The document provides an overview of Lean Agile Intelligence's improvement and measurement model for organizations adopting agile practices. It describes setting up organizational structures, inviting members, and configuring assessment templates to measure performance at the team, program, and enterprise levels. Teams can conduct self-assessments using templates, identify goals and impediments, and track metrics to measure progress toward strategic objectives.
The document provides guidance on using Lean Agile Intelligence software to facilitate self-assessments of agile practices. It discusses setting up organization structures, inviting members, and assigning roles. It also describes creating customized assessment templates focused on desired outcomes and practices, and conducting self-assessments by having team members vote on their agility stage for each practice. The results are then used to identify goals and impediments to guide continuous improvement.
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This document discusses methods for evaluating work performance and group work performance. It outlines 11 common methods for individual performance appraisal, including critical incident reports, weighted checklists, behavioral observation scales, and management by objectives. For evaluating group work, it recommends selecting criteria, evaluating results against targets, assessing leadership, and evaluating the contributions of sub-groups and individual members based on their efficiency, feedback from others, and self-evaluations.
The document outlines questions for a test team to audit themselves to identify areas for improvement. It covers topics such as vision/mission, organization/process, tools/automation, risk/scope, methods, KPIs/metrics, and priorities. The purpose is for the team to rate their compliance with each best practice and note comments, not to evaluate teams against each other. Identifying gaps can help test teams enhance their effectiveness and efficiency.
Research identifies multirater feedback as a fundamental element in best practice performance management.
Yet even though 360 degree feedback and multirater assessments provide many benefits, most organizations don't use them widely.
This ebook presents some of the many documented benefits 360 degree or multirater feedback brings when included as part of your regular employee performance management practices, outlines some specific best practices for the implementation of multirater assessments, then shows you how to implement these using the Halogen TalentSpace™ suite.
This document provides an overview of 360 degree feedback systems. It defines 360 degree feedback as a process that assesses an employee's performance through feedback from their manager as well as peers, direct reports, and customers. The document then describes various types of multi-rater feedback systems ranging from 90 degree to 720 degree. It outlines the advantages and disadvantages of 360 degree feedback as well as common reasons why 360 degree appraisal programs fail. Finally, it provides a detailed 8-step process for implementing a 360 degree feedback system within an organization.
The document provides guidance on using Lean Agile Intelligence software to facilitate self-assessments of agile practices. It discusses setting up organization structures, inviting members, and assigning roles. It also describes creating customized assessment templates focused on desired outcomes and practices, and conducting self-assessments by having team members vote on their agility stage for each practice. The results are then used to identify goals and impediments to guide continuous improvement.
This document discusses methods for evaluating work performance and group work performance. It outlines 11 common methods for individual performance appraisal, including critical incident reports, weighted checklists, behavioral observation scales, and management by objectives. For evaluating group work, it recommends selecting criteria, evaluating results, assessing the overall performance of the group against goals and financial targets, evaluating leadership and sub-groups, and assessing individual member contributions. Factors to consider include schedules, quality, development, management, opinions from various stakeholders, targets, improvement areas, and other intangible contributions.
This document discusses methods for evaluating work performance and group work performance. It outlines 11 common methods for individual performance appraisal, including critical incident reports, weighted checklists, behavioral observation scales, and management by objectives. For evaluating group work, it recommends selecting criteria, evaluating results against targets, assessing leadership, and evaluating the contributions of sub-groups and individual members based on their efficiency, feedback from others, and self-evaluations.
The document outlines questions for a test team to audit themselves to identify areas for improvement. It covers topics such as vision/mission, organization/process, tools/automation, risk/scope, methods, KPIs/metrics, and priorities. The purpose is for the team to rate their compliance with each best practice and note comments, not to evaluate teams against each other. Identifying gaps can help test teams enhance their effectiveness and efficiency.
Research identifies multirater feedback as a fundamental element in best practice performance management.
Yet even though 360 degree feedback and multirater assessments provide many benefits, most organizations don't use them widely.
This ebook presents some of the many documented benefits 360 degree or multirater feedback brings when included as part of your regular employee performance management practices, outlines some specific best practices for the implementation of multirater assessments, then shows you how to implement these using the Halogen TalentSpace™ suite.
