+15 team v3
- 1. +15 Team Preparing a Backlog Sprint Behaviors Delivering a Shippable Product The development team has 7+/-2 The team takes from the top of the There is a sprint burndown that people and is cross-functional, backlog at least 6-10 PBIs of uses estimation points and is with all the skills necessary to about the same size into every 1-2 updated daily. Points only burn deliver a PBI inside a sprint week sprint down when PBIs are done There is a product vision, During the sprint, the team works The team is continuously expressed as an elevator pitch, on at most 2-3 PBIs at any one improving quality and the and a list of SMART requirements time until the PBI is done process, using the Active Learning prioritized by business value Cycle during the retrospective There is a product backlog with PBIs are broken down into tasks The team delivers on its enough PBIs to fill 1-2 sprints, that are small enough to be commitment with at least 90% that all meet the Definition of completed in 1-2 days, tracked on predictability (ratio of accepted Ready the team's task board to committed estimation points) The team and PO meet regularly The team meets every day around At the end of every sprint the team to groom PBIs. Everyone in the the task board, for a short (max 15 delivers a potentially shippable development team estimates min) standup to plan the day's product, that can be released or PBIs before committing to them activities used internally The Definition of Done has been There is an impediment backlog Shared code ownership is agreed between the PO and managed by the ScrumMaster. actively pursued by the team, for development team, and consists Impediments are quickly resolved example, by pairing or trending of a checklist of up to 10 points by the team or the ScrumMaster the bug count to zero Copyright 2011 - agile42 consulting ltd
- 2. Growing Agile Teams team name: Specialist knowledge shared Acceptance test-driven dev Limited manual testing STEP 4. Scale Automated testing of NFRs grow knowledge, share learning, Communities of Practice expand capabilities Shared Definition of Done Stable and verifiable builds Cross-cutting concerns Entire team works on release Everyone experiences SM Business value drives work Team owns environment Visible measure of value Velocity guides release Swarms on committed PBIs Owns external dependencies STEP 3. Maximize Value organize to deliver maximum value Reduces technical debt Grow engineering practices Automated PBI testing Team takes 6-10 PBIs Business value understood Predictability over 90% PBIs done in priority order PBIs reviewed as done STEP 2. Gain Experience Shared code ownership people, process and work all settling in, focus on learning Technical debt identified Bugs actively fixed agile teams first focus on 1-3 improvement actions Release Definition of Done smoothing flow and enhancing quality, leading to Cross-functional Teams Regular backlog Working Agreement PBIs for 1-2 sprints maximizing of value delivery grooming Impediment backlog STEP 1. Organize PBIs broken into tasks Active Learning Cycle maximizing value preparing the structures, work and Transparent team Definition of Done people capacity Definition of Ready enhancing quality Daily stand-ups Potentially shippable Sprint burndown Vision and requirements smoothing flow Focus on 2-3 PBIs more each stage acts as a scaffold, offering guidance and more directive support, for different phases of a team’s agile journey guiding copyright 2011 agile42 consulting ltd the accompanying Growing Agile Teams worksheets provide more details behind the checklist for each step