├── CITATION.cff ├── CODE_OF_CONDUCT.md └── README.md /CITATION.cff: -------------------------------------------------------------------------------- 1 | cff-version: 1.2.0 2 | title: Agile assessment 3 | message: >- 4 | If you use this work and you want to cite it, 5 | then you can use the metadata from this file. 6 | type: software 7 | authors: 8 | - given-names: Joel Parker 9 | family-names: Henderson 10 | email: joel@joelparkerhenderson.com 11 | affiliation: joelparkerhenderson.com 12 | orcid: 'https://orcid.org/0009-0000-4681-282X' 13 | identifiers: 14 | - type: url 15 | value: 'https://github.com/joelparkerhenderson/agile-assessment/' 16 | description: Agile assessment 17 | repository-code: 'https://github.com/joelparkerhenderson/agile-assessment/' 18 | abstract: >- 19 | Agile assessment 20 | license: See license file 21 | -------------------------------------------------------------------------------- /CODE_OF_CONDUCT.md: -------------------------------------------------------------------------------- 1 | 2 | # Contributor Covenant Code of Conduct 3 | 4 | ## Our Pledge 5 | 6 | We as members, contributors, and leaders pledge to make participation in our 7 | community a harassment-free experience for everyone, regardless of age, body 8 | size, visible or invisible disability, ethnicity, sex characteristics, gender 9 | identity and expression, level of experience, education, socio-economic status, 10 | nationality, personal appearance, race, caste, color, religion, or sexual 11 | identity and orientation. 12 | 13 | We pledge to act and interact in ways that contribute to an open, welcoming, 14 | diverse, inclusive, and healthy community. 15 | 16 | ## Our Standards 17 | 18 | Examples of behavior that contributes to a positive environment for our 19 | community include: 20 | 21 | * Demonstrating empathy and kindness toward other people 22 | * Being respectful of differing opinions, viewpoints, and experiences 23 | * Giving and gracefully accepting constructive feedback 24 | * Accepting responsibility and apologizing to those affected by our mistakes, 25 | and learning from the experience 26 | * Focusing on what is best not just for us as individuals, but for the overall 27 | community 28 | 29 | Examples of unacceptable behavior include: 30 | 31 | * The use of sexualized language or imagery, and sexual attention or advances of 32 | any kind 33 | * Trolling, insulting or derogatory comments, and personal or political attacks 34 | * Public or private harassment 35 | * Publishing others' private information, such as a physical or email address, 36 | without their explicit permission 37 | * Other conduct which could reasonably be considered inappropriate in a 38 | professional setting 39 | 40 | ## Enforcement Responsibilities 41 | 42 | Community leaders are responsible for clarifying and enforcing our standards of 43 | acceptable behavior and will take appropriate and fair corrective action in 44 | response to any behavior that they deem inappropriate, threatening, offensive, 45 | or harmful. 46 | 47 | Community leaders have the right and responsibility to remove, edit, or reject 48 | comments, commits, code, wiki edits, issues, and other contributions that are 49 | not aligned to this Code of Conduct, and will communicate reasons for moderation 50 | decisions when appropriate. 51 | 52 | ## Scope 53 | 54 | This Code of Conduct applies within all community spaces, and also applies when 55 | an individual is officially representing the community in public spaces. 56 | Examples of representing our community include using an official e-mail address, 57 | posting via an official social media account, or acting as an appointed 58 | representative at an online or offline event. 59 | 60 | ## Enforcement 61 | 62 | Instances of abusive, harassing, or otherwise unacceptable behavior may be 63 | reported to the community leaders responsible for enforcement at 64 | [INSERT CONTACT METHOD]. 65 | All complaints will be reviewed and investigated promptly and fairly. 66 | 67 | All community leaders are obligated to respect the privacy and security of the 68 | reporter of any incident. 69 | 70 | ## Enforcement Guidelines 71 | 72 | Community leaders will follow these Community Impact Guidelines in determining 73 | the consequences for any action they deem in violation of this Code of Conduct: 74 | 75 | ### 1. Correction 76 | 77 | **Community Impact**: Use of inappropriate language or other behavior deemed 78 | unprofessional or unwelcome in the community. 