How Agile Are You?

For more information: www.Agile101.net

Complete the following fields:
Question
The team is empowered to make decisions.
The team is self-organising and does not rely on management to set and meet its goals.
The team commits and takes responsibility for delivery and is prepared to help with any task that helps the team to achieve its goal.

Yes/No

Total
Yes
No

The team knows who the product owner is.

Each sprint/iteration has a clear goal.

0
0
0

How Agile Are You?

All team members, including testers, are included in requirements workshops.

Requirements documentation is barely sufficient and the team collaborates to clarify details as features are ready for development.
Test cases are written up-front with the requirements/user story.
There is a product backlog/feature list prioritised by business value.
The product backlog has estimates created by the team.
The team knows what their velocity is.
Velocity is used to gauge how many user stories should be included in each sprint/iteration.
Sprints/iterations are timeboxed to four weeks or less.

Yes
No

Sprint budget is calculated to determine how many product backlog items/features can be included in the sprint/iteration.
The sprint/iteration ends on the agreed end date.
All tasks on the sprint backlog are broken down to a size that is less than one day.
Requirements are expressed as user stories and written on a card.
The team estimates using points which indicate the relative size of each feature on the product backlog/feature list.
The team generates burndown charts to track progress daily.
Software is tested and working at the end of each sprint/iteration.
The team is not disrupted during the sprint/iteration.
Changes are integrated throughout the sprint/iteration.
Automated unit testing is implemented where appropriate.
There is an automated build and regression test.

You are

###

Agile!

Stretch tasks are identified for inclusion in the sprint/iteration if it goes better than expected.
The Product Owner is actively involved throughout each sprint.
All code changes are reversible and it is possible to make a release at any time.
Testing is integrated throughout the lifecycle and starts on delivery of the first feature.
Impediments that hold up progress are raised, recorded on the whiteboard and resolved in a timely fashion.
When someone says 'done', they mean DONE! (ie shippable).
The team uses the whiteboard to provide clear visibility of progress and issues on a daily basis.
The sprint/iteration goal(s) is clearly visible on the board.
All user stories and tasks are displayed on the whiteboard for the duration of the sprint/iteration.
Daily scrums happen at the same time every day even if the scrum master isnt present.
The daily scrum is resticted to answering the standard 3 scrum questions and lasts no more than 15 minutes.
There is a product demonstration/sprint review meeting at the end of each sprint/iteration.
All team members, including testers and Product Owner, are included in the sprint/iteration review.
The sprint/iteration review is attended by executive stakeholders.
There is a sprint retrospective at the end of each sprint/iteration.
Key metrics are reviewed and captured during each sprint retrospective.
All team members, including testers, are included in the sprint retrospective meeting.
Actions from the sprint retrospective have a positive impact on the next sprint/iteration.
2009 - Agile101.net

How Agile Are You?

For more information: www.Agile101.net

Collate the responses from each team member and copy/paste them into this sheet - one set of responses per column starting in B:B>>
This spreadsheet can collate results for up to 24 team members. To add a new team member, press

Ctrl+Shift+A

Question
The team is empowered to make decisions.
The team is self-organising and does not rely on management to set and meet its goals.
The team commits and takes responsibility for delivery and is prepared to help with any task that helps the team to achieve its goal.
The team knows who the product owner is.
Each sprint/iteration has a clear goal.
All team members, including testers, are included in requirements workshops.
Requirements documentation is barely sufficient and the team collaborates to clarify details as features are ready for development.
Test cases are written up-front with the requirements/user story.
There is a product backlog/feature list prioritised by business value.
The product backlog has estimates created by the team.
The team knows what their velocity is.
Velocity is used to gauge how many user stories should be included in each sprint/iteration.
Sprints/iterations are timeboxed to four weeks or less.
Sprint budget is calculated to determine how many product backlog items/features can be included in the sprint/iteration.
The sprint/iteration ends on the agreed end date.
All tasks on the sprint backlog are broken down to a size that is less than one day.
Requirements are expressed as user stories and written on a card.
The team estimates using points which indicate the relative size of each feature on the product backlog/feature list.
The team generates burndown charts to track progress daily.
Software is tested and working at the end of each sprint/iteration.
The team is not disrupted during the sprint/iteration.
Changes are integrated throughout the sprint/iteration.
Automated unit testing is implemented where appropriate.
There is an automated build and regression test.
Stretch tasks are identified for inclusion in the sprint/iteration if it goes better than expected.
The Product Owner is actively involved throughout each sprint.
All code changes are reversible and it is possible to make a release at any time.
Testing is integrated throughout the lifecycle and starts on delivery of the first feature.
Impediments that hold up progress are raised, recorded on the whiteboard and resolved in a timely fashion.
When someone says 'done', they mean DONE! (ie shippable).
The team uses the whiteboard to provide clear visibility of progress and issues on a daily basis.
The sprint/iteration goal(s) is clearly visible on the board.
All user stories and tasks are displayed on the whiteboard for the duration of the sprint/iteration.
Daily scrums happen at the same time every day even if the scrum master isnt present.
The daily scrum is resticted to answering the standard 3 scrum questions and lasts no more than 15 minutes.
There is a product demonstration/sprint review meeting at the end of each sprint/iteration.
All team members, including testers and Product Owner, are included in the sprint/iteration review.
The sprint/iteration review is attended by executive stakeholders.
There is a sprint retrospective at the end of each sprint/iteration.
Key metrics are reviewed and captured during each sprint retrospective.
All team members, including testers, are included in the sprint retrospective meeting.
Actions from the sprint retrospective have a positive impact on the next sprint/iteration.

