The document discusses team chartering and measurement in agile environments. It states that in agile projects, teams initiate with a team charter that defines the project vision, stakeholders, definition of done, and working agreements. It also notes that agile favors measuring work completed through iterations using methods like burnup/burndown charts and estimating effort in story points. When adopting agile practices, the document recommends evolving the organization incrementally by treating changes as experiments and tracking progress using kanban boards.

1. Delivering in an
Agile Environment

2. Delivering in an Agile Environment
Charter the Project and the Team
A typical project using the Project Management Body of Knowledge (PMBOK) will initiate with a Project
Charter.
In addition using Agile, cross functional teams initiate with a Team Charter.
The Team Charter Includes:
• The project vision or purpose
• A clear set of working agreements
It answers these questions:
• Why are we doing this project?
• Who benefits and how?
• What does “done” mean for the project?
• How are we going to work together?
A servant leader may facilitate the chartering process.
Coincides with Agile Practice Guide 5.0

3. Delivering in an Agile Environment
Charter the Project and the Team
A team charter is also a “social contract”. It can include:
• Team values, such as sustainable pace and core hours
• Working agreements, such as what “ready” means so the team can take in work, what “done”
means so the team can judge completeness consistently, respecting the time-box and WIP limits.
• Ground rules, such as one person talking in a meeting,
• Group norms, such as how the team treats meeting times.
And other behaviours the team wants to work with or address.
Coincides with Agile Practice Guide 5.0

4. Delivering in an Agile Environment
Agile Teams Measure Results
Agile favours value-based measurements instead of predictive measurements (like earned value
management).
By measuring what is done and replanning at each iteration by iteration, there is less room for error
and more room to correct course.
Coincides with Agile Practice Guide 5.0

5. Delivering in an Agile Environment
Agile Teams Measure Results
Some iteration-based projects use burndown or burnup charts to show where the project is going
versus where it was planned.
Many agile teams use story points to estimate effort.
0
10
20
30
40
50
60
1 2 3 4 5 6 7 8 9 10
Burn up chart
(Story Points Done)
Points Planned Actual
0
10
20
30
40
50
60
1 2 3 4 5 6 7 8 9 10
Burn down chart
(Story Points Remaining)
Points Planned Actual
Coincides with Agile Practice Guide 5.0

6. Evolving the Organisation

7. Organisational Considerations for Project Agility
Evolving the Organisation
When implementing a new hybrid or agile approach, it is
recommended to undertake the work incrementally.
Treat the change as an agile project, with its own backlog of
changes that could be introduced by the team based on perceived
value.
Each of the changes can be treated as an experiment, tested for a
short period of time to determine suitability or the need for further
refinement.
Use Kanban boards to track progress, showing new approaches in
use as “done”, and things being tried as “in progress”.
Coincides with Agile Practice Guide 6.8

8. Organisational Considerations for Project Agility
Coincides with Agile Practice Guide 6.8
Evolving the Organisation
You can assess the current culture and its readiness for agile, and tailor a
solution to suit. One model you can use is below, but others exists and the main
idea is to work with and understand the team. Often an agile approach will
enable both ends of the priorities below.
Exploration Execution
Speed Stability
Quantity Quality
Flexibility Predictability
(Other factors)