79 | 80 | **Consequence**: A private, written warning from community leaders, providing 81 | clarity around the nature of the violation and an explanation of why the 82 | behavior was inappropriate. A public apology may be requested. 83 | 84 | ### 2. Warning 85 | 86 | **Community Impact**: A violation through a single incident or series of 87 | actions. 88 | 89 | **Consequence**: A warning with consequences for continued behavior. No 90 | interaction with the people involved, including unsolicited interaction with 91 | those enforcing the Code of Conduct, for a specified period of time. This 92 | includes avoiding interactions in community spaces as well as external channels 93 | like social media. Violating these terms may lead to a temporary or permanent 94 | ban. 95 | 96 | ### 3. 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Permanent Ban 108 | 109 | **Community Impact**: Demonstrating a pattern of violation of community 110 | standards, including sustained inappropriate behavior, harassment of an 111 | individual, or aggression toward or disparagement of classes of individuals. 112 | 113 | **Consequence**: A permanent ban from any sort of public interaction within the 114 | community. 115 | 116 | ## Attribution 117 | 118 | This Code of Conduct is adapted from the [Contributor Covenant][homepage], 119 | version 2.1, available at 120 | [https://www.contributor-covenant.org/version/2/1/code_of_conduct.html][v2.1]. 121 | 122 | Community Impact Guidelines were inspired by 123 | [Mozilla's code of conduct enforcement ladder][Mozilla CoC]. 124 | 125 | For answers to common questions about this code of conduct, see the FAQ at 126 | [https://www.contributor-covenant.org/faq][FAQ]. Translations are available at 127 | [https://www.contributor-covenant.org/translations][translations]. 128 | 129 | [homepage]: https://www.contributor-covenant.org 130 | [v2.1]: https://www.contributor-covenant.org/version/2/1/code_of_conduct.html 131 | [Mozilla CoC]: https://github.com/mozilla/diversity 132 | [FAQ]: https://www.contributor-covenant.org/faq 133 | [translations]: https://www.contributor-covenant.org/translations 134 | 135 | -------------------------------------------------------------------------------- /README.md: -------------------------------------------------------------------------------- 1 | # Agile assessment 2 | 3 | Contents: 4 | 5 | * [Overview](#overview) 6 | * [Agile values](#agile-values) 7 | * [Agile values - exercise idea](#agile-values-exercise-idea) 8 | * [Agile manifesto](#agile-manifesto) 9 | * [Agile manifesto - exercise idea](#agile-manifesto-exercise-idea) 10 | * [Lenses](#lenses) 11 | * [Lenses - exercise idea](#lenses-exercise-idea) 12 | * [Wordbook](#wordbook) 13 | 14 | 15 | ## Overview 16 | 17 | Agile has many meanings to many people. We like to start with the Wikipedia page about [Agile management](https://en.wikipedia.org/wiki/Agile_management). 18 | 19 | Agile management, or agile process management, or simply agile, refers to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas. 20 | 21 | * The aim is to provide new product or service development in a highly flexible and interactive manner. 22 | 23 | * It requires capable individuals from the relevant business, openness to consistent customer input, and management openness to non-hierarchical forms of leadership 24 | 25 | 26 | ## Agile values 27 | 28 | These come from the [agile manifesto](http://agilemanifesto.org/) 29 | 30 | We are uncovering better ways of developing software by doing it and helping others do it. 31 | 32 | Through this work we have come to value: 33 | 34 | * Individuals and interactions over processes and tools 35 | 36 | * Working software over comprehensive documentation 37 | 38 | * Customer collaboration over contract negotiation 39 | 40 | * Responding to change over following a plan 41 | 42 | That is, while there is value in the items on the right, we value the items on the left more. 43 | 44 | 45 | ## Agile values - exercise idea 46 | 47 | The exercise idea: compare the agile values to where the organizations/groups/individuals are, and want to be. 48 | 49 | * Setup: show people the agile values as four left-to right lines. The lines can be stacked, or if there's enough space, then end-to-end. 50 | 51 | * Ask each person to choose where they are on the line now. For example, put a stickie dot on the line. 52 | 53 | * Ask each person to choose where they realistically want aim to be on the line on a specific future date, such as one year from now. 54 | 55 | * Ask each person to comment on items they know about that fit along the lines. 