agile_team_maturity_model_by_prowareness.md

Agile Team Maturity Model by Prowareness

See Prowareness Team Maturity Model

	Level 1 Novice	Level 2 Advanced Beginner	Level 3 Competence	Level 4 Proficient	Level 5 Expert
Culture	Discipline: 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 to the Avengers	Trust: 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	Support: 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	Stretch: Using the (organizational) vision the team culture can stretch the boundaries to maximize the outcome of both the product and the team.	Expert: Trust over contract Support over control Discipline over compliance Stretch over constraint Culture: Everybody deeply cares about all stakeholders Everybody takes intelligent risks Everybody values changes as opportunities Everybody focusses on outcome
IT	Basic Scrum 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	Code Quality Good practices: Measurement of Code Metrics Static/Dynamic Coding Analysis Standards Continuous Integration Test Driven Development (TDD) Pair Programming	Automated QA Good practices: Automated Unit testing Automated Integration testing Automated Regression testing Code coverage management Test environment setup Tool selection	Scaling Good practices: Architecture documentation Measuring Architecture debt DTAP - Development, Testing, Acceptance and Production Unified technology stack Have a scaling model Scrum of Scrums	Continous Delivery 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
Business	Backlog management Good practices: implementing Product Backlog item types implementing different scenarios for different users visualize the Product Backlog content visualize the Product Backlog progress	Involve end users / 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	Value steering 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
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	Lean startup 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