This document provides an overview of 360 degree feedback systems. It defines 360 degree feedback as a process that assesses an employee's performance through feedback from their manager as well as peers, direct reports, and customers. The document then describes various types of multi-rater feedback systems ranging from 90 degree to 720 degree. It outlines the advantages and disadvantages of 360 degree feedback as well as common reasons why 360 degree appraisal programs fail. Finally, it provides a detailed 8-step process for implementing a 360 degree feedback system within an organization.
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The document describes the process of migrating a production process management system from a supervisor-controlled model to a self-managed team-based model. It involves shifting from direct supervisor involvement to an indirect, facilitative role. The migration path moves from tight supervisor control to team leaders taking on more responsibility and accountability. It aims to better align individual, team and organizational objectives to ultimately improve efficiency, motivation and continuous improvement.
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The document discusses performance appraisal, which is the systematic evaluation of an employee's job performance by a supervisor. Performance appraisals are used to understand employees' abilities and contributions, identify training needs, and make personnel decisions. They involve rating employees on criteria like quality, quantity, and timeliness of work. Effective performance appraisals include setting objectives, defining standards, designing the evaluation process, implementing evaluations, providing feedback, and taking follow-up actions to improve performance.
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The document discusses 360 degree performance appraisals. It begins by describing a scenario where an employee, David Kyle, feels he received an unfair performance rating from his supervisor. It then provides background on performance appraisals and describes traditional and modern appraisal methods, focusing on 360 degree feedback. 360 degree feedback involves an employee receiving ratings from their supervisor, peers, subordinates, and sometimes customers or other external stakeholders. The document discusses examples of companies using 360 degree feedback, like Aricent and HCL, and how HCL structures their 360 degree process to provide confidential and developmental feedback.
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In this file, you can ref useful information about performance appraisal introduction such as performance appraisal introduction methods, performance appraisal introduction tips, performance appraisal introduction forms, performance appraisal introduction phrases … If you need more assistant for performance appraisal introduction, please leave your comment at the end of file.
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This document discusses and compares past-oriented and future-oriented methods of performance appraisal. Past-oriented methods include rating scales, checklists, forced choice, forced distribution, critical incidents, behaviorally anchored scales, and confidential records. Future-oriented methods include management by objectives, psychological appraisals, assessment centers, 360 degree feedback, rating committees, and self-appraisal. Specific details are provided about how several of these methods are implemented.
РАМЕЛЛА БАСЕНКО «Поліпшення процесу тестування, як результат аудиту процесів ...QADay
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In this file, you can ref useful information about performance appraisal wiki such as performance appraisal wiki methods, performance appraisal wiki tips, performance appraisal wiki forms, performance appraisal wiki phrases … If you need more assistant for performance appraisal wiki, please leave your comment at the end of file.
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We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
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• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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Online QADay 2021
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telegram: wwww.t.me/goqameetup
fb: www.fb.com/goqaevent
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linkedin: https://www.linkedin.com/company/goqa/
Сайт: www.qaday.org
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2. Setup - Terminology
Lean Agile Intelligence Terminology
Organization Lean Agile Intelligence unique instance for an enterprise’s assessments and users
Organization Structure Hierarchical structure that enables grouping of “Teams”
Team A group of users that will take a “Self-Assessment”
Group A collection of “Teams”
Organization Members Users invited to an Organization
Organization Admin Controls setup of the Lean Agile Intelligence unique instance, and has access to all functionality
Super User Ability to build “Assessment Templates,” conduct “Self-Assessments,” and view all team “Results”
Team Member Participates in “Self-Assessments” and can only view “Results” for “Teams” they are assigned to
Practices An Agile or Lean Technique
Agility Stage The different levels of maturity for each “Practice”
Agility Stage Criteria Criteria provided to teams in each “Agility Stage” to help assess themselves
Assessment Template A group of “Practices” that can be used for “Teams” to conduct a “Self-Assessment”
Self-Assessments The act of the “Team” assessing themselves using an “Assessment Template”
Self-Assessment Votes The “Agility Stage” vote provided by each “Team Member”
Assessment Results The “Results” of a given assessments or group of assessments viewed in the Lean Agile Intelligence Dashboard
3. Setup: Organization Structure
Create Group
• “Groups” consist of multiple teams and allow
organization users to see aggregated results
across multiple teams
• Some examples of “Groups” are Business Units,
Component Units, or Programs
Create Team
• A “Team” is any group of users that will take a
“Self-Assessment” together
• They can be used to define any type of team in
the “Organization” including development,
leadership, or operations
4. Setup: Invite Members To Organization
Invite Members
• “Members” of an “Organization” are those that will participate in an assessment and/or
analyze “Results”
• Note in order for “Members” to become part of an “Organization” they have to be invited by
the “Admin”
5. Setup: Assign Member Attributes
Status
• Active: Member can access LAI and is
included in billing
• Inactive: Member can no longer access LAI
and is not included in billing
Permissions
• Admin: Permission to all functionality including
conducting “Self-Assessments” and “Organization” setup.
