis
Direct customer feedback
Good practices:
- Voluntary sprint review attendance
- Customers attend refinements (on invitation)
- Customer happiness @reviews
- Releasable increment
- Shared vision
End-to-end value
Good practices:
- End2End Product Owner
- Combined refinement
- Integrated product review
- Team members act as end-users
- End2End planning
- Scaled Agile Framework
Team
- Teams are formed by recruiter, Dev manager and
Scrum Master
- Strategy determined by organisation
- Usage of technology stack determined by
organisation
- Meetings structures defined by organisation
- No quality gates in place, individual judgement
Department
- Teams are involved in hiring and performance
review of teammembers
- Product strategy determined by organisation
- Alignment across teams on technology required to
improve quality of code
- Meeting structured determined by organisation
- Closing feedback loop on quality (ie defect
analysis, blameless post mortems)
Franchise
- Teams are responsible for team composition,
recruitement and performance review based on
guidelines set by organisation
- Product strategy co-created with organisation
- Team is responsible for test automation and the
best tooling to help them
- Team is free to determine own meeting structure
except cross team/department meetings
- Automated quality gates with active monitoring
Self-supporting Cel
-Teams are operating as a self supporting business
unit with end-to-end responsiblity
- Teams create their own Product strategy in line with
the vision of the organisation
- Teams have a clear vision on the technology stack
best suited for delivering end-to-end value
- Teams are free to determine own meeting structure
throughout the value chain
- Automated quality gates, active monitoring, A/B
testing and decision making
Value steering
Lean startup
99%
Culture consist of everybody deeply
cares about all stakeholders,
everybody is taking intelligent risks,
everybody values changes as
opportunities and everybody focusses
on outcome
Ratio between ammount of
work planned versus
Measured on a scale from 1ammount of work meeting the 10 where 1= seriously uncool
Definition of Done.
and 10 = sub zero
Governance
Number of successfull deployments
-65%
****
Good practices:
- implementing Product Backlog item types
- implementing different scenarios for different users
- visualize the Product Backlog content
- visualize the Product Backlog progress
Number of successfull deployments
Good practices:
- Architecture documentation
- Measuring Architecture debt
- DTAP - Development, Testing, Acceptance and
Production
- Unified technology stack
- Have a scaling model
- Scrum of Scrums
SIG sterrenmodel
Backlog management
Number of successfull deployments
Using the (organizational) vision the
team culture can stretch the
boundaries to maximize the outcome
of both the product and the team
Expert
Good practices:
- Sprint planning
- Release planning
- Daily Scrum
- Awareness of DoD, DoR, Story point definition
- Backlog Refinement
- In-sprint Demos & Pre Demo
- Sprint review
- Retrospective
- Kaizen
Good practices:
- Measurement of Code Metrics
- Static/Dynamic Coding Analysis Standards
- Continuous Integration
- Test Driven Development (TDD)
- Pair Programming
Measured on a scale from 110 where 1= seriously uncool
and 10 = sub zero
Business
Successful deployments
Number of successfull deployments
Good practices:
- Automated Deployment
- Environment definitions (infrastructure as
code)
- Infrastructure provisioning and maintenance
- Roll back mechanism
- Roll forward mechanism
- Mainline development
- Feature toggling
- Orchestration Manager Solution
- Pipeline checks and metrics
Good practices:
- Identify Value, Goals & KPI’s Hypothesis
- Identify hypothesis
- Value Estimations on Product Backlog Items
- Minimal Viable Product
- Measure Value
- Short Build, Release & Measure & Refine loop
- A/B Split testing
- Visualize Validated Value
-Teams are operating as a company
- Teams create their own Product vision and Product
strategy accordingly
- Teams have a clear vision on the technology stack
best suited for delivering end-to-end value
- Teams are free to determine the meeting structure
- Automated quality gates, active monitoring, A/B
testing, release often, direct customer feedback and
decision making
GROWING TOGETHER TOWARDS A RESPONSIVE ENTERPRISE