Agile IQ® Score: 93-130
A team at this stage of its agile journey is establishing its agile behaviours in the Ha stage of Shu Ha Ri. A Stage Two team has an Agile IQ® of 93-130.
A Stage Three team has mastered the basics of agile and is now typically focused on learning advanced patterns and practices to add to their team’s agile ways of working.
Moving to Agile Product Management through adding advanced patterns like Lean UX, Design Thinking, and Kanban help create stronger agile behaviours in this stage. The outcome should be improved quality with lower costs and improved speed to market.
The types of behaviours that are commonly seen in Stage Three include:
Teams in Stage Three are capable of:
Issues most often occur in Stage Three teams when:
Shifting from project management approaches to an agile product management structure
Stage Three Teams should be focussed on learning how to increase their capability to reduce delivery risk, higher productivity and lower costs.
Investment in automation whether teams are from finance, marketing and comms or software development
Diversification of the types of skills, practices and patterns the team has experience with improves their ability to adapt to new situations.
Adding practices like Design Thinking, Lean UX, and DevOps, results in:
Agile Product Management focuses on a longer-term relationship between teams, the Product Manager, and customers. In product management, the team remains focussed on supporting, iterating, and improving the product (or service) until that product is no longer of value to its users and stakeholders. This is a very different way of working to project management where, after the product has been developed, it’s handed over to its owner with a transition to “business as usual”, and the project team is disbanded.
Organisations that start down agile ways of working evolve through three main steps from project to product management.
Scrum Masters are expected to coach stakeholders and business through the transformation of continuous improvement toward agile product management. This includes:
Focus on Agile IQ® improvement actions that impact:
Managers and agile leaders should now be focussed on:
Team establishment exercises, like the Team Charter and Skills Matrix, that were created in Stage One are key assets to use to focus on capability development over purely “people management”.
Stage Three Teams should be focussed on learning how to increase their capability to reduce delivery risk, higher productivity and lower costs. Key practices for Stage Three teams include:
Focus on Agile IQ® improvement actions that impact:
Automation reduces time, effort and cost, whilst reducing manual errors, giving your business more time to focus on your primary objectives. Repetitive tasks can be completed faster. Automating processes ensures high quality results as each task is performed identically, without human error.
With automation, teams should see the following improvements:
Automation isn’t only for software teams, doing testing and deployment.