Can view all “Team” results.
• Super User: Permission to build “Assessment
Templates,” facilitate “Self-Assessments”, and view all
“Team” results.
• Team Member (Default When Invited): Permission to
participate in “Team” “Self-Assessments.” They can only
view their “Team” results.
Team Role (Optional)
Teams
• Members assigned to a “Team,” will receive
an email when that “Team” launches a “Self-
Assessments”
• “Members” can belong to more than one
“Team”
6. Setup: Simple vs Advanced Calculation
• Simple (Default): One level of Practice To Business Outcome impact. No weighting is applied in Practice to
Business Outcome Impact Ratio calculation and Business Outcome aggregated scores. Business Outcome
aggregated score is the average of all practices answered that impact the outcome.
• Advanced: Three levels (Must Do Well, Should Do Well, Nice if Done Well) of Practice To Business Outcome
impact. Weighting (Must Do Well (5x), Should Do Well (3X), Nice if Done Well (1X)) is applied in Practice to
Business Outcome Impact Ratio calculation and Business Outcome Agility Stage average score. Business
Outcome Agility Stage average score (0-4) is a weighted average that takes into account the number of
practices that impact the outcome, the average agility stage vote for each practice, and the magnitude of the
impact.
9. Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Consider Team Context
• What is important to this team right now?
• What outcome are we looking to achieve?
• What practices will help us achieve it?
• What are some of the team challenges?
Consider Organization Context
• What is the purpose and mission?
• What are the strategic goals and how can we
contribute?
• How is our organization culture?
10. Strategic Objectives: Assessment Templates
Frameworks
• Assessment Templates derived from
the core reference guide of the
following frameworks:
• Scrum
• Kanban
• XP
• SAFe
• Essential SAFe
• Lean Startup
Curated
• Curated (framework agnostic)
Assessment Templates focus on specific
areas of practice and are influenced by
Agile and Lean thought leaders. Existing
Templates include:
• Team Fundamentals
• Team Culture
• Spotify Team Health
• DevOps
• Technical Excellence
• Scrum Plus
• Enterprise Agility
Custom
• Want the best of both worlds? Build your
own template using the Lean Agile
Intelligence Assessment Template
Builder.
• Pick and choose practices from our
Framework and Curated assessments to
tailor an assessment template unique to
your objectives, culture, and challenges.
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Answers to those questions will give you the insights needed to determine what business outcomes your
assessment template should be geared towards and which practices it contains. Lean Agile Intelligence offers a
variety of different assessment template types.
View an Assessment Template in the
Builder by choosing an Assessment
Template and Selecting “Open”
11. Strategic Objectives: Assessment Template Builder
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Add your own
Custom Practices
Select Practices for
your Template
Framework/Curated
View of Practice
Catalog
Name of TemplateOpen Existent
Template
Agility Dimensions:
Practice Areas of Focus
Practice to Business Outcome
Impact Ratio: Weighted Ratio
of Practices in the Template
that Impact the Business
Outcome
Impacted Outcomes
Practices in
Template
Reference(s) Used To
Create Practice Criteria
Save an Existing
Template and
Customize it
Hover over practice impact ratio to see a breakdown of the
number of practices in the assessment template and the
weighting impacting the outcome.
12. Strategic Objectives: Practice Criteria
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Impacted Outcomes
Impacted Outcomes
Practice Name
Agility Stages
Agility Stage
Criteria presented to
the Team during
“Self-Assessment”
Copy & Customize
Click a Practice to see the Criteria in each Agility Stage that will be presented to the
Team during a Self-Assessment.
13. Strategic Objectives: Assessment Template Auto Generator
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Customize Number Of
Practices in Template
Choose/Weight the
Outcomes that you
want your Assessment
Template Practices to
Impact
Hover over the Business
Outcome Names
to see the LAI Definition
Choose to Include/Exclude
SAFe Practices
Lean Agile Intelligence will generate a tailored Assessment Template given your unique desired
outcomes
Generate the
Assessment
Template when you
have a total of 100%
and the
Assessment
Template will
open in the Builder
14. • How are we performing in the Agile and Lean
practices that will lead to our desired outcomes?