56 | 57 | 58 | ## Agile manifesto 59 | 60 | Agile maifesto principles: 61 | 62 | * Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 63 | 64 | * Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 65 | 66 | * Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 67 | 68 | * Business people and developers must work together daily throughout the project. 69 | 70 | * Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 71 | 72 | * The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 73 | 74 | * Working software is the primary measure of progress. 75 | 76 | * Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 77 | 78 | * Continuous attention to technical excellence and good design enhances agility. 79 | 80 | * Simplicity--the art of maximizing the amount of work not done--is essential. 81 | 82 | * The best architectures, requirements, and designs emerge from self-organizing teams. 83 | 84 | * At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 85 | 86 | 87 | ## Agile manifesto - exercise idea 88 | 89 | The exercise idea: compare the agile manifest list of items with the organizations/groups/individuals are, and want to be. 90 | 91 | * Setup: show people the agile manifesto list of items. The list can be stacked, or if there's enough space, then in columsn. 92 | 93 | * We suggest rating from 1 to 5 (worst to best). 94 | 95 | * We suggest having people comment. For example, comment via a web form, or chat message, or stickies. 96 | 97 | 98 | ## Lenses 99 | 100 | We can use various "lenses" a.k.a. "perspectives" for assessment, comparisons, planning, and growth. 101 | 102 | Strategic Balanced Scorecard: 103 | 104 | * Create a a destination Statement. 105 | 106 | * Cover four areas: financial, internal, external, learning. 107 | 108 | * Define Objectives and Key Results (OKRs). 109 | 110 | * Define Key Performance Indicators (KPIs) and measure them. 111 | 112 | RACIO responsibility assigment matrix: 113 | 114 | * Responsible 115 | 116 | * Accountable 117 | 118 | * Consultable 119 | 120 | * Informable 121 | 122 | * Omittable 123 | 124 | TEAM interpersonal aims: 125 | 126 | * Talk 127 | 128 | * Evaluate 129 | 130 | * Assist 131 | 132 | * Motivate 133 | 134 | FOCUS analytical aims: 135 | 136 | * Frame 137 | 138 | * Organize 139 | 140 | * Collect 141 | 142 | * Understand 143 | 144 | * Synthesize 145 | 146 | ADKAR model of change management: 147 | 148 | * Awareness 149 | 150 | * Desire 151 | 152 | * Knowledge 153 | 154 | * Ability 155 | 156 | * Reinforcement 157 | 158 | SMART objectives are: 159 | 160 | * Specific 161 | 162 | * Measurable 163 | 164 | * Achievable (a.k.a. Attainable, Agreed) 165 | 166 | * Relevant (a.k.a. Realistic, Responsible, Receivable) 167 | 168 | * Timely (a.k.a. Time-scoped, Time-boxed, Time-bound) 169 | 170 | Maturity model levels: 171 | 172 | * 0 = None, Never, Negligible, Not Applicable 173 | 174 | * 1 = Initial, Informal, Implicit, Irregular, Inconsistent, Individual-usage. 175 | 176 | * 2 = Developing, Describing, Duplicating, Department-usage. 177 | 178 | * 3 = Standardizing, Specifying, Scaling, Service-oriented, Segment-usage 179 | 180 | * 4 = Managing, Measuring, Mainstreaming, Mission-oriented, Mass-usage 181 | 182 | * 5 = Optimizing, Orchestrating, Ongoing, Opportunity-oriented, Organization-usage 183 | 184 | Maturity model categories: 185 | 186 | * People 187 | 188 | * Processes 189 | 190 | * Technology 191 | 192 | * Controls 193 | 194 | * Strategy 195 | 196 | TOGAF capabilities: 197 | 198 | * Financial Management 199 | 200 | * Performance Management 201 | 202 | * Service Management 203 | 204 | * Risk Management 205 | 206 | * Resource Management 207 | 208 | * Communications and Stakeholder Management 209 | 210 | * Quality Management 211 | 212 | * Supplier Management 213 | 214 | * Configuration Management 215 | 216 | * Environment Management 217 | 218 | Value Stream Mapping (VSM): 219 | 220 | * value-adding times a.k.a. the processes 221 | 222 | * non-value-adding times a.k.a. the operations, waste, muda 223 | 224 | DMADV project methodology, known as DFSS ("Design For Six Sigma"), features 5 phases: 225 | 226 | * Define design goals that are consistent with customer demands and the enterpr 227 | ise strategy. 