The document discusses the Agile Maturity Model, emphasizing the importance of improving team retrospectives and measuring velocity. It outlines methodologies for assessing a team's agile maturity using both quantitative and qualitative dimensions, alongside a framework for project retrospectives. The goal is to help teams deliver value faster and with higher quality by fostering an environment where they can experiment, learn from each other, and utilize metrics effectively.

1. MY PORSCHE
AGILE GUILD
Agile Maturity Model
CHRISTOPHER NEUWIRTH
JANOS ANSEL

2. HOW TO IMPROVE TEAMS
RETROSPECTIVES
LESSONS LEARNED
POST MORTEMS
MEASURING VELOCITY
WHY
AGILE
MATURITY
MODEL

3. HOW TO IMPROVE TEAMS
RETROSPECTIVES
LESSONS LEARNED
POST MORTEMS
MEASURING VELOCITY
more or less done
within the teams
WHY
AGILE
MATURITY
MODEL

4. IMPROVEMENTS COME WITH A BASELINE AND
REPRODUCABLE MEASUREMENTS

5. WHY WE NEED IMPROVEMENTS
WITHIN A TEAM
The ultimate value in Agile
development is that it enables
teams to deliver value faster,
with greater quality and
predictability, and greater
attitude to respond to change.

6. AIKIDO MARTIAL ARTS
JOURNEY
INTRODUCED BY
ALISTAIR COCKBURN
CONCEPT TO LEARN ALL KINDS OF
TECHNIQUES, PRACTICES AND TOOLS
FOR SOFTWARE DEVELOPMENT
SHU HA RI
NOVICE | Follow the rules – shu
PROFICIENT | Break the rules – ha
EXPERT | Be the rule - ri

7. NOVICE | Follow the rules – shu PROFICIENT | Break the rules – ha EXPERT | Be the rule - ri
Learning the process basics
Mimicking the practices
Learning and following the rules of
scrum/agile
Require a lot of training via a team
coach
Understand the Agile practices
and the importance of the
principles and values
Developing own distinctive
qualities
Require less training from a team
coach (asking questions)
Actively experiment with new
ways of working together and use
metrics to measure the effects
All team members consistently
think and act as a unit
Require little to no training from a
team coach

8. HOW
DO WE
GET
THERE?
QUANTITATIVE DIMENSIONS
VELOCITY
QUALITY
STORY CREATION
ACCURACY OF
COMMITMENT
SUSTAINABLE PACE

9. HOW
DO WE
GET
THERE?
QUALITATIVE DIMENSIONS
SPRINT PLANNING
RELEASE PLANNING
DAILY SCRUM
STORY ESTIMATION
RELEASE FREQUENCY
RETROSPECTIVES

10. HOW
TO
MEASURE
DAILY SCRUM
QUALITY
VELOCITY
ETROSPECTIVE
EFFORT ESTIMATIONSTORY CREATION

11. HOW
TO
MEASURE
DAILY SCRUM
QUALITY
EFFORT ESTIMATIONSTORY CREATION
VELOCITY
ETROSPECTIVE

12. HOW
TO
MEASURE
DAILY SCRUM
QUALITY
EFFORT ESTIMATIONSTORY CREATION
VELOCITY
ETROSPECTIVE

13. ASSESSMENT BY THE EXAMPLE
OF ONE MY PORSCHE TEAM

14. PRIME
DIRECTIVE
Regardless of what we discover, we understand and
truly believe that everyone did the best job they
could, given what they knew at the time, their skills
and abilities, the resources available, and the
situation at hand.
– Norm Kerth
Project Retrospectives:
A Handbook for Team Review

15. FRAMEWORK
CONDITIONS HOW TO RUNEXPLAIN WHYTAKES 60 MINUTES

16. ITERATION* PLANNING
Our target scenario “high” (3) is, a team has everything or similar out of this:
Planning happens before each iteration and the team work on it collectively.
Team is comfortable with the process, they break the stories into tasks, confident in their estimations, is able to do
planning for a 2 week iteration in 3-4 hours and the entire team believe the plan is achievable.
Team identifies available capacity for the next iteration. Team considers previous velocity indications to do iteration
planning.
Team actively experiments with new methodologies and practices and is using metrics to measure the effects.
If not (or just some parts of it), place yourself at “middle” (2) or “low” (1).

17. ESTIMATION
We have extremes, to the “low” (1) side we’d see examples like:
The team struggles gaining consensus on estimates and are dominated by experts. Meeting takes a long time and
estimates are frequently revised.
For “middle” (2) we’d expect this to be in place, like:
Team shares a common understanding of size relations. Team is able to estimate and can recognise when a story is too
big to estimate and takes appropriate action. Initial estimates for an iteration are within 25% of actuals.
For “high” (3) we’d expect this to be in place, like:
The team uses a common understanding of size relations and an effective approach to estimating work. Initial estimates
for an iteration are within 10% of actuals. Team make an effort to continuously check for improvements of this process.

18. GATHER
DATA
Shu (1) | 30%
Ha (2) | 5%
Ri (3) | 65%
STORY CREATION PROCESS
Data gathering can be done in
precense or by using digital
tools.

19. INTERESTING
INSIGHTS
1 3
EXTREMES
1 3
OUTLIERS

20. THE ASSESSMENT IS JUST
YOUR STARTING POINT
After you made visible where
you stand it‘s time to go deeper
and find out why these values
occured.
ROOT CAUSES

21. INSPECT AND ADAPT

22. SKILLS
EVOLVE.
TEAMS
CHANGE.REPEAT

23. CHRISTOPHER
NEUWIRTH
/in/christopher-neuwirth/ AGILE MATURITY MODEL
HOP IN AND STEP ON
JANOS
ANSEL
/in/janosansel/