• Are we doing the practices correctly?
• Who is best to provide this information?
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
15. Self-Assess: Conducting Self Assessments
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
1. Choose Assessment Template
& Launch
2. Select Type and Team 3. Launch Self-Assessment
Platform
All Members who are assigned to the team will receive an email with
a link to the “Self-Assessment” after the assessment is launched.
The Self-Assessment URL link can be used to send the invite
directly to non-team members.
16. Self-Assess: Facilitation
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Group Assessment Type : Self-Assessment is conducted in real time with all Team Members present
in the Self-Assessment Platform.
Lowest, Highest, &
Average Agility Stage
Votes Appear After All
Votes Are Received or
Admin ends the Voting
Agility Stage Criteria
used to Self-Assess
Team Members present
in the Self-Assessment
Platform
Number of People out of Total Participants that have
provided an Agility Stage Vote for the Practice
Unique Link to Self-Assessment
Admin Controls
Jump Back to a Previous
Practice
Proceed to Next Practice:
Can also be used to force
Result Calculations
although not all Votes are
received
Suspend Assessment to
resume at another time or
Terminate Assessment
Participants can record notes on
each practice by selecting this
icon
If selected all team members will
be able to view notes
Practice can be marked as a “Growth Goal” Practice can be marked as an “Impediment”
Clears All Votes
Agility Stage Criteria
used to Self-Assess
17. Self-Assess: Facilitation
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Individual Assessment Type : Self-Assessment is completed separately by each Team Member. Note,
Results will not be available until all Members have completed the Self-Assessment.
Number & Name of
Practice in Assessment
Template
Agility Stage
Agility Stage Criteria
used to Self-Assess
Voting Buttons
Team Members who are
participating in the
assessment. Those
highlighted in white
have completed
the assessment
Jump Back to a
Previous Practice
Suspend Assessment to
resume at another time
Cancel For Entire Team:
No Results will be saved
Saves and Calculates
Team Results to be
viewed in the Dashboard.
This is used if you want
to end an assessment
prematurely
Anyone can record notes by
selecting this icon
18. Self-Assess: Facilitator & Team Member Notes
• It is encouraged that facilitators and team members add notes to each practice in the Self Assessment
Platform providing context on “why” they voted for the selected Agility Stage.
• In order to prevent opinion anchoring and group think, notes are only viewable in Group mode once the
facilitator selects the “Mark to View Notes” button.
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Participants can record notes on
each practice by selecting this
icon
Facilitator should select this
button when they want the team
to see all team member notes
View Notes Icon is enabled
when Facilitator Select “Mark
to View Notes”
20. Tactical Goals: Mark As Growth Goal
• Practices marked as “Growth Goals” are those that the team is attempting to advance to the next Agility
Stage
• When using the Group Facilitation Type, the practice can be marked as a “Growth Goal” in the Self-
Assessment Platform in real time.
• When using the Individual Facilitation Type the facilitator can mark practices as “Growth Goals” by opening
the practice from the Practice Details Result Dashboard and selecting the “Mark as Growth Goal” button.
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Mark Practice as
“Growth Goal”
during group
assessment
Select Practice in Practice Details Results
Dashboard to Mark it as a “Growth Goal”
when reviewing individual assessment
results with the team
21. Tactical Goals: Mark As Impediment
• Practices marked as “Impediments” are those that the team cannot advance to the next Agility Stage
because of a blocker that is out of their control
• When using the Group Facilitation Type, the practice can be marked as a “Impediment” in the Self-
Assessment Platform in real time.
• When using the Individual Facilitation Type the facilitator can mark practices as “Impediment” by opening
the practice from the Practice Details Result Dashboard and selecting the “Mark as Impediment” button.
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Mark Practice as “Impediment”
during group assessment
Select Practice in Practice Details Results
Dashboard to Mark it as a “Impediment”
when reviewing individual assessment
results with the team
22. Tactical Goals: Results Practice Details Tab
Goals and Impediments can be viewed at the Group and Organization level by first selecting the
selecting the Group on the left and then hovering over the goal or impediment you want to see. All
teams in that Group or Organization will appear.
