A maturity path is a practical explanation of the ever-ongoing change journey an organizational unit is willing to undertake. The purpose is not for anyone to approve or judge the organizational unit, it is a tool for themselves to enable planning and get support to take the next step. It is also important to make the future path visible.
Cope level
Startup level
Delivery engine (Mature Agile at scale)
Organisation
One Chief Scrum master at least 100%
One Chief Product owner at least 100%
One System Architect 100%
No doubt about which teams are in the train
No doubt about who is part of Product Management
Between 20 and 125 individuals
Benefit
The organisation can start to prepare for the first and succeeding Program Increments.
Metrics
Velocity for the amount of Features delivered in one PI
Train happiness index
Predictability measurement on Business value
Benefit
The Product Management can start to understand how much can be accomplished in one Program Increment. The Chief Scrum Master can start taking actions to increase performance of the Agile Release Train.
Process
Program Increment, PI, in 8 to 12 weeks
Regular Backlog refinement
PI-Planning, 2 days
Scrum of Scrums every week, max 30 minute meeting
PO-sync every week, max 60 minute meeting
Innovation & Planning sprint
Inspect and Adapt event at the end of each PI
Benefit
The Agile Release Trains get a habit of delivering value and improving together, in cadence and synchronized.
Product backlog
Sequenced estimated features for PI planning
Features estimated by the developers, on all features and enablers in the program backlog
Feature and Enabler Done checklist
Benefit
Transparency of what the Agile Release Train needs to deliver and when it can be done.
Big visible radiators
Program board updated during PI-planning and PI-execution
ROAMed program risk board and PI-objectives during PI-planning
Benefit
Teams and stakeholders have a common understanding of the objectives and the plan to reach them.
Organisation
At least one Community of Practice
No doubt about who is or are the line manager(s) for the Agile Release Train
All dependencies of the value stream have been identified, and are known by line manager(s).
Established vertical work groups for Chief scrum masters - Scrum masters, Chief Product Owner - Agile Product Owners and System Architect - Developers.
Benefit
The organisation understands their path forward.
Metrics
Velocity in Feature Points / Program Increment
Always up to date remaining planned Feature points in current PI
Benefit
The Product Management are able to prioritize based on predictable estimates.
Process
System demo after each iteration or equivalent period
Benefit
The Agile Release Train can navigate based on feedback. Stakeholders are involved in valuable and short feedback loops.
Teams learn what is required to finalize deliveries together.
Product backlog
Agile Release Train improvement enablers
Program Epics
Feature points, estimated by the developers, on all features in the program backlog
Reference Feature
Working actively with removing activities as backlog items.
Benefit
The Product Management are able to prioritize based on Business value.
Big visible radiators
Feature point burn down
Program Kanban with WIP-limit on all phases
Benefit
The Agile Release Train can start manage their queue in alignment with stakeholder need.
Organisation
RTE, PM and SA have full operational responsibility for the product backlog and the delivery
The Agile Release Train owns their value stream.
Line management owns the strategic organisational design
Several Community of Practices covering the need of the train and sponsored by line management
Benefit
The Agile Release Train gets content authority for the program backlog and can improve on a regular base.
Metrics
Average lead time
Actual WIP
Size of Product backlog items
SMART PI-Objectives with outcome
Benefit
The Agile Release Train is able to show and feel they are in control.
Process
The Agile Release Train working mission aligned in all teams
The Agile Release Train is able to finalize features and enablers within each Program Increment.
Collective ownership for the program backlog.
Benefit
All teams has a stable learning process which is based on real value delivery.
Product backlog
Business outcome defined for all backlog items.
Balance between features and enablers based on business benefits.
No activities as backlog items.
Benefit
The Agile Release Train understand and have focus on end user-business need.
Big visible radiators
Cumulative Flow Diagram
PI Roadmap
Benefit
Full overall visibility and control over queues planning horizon.
Businessman-ship
Continuous Exploration with end customers
Benefit
Able to find the balance between investments in current business and future business.
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