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ZXM Agile® Academy™

Diagnosis

Identify common problems and solving them with Agile IQ®

Stage One

Checklist

Lowest Metric Actions Yes No Partial
Self-Organisation

Leadership have:

  • Defined and established guardrails for self-organisation.
  • Defined cross-functional teams.
  • Defined and are enacting the plan to transition all teams to cross-functional teams.
  • Defined plans to retire functional/capability based teams.
  • Defined new agile roles and expectations and are communicating them with their teams.

Teams are:

  • Working in agile roles.
  • Working wihtin the guardrails established by leadership.
  • Working in agile, cross-functional teams.
  • Expectations about the shift to agile has been communicated to teams.
Agile Values

Leadership:

  • Lead by example. They're engaged with teams, involved in their agile practice, and support, encourage and reinforce teams to be more agile in the support of enterprise goals.

Teams:

  • Work is being prioritised through a single front door - their Product Backlog - regardless of whether it's business as usual ("BAU"), project work, or operational work.
  • Product Backlogs are prioritised by Product Owners.
  • Teams are making their work transparent through visual management.
Sprinting

Leadership:

  • Address escalated issues from teams that impede or impact delivery.

Teams:

  • Have started Sprinting. 
  • Have started inspecting progress and adapting plans.
Continuous Improvement Culture

Leaders are starting to focus on:

  • Improving the enterprise operating model.
  • Building capability.
  • Shifting away from task management to work instead through team backlogs.

Teams have:

  • Commenced Retrospectives to assess how they're adapting to the guardrails.
  • Improvement actions they are enacting every Sprint.

Stage Two

Checklist

Lowest Metric Actions Yes No Partial
Self-Organisation
Agile Values
Sprinting
Continuous Improvement Culture

Stage One

Checklist

Lowest Metric Actions Yes No Partial
Self-Organisation
Guardrails are established and clear. People understand they operate and make decisions within those rules.
Managing products with agility
Cross-functional teams have been created in preference over teams based on a single skill set, capability or support of a layer of an IT system.
Clear Structure
Essentials roles are defined, communicated and people are in those roles. People nominated Scrum Master and Product Owner roles have been chosen, communicated to, and are working in these roles.
Goal clarity
People understand the 'why' of agile, aligned, self-managing teams, guardrails. People understand 'why' ad-hoc, autonomous work is no longer being pursued by leadership.
Smaller work batches
Teams are slicing work up to fit into Sprints over long, Waterfall-style months-long planning/delivery activities.
Developing people & teams
Training and coaching plans for teams to get started with the basics is scheduled, planned and communicated.
Dependability
Managers, Scrum Masters and Product are involved in onboarding for their teams, with the focus on team-work and team-goals over individual tasks and functional silos.
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