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Hover to see teams in Group
or Organization that have
Impediments in that Practice
Hover to see teams in Group
or Organization that have
Growth Goals in that Practice
23. Tactical Goals: Results Practice Details Tab
Lean Agile Intelligence Practice Details tab provides teams a holistic view of team/group
health, while also enabling teams to easily identify tactical goals that lead to their desired
outcomes.
Rank of Practices that are
most important to achieving
desired Business Outcomes
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Practices that have been
included in Self-Assessments
Completed by the Team or
Group. Click practices to see
your response.
Current Agility Stage of the
Team or Group. If Group, it is
the average of all the Teams
in the Group.
Agility Stage Trend since the
last time the Team or Group
voted on the Practice. Hover
for previous stage.
Variability is the amount
of consensus the team has
on their Average Agility
Stage. Hover for rating.
The Criteria of the current
Agility Stage in which the
Team votes averaged.
The Criteria of the next
Agility Stage in which the
Team should inspire to get to.
Average of all the Practices
answered by the Team or Group
and the Trend since the last
completed Assessment.
Indicates that the practice has
been marked as an “Impediment”
Indicates that a
practice has
been marked as
“Growth Goal”
Notes from all Team Members
will appear here
24. Tactical Goals: Results Practice Details Tab
Facilitators can update “Notes” of a Practice or Mark them as “Impediments” or “Growth
Goals” from the Practice Details Results Tab.
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Practices that have been
included in Self-Assessments
Completed by the Team or
Group. Click practices to add
Notes or Mark Practice
25. Tactical Goals: Practice Results Ranking System
• Lean Agile Intelligence provides intelligence to help the teams identify practices to focus on and
goals to set
• Lean Agile Intelligence Practice Results Ranking System takes into account the team’s desired
outcomes, represented by the Business Outcome to Practice Impact Ratio, and the team’s
current Agility Stage in each practice to assist them in identifying areas to focus their
improvement efforts
• The Practices to Improve Gadget utilizes the Practice Results Ranking System, and displays the
top four practices the team should focus on
Order of priority goes from left to right
Name of Practice
Outside colors and sizes
represent the different
Business Outcomes and the
magnitude of the impact
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
26. Tactical Goals: Determine Leading Indicators
• Team and groups should proactively pick the metrics that will help them track their progress
towards their desired outcomes so they can baseline and incrementally measure progress
• Identify Leading Indicators that will help measure if you are on track to achieve your tactical goal
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Time to Market Customer
Satisfaction
Employee
Satisfaction
Innovation Responsiveness Reliability Predictability
Throughput
(Velocity)
NPS Happiness Index # of New Products
Released
Product/ Project
Lead Time
Test Coverage Story Point
Attainment
Build Time Value Points Team Health
Assessment
Bug Fixing vs New
Product
Development %
Feature Lead
Time
Builds Per Day Velocity Variation
Deployment Lead
Time
Cost of Delay Code Complexity
New Environment
Automation
Failed
Deployments
27. Tactical Goals: Metrics Module
Lean Agile Intelligence Metrics Module, located on the Results page, provides the ability for teams
to track their metric progress and see it in conjunction with their Assessment Results.
Define Name of
Metric
Define 5 unique Metrics
for each Team/Group
and update Values and
Trends
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Set Value of
Metric
Set Trend of
Metric
Metric Value
Metric Trend
Metric Name
28. Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
• Did we meet our tactical goals and did we do
what we said?
• Is it helping us move the needle?
• Have we improved in the practices that will help
us achieve our desired business outcomes?
• Do we have organization constraints that are
slowing us down?
