How Agile Are You?
“Nokia” Scrum Test – History
There were a number of grassroots Agile scrum
implementations at Nokia Networks (merger between
Nokia and Siemens) mid-2000s.
A small agile coaching team was formed to support these
As part of their coaching they needed to determine a way to
“rate” teams adoption of Scrum methodology.
The Nokia test was not really a test, it was called "you are
not iterative when“.
A slide deck on some of the questions made it to Jeff
Sutherland who used it to create “The Nokia Test”.
“Nokia” Scrum Test – Why?
When the coaching team visited some “scrum teams”
it was fairly obvious that they were not doing scrum
"we do iterative development, our last iteration was
planned to be one year long, but it actually took two!“
"we do scrum, we are now in our 6th planning sprint".
The coaching group needed to have a baseline to know
which groups to help and what help they needed
This test measures how well teams do the ceremony of
“Nokia” Scrum Test – What?
11 multiple choice questions – Iterations, Testing, Agile
Specification, Product Owner, Product
Backlog, Estimates, Sprint Burndown
Chart, Velocity, Releases Planned Based on Velocity, Team
Disruption and Team.
For Example, Testing
No dedicated testers on team
Feature tested as soon as completed
Software passes acceptance testing
Software is deployed
“Nokia” Scrum Test – How I Use?
Give a copy of the test to team members.
Allow them time to fill out and return.
Allow them to remain anonymous or choose not to
After a few days, calculate the scores and share with
“Nokia” Scrum Test – Links
History - http://blog.odd-
Jeff Sutherland Nokia Test Site
Scrum But … Test
In 2001 the founders of Agile created two things – a
manifesto and 12 principles.
Therefore, if we wish to be Agile we must embody the
dictates outlined in the manifesto and 12 principles.
The team is given a survey that has the 12 principles
and is asked to rate who well the team embodies these
The “Nokia scrum test” measure ceremony, this
measures overall goals.
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple
of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout
Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job
The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain
a constant pace indefinitely.
Continuous attention to technical excellence and good
design enhances agility.
Simplicity--the art of maximizing the amount of work not
The best architectures, requirements, and designs emerge
from self-organizing teams.
At regular intervals, the team reflects on how to become
more effective, then tunes and adjusts its behavior
I give survey to my team members.
This is my report card for my job as scrum master.
Other Agile Measurements Links
Measuring Agile in the Enterprise: 5 Success Factors
for Large-Scale Agile Adoption – Michelle Mah’s
Presentation on Benefits of Agile Adoption
How Agile Are You? (Take This 42 Point Test)
DACS ROI Dashboard