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Cope level
Startup level
Delivery engine (full scrum)
Organisation
One Scrum master at least 50%
One Product owner at least 50%
3 - 9 Developers 100%
No doubt about who is in the team or outside as "experts"
No doubt about who is or are the line manager(s) for the team
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Benefit The team members can start to explore their future work roles and line managers get practical experience from building teams. |
Organisation
One Scrum master 100%
One Product owner 100%
5-8 Developers 100%
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Benefit The team members know their long term team role and can start to define and align team mission with the surrounding organisation. |
Organisation
Frequent line manager support
The Product Owner owns the priority
The Developers owns the solution
The Scrum Master has a working improvement backlog for the team
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Benefit The team becomes high performing with an aligned purpose. |
Metrics
Velocity in story Points / Iteration or other time frame
Always up to date remaining estimated hours of planned tasks
Team happiness index
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Benefit The team is able create a rough plan for a couple of sprints, feel control of each sprint and have a historic relation to the team development |
Metrics
Idea on delivery quality
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Benefit A team startup can be overwhelming and it may be hard to see that velocity is just a first tiny start. It is valuable to start thinking of next step and create awareness of future metrics. |
Metrics
Increasing Velocity in story Points / Iteration or other time frame
Technical debt
Test coverage
Delivery quality
SMART Sprint goals with outcome
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Benefit The team is able show and feel they are in control. |
Process
Regular Backlog refinement
Iteration planning meeting or Story kick-off
15 minute Daily stand up at the most
Iteration review
Iteration retrospective
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Benefit The team start to learn a habit of delivering value and improving together. |
Process
Impediment handling
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Benefit The team understand that their feedback is taken seriously. |
Process
Team working agreement
Can do production deployment on every story
Collective ownership
Pair working
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Benefit The team has a stable learning process which is based on real value delivery. |
Product Backlog
Story points on stories next in line
Reference story
Done checklist
Team backlog including local context
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Benefit The team is able to create a rough forecast for a couple of sprints. |
Product Backlog
Value on stories next in line
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Benefit The team is able to prioritize based on value. |
Product Backlog
Team enabler stories
No fake User Stories
No activities
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Benefit The team understand and have focus on end user need. |
Big Visible Radiators
Kanban board with Stories, Acceptance criteria and Tasks
Work in process limit on Stories
Sprint burn down
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Benefit The team have set the base for their collaboration. |
Big Visible Radiators
Work in process limit on stories less than number of persons in the team
Visible Impediment log
Sprint goal
Team mission
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Benefit The team has the tools that makes them collaborate in unified directions. |
Big Visible Radiators
Quality board
Build light indicator
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Benefit The team is able to take collective responsibility for zero defects |
Craftsmanship
High degree of test automation
Continuous deployment pipeline
Test Driven Development
A plan for establishing A/B-testing
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Benefit Deployed enabler stories leverages the teams performance. |