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.
Stage One suggests that you have a number of people focussed on digital transformation, but relative to other organisations, your overall agile capability maturity is likely still fairly low.
Delivery in Stage One organisations depends on talented people, but because skills are embedded in specific individuals, a company’s agility isn’t yet scalable and success isn’t repeatable.
Stage Two companies are typically learning how to support self-managing, cross-functional, agile teams and make the shift from predictive waterfall-style planning to adaptive planning in Sprints. These companies and their teams become “agile” when the basics are truly mastered.
Stage Three companies start to see tangible results from your investment in your business transformation. Transparency of the health of your products and services is higher, enabling leaders to make informed decisions on where to invest.
Stage Four suggests that most of the company is taking part in agile teams. Most companies have shifted from “ways of working” in teams to agile product management operating models.
Relative to other organisations, Stage Four indicates your overall agile capability maturity is likely very high.
Stage Five suggests that your company has mastered its digital transformation and is engaged in continuous and relentless improvement at a whole ‘systems’ perspective over just teams.
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...
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?
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Is Kanban more than just visualisation of work in-progress?
What is Lean and how does it help agile teams deliver?
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Scrum was developed by Sutherland and Schwaber in the early 1990s. It's is a lightweight...