Your Team is

Total "Yes"
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1

0%

% "Yes"
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%

Agile!

2009 Agile101.net

How Agile Are You?

For more information: www.Agile101.net

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
The team is
empow ered to
make decisions.

The team is self organising and

does not rely on
management to
set and meet its
goals.

The team commits

and takes
responsibility for
delivery and is
prepared to help
w ith any task that
helps the team to
achieve its goal.

The team know s

w ho the product
ow ner is.

Each
sprint/iteration has
a clear goal.

All team members,

including testers,
are included in
requirements
w orkshops.

Requirements
documentation is
barely suff icient
and the team
collaborates to
clarify details as
features are
ready for
development.

Test cases are

w ritten up-front
w ith the
requirements/user
story.

There is a product
backlog/feature
list prioritised by
business value.

The product
backlog has
estimates created
by the team.

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
The team know s
w hat their
velocity is.

Velocity is used
to gauge how
many user stories
should be
included in each
sprint/iteration.

Sprints/iterations
are timeboxed to
four w eeks or
less.

Sprint budget is
calculated to
determine how
many product
backlog
items/features
can be included in
the
sprint/iteration.

The
sprint/iteration
ends on the
agreed end date.

All tasks on the

sprint backlog are
broken dow n to a
size that is less
than one day.

Requirements are
expressed as
user stories and
w ritten on a card.

The team
estimates using
points w hich
indicate the
relative size of
each feature on
the product
backlog/feature
list.

The team
generates
burndow n charts
to track progress
daily.

Sof tw are is
tested and
w orking at the
end of each
sprint/iteration.

The team is not

disrupted during
the
sprint/iteration.

2009 Agile101.net

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
Changes are
integrated
throughout the
sprint/iteration.

Automated unit
testing is
implemented
w here
appropriate.

There is an
automated build
and regression
test.

Stretch tasks are

identified for
inclusion in the
sprint/iteration if it
goes better than
expected.

The Product
Ow ner is actively
involved
throughout each
sprint.

All code changes

are reversible and
it is possible to
make a release at
any time.

Testing is
integrated
throughout the
lifecycle and
starts on delivery
of the first feature.

Impediments that
hold up progress
are raised,
recorded on the
w hiteboard and
resolved in a
timely f ashion.

When someone
says 'done', they
mean DONE! (ie
shippable).

The team uses the

w hiteboard to
provide clear
visibility of
progress and
issues on a daily
basis.

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
The
sprint/iteration
goal(s) is
clearly visible
on the board.

All user stories

and tasks are
displayed on
the w hiteboard
for the duration
of the
sprint/iteration.

Daily scrums
happen at the
same time
every day
even if the
scrum master
isnt present.

The daily scrum

is resticted to
answ ering the
standard 3
scrum
questions and
lasts no more
than 15
minutes.

There is a
product
demonstration/s
print review
meeting at the
end of each
sprint/iteration.

All team
members,
including
testers and
Product Ow ner,
are included in
the
sprint/iteration
review .

The
sprint/iteration
review is
attended by
executive
stakeholders.

There is a sprint
retrospective at
the end of each
sprint/iteration.

Key metrics are

review ed and
captured during
each sprint
retrospective.

All team
members,
including
testers, are
included in the
sprint
retrospective
meeting.

Actions f rom
the sprint
retrospective
have a positive
impact on the
next
sprint/iteration.

2009 Agile101.net