29. Measure: Determine Lagging Indicators
• Team and groups should proactively pick the metrics that will help them track their progress
towards their desired outcomes so they can baseline and incrementally measure progress
• Identify Lagging Indicators to see if your tactical improvements are moving the needle
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Time to Market Customer
Satisfaction
Employee
Satisfaction
Innovation Responsiveness Reliability Predictability
Number of
Releases
ROI Attrition New Customer % Project/Product
Cycle Time
Escaped Defects
in Prod
On Time Delivery
Rate
Project/Product
Cycle Time
Feature Cycle
Time
Feature Cycle
Time
Number of
Production
Deployments
# of Prod
Deployments
30. Measure: Tracking Progress of Leading Indicators
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Track leading indicators to see if the team is progressing towards the goal
31. Measure: Track Progress of Lagging Indicators
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Track lagging indicators to see if the tactical improvement is leading to desired outcomes
32. Measure: Track Organization Patterns
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Look at patterns across the organization to identify possible organization constraints
34. Improvement Model – Enterprise Level
• Lean Agile Intelligence provides a platform that enables leadership to assess
their Agility, and better understand changes necessary to achieve desired
Business Outcomes
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Enterprise
Unit
Program
Team
Self
• The Enterprise Agility Assessment can be conducted with
leadership to identify what Agile and Lean Practices they want to
adopt given their desired business outcomes
• Team Assessments can then be deployed to teams so that patterns
can be identified preventing the organization from reaching those
goals
35. Legend for Agility Stage
Impacted Business
Outcome
Average score (0-4)
of all the practices
that impact the
business outcomes
mapped to the LAI
Agility Stages
Hover to see the
average score
The percentages of
practices in the
assessment template
that impact the business
outcome
Improvement Model – Enterprise Level
36. Improvement Model – Business Unit Level
• Lean Agile Intelligence provides a holistic view to help determine if your organization
is progressing towards its goals. Each team in a unit may use a different
methodology or have different needs. By consolidating cross assessment and cross
team results in a consumable and actionable format, organizational constraints,
coaching needs, and investment opportunities can be identified.
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Enterprise
Unit
Program
Team
Self
• Tailor team assessments unique to each teams methodology,
objectives, and challenges using the Assessment Template
Builder
• Conduct Quarterly Assessments, resulting in Measureable
Goals
• Analyze constraint patterns across the organization that may
be impacting teams
37. Improvement Model – Program Level
• Large Enterprises often have several teams collaborating together on a large
initiative. There are a number of Agile at Scale practices available that will help
facilitate this arrangement and deliver value to the customer sooner. These Agile
at Scale practices are part of our Practice Catalog and can be used to assess
multiple teams and aggregate the results.
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Enterprise
Unit
Program
Team
Self
• Tailor an assessments that includes both Agile at Scale and
team practices
• Conduct Quarterly Assessments, resulting in Measureable
Goals for the program
38. Improvement Model – Self (Individual Role) Level
• Do people have the training, knowledge, availability, and support they need to do
their job effectively? What are the growth goals of each individual that will make
them and their team better? Lean Agile Intelligence can be used to conduct
individual self assessments.
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Organization
Unit
Program
Team
Self
• Build Role Specific Assessments for POs, SMs, Team
Members, and Leadership to identify areas individual growth
40. Setup: Simple Calculations vs Advanced
Status
• Simple: One level of Practice To Business Outcome impact. No weighting is applied in Practice to Business
Outcome Impact Ratio calculation and Business Outcome aggregated scores. Business Outcome aggregated
score is the average of all practices answered that impact the outcome.
• Advanced: Three levels (Must Do Well, Should Do Well, Nice if Done Well) of Practice To Business Outcome
impact. Weighting (Must Do Well (5x), Should Do Well (3X), Nice if Done Well (1X)) is applied in Practice to
Business Outcome Impact Ratio calculation and Business Outcome Agility Stage average score. Business
Outcome Agility Stage average score (0-4) is a weighted average that takes into account the number of
practices that impact the outcome, the average agility stage vote for each practice, and the magnitude of the
impact.
41. Strategic Objectives: Assessment Template Builder
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Add your own
Custom Practices
Select Practices For
your Template
Framework View
of Practice Catalog
Name of Template
Open Existent
Template
Agility Dimensions:
Practice Areas of Focus
Magnitude of Impact to Outcome.
In simple calculations,
only Directly impacted is used
Practice to Business Outcome
Impact Ratio: Weighted Ratio
of Practices in the Template
that Impact the Business
Outcome
Impacted Outcomes
Practices in
Template
Reference(s) Used To
Create Practice Criteria
Save an Existing
Template and
Customize it
Hover over practice impact ratio to see a breakdown of the
number of practices in the assessment template and the
weighting impacting the outcome.
42. Strategic Objectives: Practice Criteria
Measure
Strategic
Objectives
Self-
Assess
Tactical
Goals
Magnitude of Impact to Outcome
Impacted Outcomes
Practice Name
Agility Stages
Agility Stage
Criteria presented to
the Team during
“Self-Assessment”
Copy & Customize
Click a Practice to see the Criteria in each Agility Stage that will be presented to the
Team during a Self-Assessment.