There are distinct sets of behaviours that strengthen as a team becomes more agile. While their growth in these behaviours is not linear, it does follow a predictable pattern of development and team evolution.
Agile IQ: 0-48
Delivery depends on talented people, but because skills are embedded in specific individuals, delivery isn’t yet scalable and success isn’t repeatable. A team at this stage of its agile journey is typically either just learning how to be agile, or hasn’t firmly committed to changing the way that they work. Choosing a framework and just doing the basics right is key to evolving to the next level.
Focus for growth:
Agile IQ: 49-92
Teams at this level of their learning journey are focused on mastering the basics. Combined with self-organisation, these two key areas are vital to seeing improved throughput, lower costs and reduced delivery risk.
Agile IQ: 93-130
Teams at this level of maturity should start showing higher levels of productivity, transparency and quality. They typically advance to even higher levels of effectiveness when they learning advanced patterns and practices such as Design Thinking, DevOps, and Lean UX.
Predictability of quality and delivery will improve when the team and its Product Owner shift focus to creating a sustainable pace. Sustainable pace improves predictability and reduces team burn-out and fatigue. Encourage the team to find its rhythm and establish a state of flow supported by metrics.
Agile IQ: 131-165
Stage Four teams are high performers. They should regularly show consistent high throughput at a high level of quality and sustainable pace. It shouldn’t be unusual for these teams to double their throughput when the type of work is consistent over a few months.
Agile IQ: 166+
Stage Five teams are agile leaders. They look beyond their own team to support others to be agile and contribute to the organisation’s ways of working to improve delivery and quality. They lead by example.
How do you get faster to market?
Agile has a reputation for helping speed up delivery. How do you do twice as much in half the time without sacrificing quality?
Four key behaviours are paramount to building an agile enterprise: self organisation, agile values, continuous learning culture, and sprinting.
As these behaviours become stronger, enterprise agile outcomes grow, including lower costs and faster time to deliver, while maintaining high quality standards.
Agile roles are distinct from project management roles and responsibilities. They focus on value, long-lived teams, and specialist roles like Scrum Masters to help build effective agile teams.
Who has the capability to grow into an agile role?
Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.
What does it take to lead an Agile Release Train as its Product Manager?
What is a manager's role in an agile team?
What does it take to be a great Product Owner?
What is a Release Train Engineer (RTE) and what does the role do?
Scrum Masters are responsible for the effectiveness of agile.
What are the opportunities for Project Managers as the organisation moves to Scrum?
An activity is designed to help improve awareness of agile roles.
Who will make a good fit for new agile roles?
The frameworks that fit under the umbrella term "agile".
What are the key differences between traditional linear, waterfall delivery methodologies and agile frameworks?
Extreme Programming empowers developers to confidently respond to changing customer requirements, even late in the...
Is Kanban more than just visualisation of work in-progress?
What is Lean and how does it help agile teams deliver?
The Scaled Agile Framework (SAFe®), is a knowledge-base of organisation and workflow patterns. SAFe® enables...
Scrum was developed by Sutherland and Schwaber in the early 1990s. It's is a lightweight...