+15 TeamThe development team has 7+/-2 people and is cross-functional, with all the skills necessary to deliver a PBI inside a sprint

There is a product vision, expressed as an elevator pitch, and a list of SMART requirements prioritized by business value

There is a product backlog with enough PBIs to fill 1-2 sprints, that all meet the Definition of Ready

The team and PO meet regularly to groom PBIs. Everyone in the development team estimates PBIs before committing to them

The Definition of Done has been agreed between the PO and development team, and consists of a checklist of up to 10 points

Preparing a Backlog

The team takes from the top of the backlog at least 6-10 PBIs of about the same size into every 1-2 week sprint

During the sprint, the team works on at most 2-3 PBIs at any one time until the PBI is done

PBIs are broken down into tasks that are small enough to be completed in 1-2 days, tracked on the team's task board

The team meets every day around the task board, for a short (max 15 min) standup to plan the day's activities

There is an impediment backlog managed by the ScrumMaster. Impediments are quickly resolved by the team or the ScrumMaster

Sprint Behaviors

There is a sprint burndown that uses estimation points and is updated daily. Points only burn down when PBIs are done

The team is continuously improving quality and the process, using the Active Learning Cycle during the retrospective

The team delivers on its commitment with at least 90% predictability (ratio of accepted to committed estimation points)

At the end of every sprint the team delivers a potentially shippable product, that can be released or used internally

Shared code ownership is actively pursued by the team, for example, by pairing or trending the bug count to zero

Delivering a Shippable Product

Copyright 2011 - agile42 consulting ltd

Growing Agile Teams

copyright 2011 agile42 consulting ltd

team name:

moredirective

moreguiding

each stage acts as a scaffold, offering guidance and support, for different phases of a team’s agile journey

agile teams first focus on smoothing flow and enhancing quality, leading to maximizing of value delivery

enhancing qualitymaximizing value

smoothing flow

� Everyone experiences SM� Team owns environment� Velocity guides release

� Reduces technical debt� Grow engineering practices� Automated PBI testing

� Business value drives work� Visible measure of value� Swarms on committed PBIs� Owns external dependencies

STEP 3. Maximize Valueorganize to deliver maximum value

� Cross-functional Teams� Regular backlog

grooming� PBIs broken into tasks� Transparent team

capacity� Daily stand-ups� Sprint burndown� Focus on 2-3 PBIs

� Working Agreement� PBIs for 1-2 sprints � Impediment backlog � Active Learning Cycle� Definition of Done� Definition of Ready� Potentially shippable� Vision and requirements

STEP 1. Organizepreparing the structures, work and

people

� Team takes 6-10 PBIs� Predictability over 90%� PBIs reviewed as done

� Shared code ownership� Technical debt identified� Bugs actively fixed� 1-3 improvement actions� Release Definition of Done

� Business value understood� PBIs done in priority order

STEP 2. Gain Experience

people, process and work all settling in, focus on learning

� Specialist knowledge shared � Acceptance test-driven dev� Limited manual testing� Automated testing of NFRs� Communities of Practice� Shared Definition of Done� Stable and verifiable builds� Cross-cutting concerns� Entire team works on release

STEP 4. Scalegrow knowledge, share learning,

expand capabilities

the accompanying Growing Agile Teams worksheets provide more details behind the checklist for each step