228 | 229 | * Measure CTQs (characteristics that are Critical To Quality), capabilities, pr 230 | risks etc. 231 | 232 | * Analyze to develop and design alternatives 233 | 234 | * Design an improved alternative, best suited per analysis in the previous step 235 | 236 | * Verify the design, set up pilot runs, implement the production process and hand it over to the process owner(s). 237 | 238 | DMAIC: 239 | 240 | * Define 241 | 242 | * Measure 243 | 244 | * Analyze 245 | 246 | * Improve 247 | 248 | * Control 249 | 250 | DDICA: 251 | 252 | * Design 253 | 254 | * Develop 255 | 256 | * Initialize 257 | 258 | * Control 259 | 260 | * Allocate 261 | 262 | SIPOC: 263 | 264 | * Supplier 265 | 266 | * Input 267 | 268 | * Process 269 | 270 | * Output 271 | 272 | * Customer 273 | 274 | Program Evaluation and Review Technique (PERT): 275 | 276 | * critical path 277 | 278 | * lead time 279 | 280 | * lag time 281 | 282 | * float or slack 283 | 284 | Domain Driven Design: 285 | 286 | * [Ubiquitous Language](http://martinfowler.com/bliki/UbiquitousLanguage.html) 287 | 288 | * [Bounded Context](http://martinfowler.com/bliki/BoundedContext.html) 289 | 290 | RAID: 291 | 292 | * Risks 293 | 294 | * Assumptions 295 | 296 | * Issues 297 | 298 | * Dependencies 299 | 300 | Interference: 301 | 302 | * [WHy isn't agile working?](https://hackernoon.com/why-isnt-agile-working-d7127af1c552) 303 | 304 | 305 | ## Lenses - exercise idea 306 | 307 | The exercise idea: compare the agile values to where the organizations/groups/individuals are, and want to be. 308 | 309 | Some of the ways to do agile assessments are by using various kinds of lenses, also known as perspectives. 310 | 311 | For example, have the team pick one or more of the lenses above, and explore how it relates to the current state and desired future state. 312 | 313 | 314 | ## Wordbook 315 | 316 | * [5 Whys](http://www.startuplessonslearned.com/2008/11/five-whys.html) 317 | 318 | * [5 Whys and root cause analysis (RCA)](http://www.startuplessonslearned.com/2009/07/how-to-conduct-five-whys-root-cause.html) 319 | 320 | * [Agile management](https://en.wikipedia.org/wiki/Agile_management) 321 | 322 | * [Extreme project management](https://en.wikipedia.org/wiki/Extreme_project_management) 323 | 324 | * [Strategic balanced scorecard (SBS)](https://github.com/joelparkerhenderson/strategic_business_scorecard) 325 | 326 | * [Program evauation and review technique (PERT)](https://en.wikipedia.org/wiki/Program_evaluation_and_review_technique) 327 | 328 | * [Domain-driven design (DDD)](https://en.wikipedia.org/wiki/Domain-driven_design) 329 | 330 | * [ADKAR change management model](https://www.prosci.com/adkar/adkar-model): Awareness, Desire, Knowledge, Ability, Reinforcement 331 | 332 | * [Responsibility assignemnt matrix (RAM)](https://en.wikipedia.org/wiki/Responsibility_assignment_matrix) 333 | 334 | * [RACIO](https://en.wikipedia.org/wiki/Responsibility_assignment_matrix): Responsible, Accountable, Consultable, Informable, Omittable 335 | 336 | * [SIPOC](https://en.wikipedia.org/wiki/SIPOC): a tool that summarizes using supplier, input, process, output, customer. 337 | 338 | * [CTQ tree](https://en.wikipedia.org/wiki/CTQ_tree): ) are the key measurable characteristics of a product or process whose performance standards or specification limits must be met in order to satisfy the customer. 339 | 340 | * [SMART critera](https://en.wikipedia.org/wiki/SMART_criteria): Specific, Measurable, Actionable, Relevant, Timely 341 | 342 | * [TEAM interpersonal aims](https://github.com/joelparkerhenderson/team_focus): Talk, Evaluate, Assist, Motivate 343 | 344 | * [FOCUS analytical aims](https://github.com/joelparkerhenderson/team_focus): Frame, Organize, Collect, Understand, Synthesize 345 | 346 | * [Strategic balanced scorecard (SBS)](https://github.com/joelparkerhenderson/strategic_balanced_scorecard) 347 | 348 | * [Management by objectives (MBO)](https://en.wikipedia.org/wiki/Management_by_objectives) 349 | 350 | * [Programmer competency matrix](http://sijinjoseph.com/programmer-competency-matrix/) 351 | 352 | * [Objectives and key results (OKR)](https://en.wikipedia.org/wiki/OKR) 353 | 354 | * [Key performance indicator (KPI)](https://en.wikipedia.org/wiki/Performance_indicator) 355 | 356 | * [Value stream mapping (VSM)](https://en.wikipedia.org/wiki/Value_stream_mappin)g 357 | 358 | * [Quality filter mapping](https://en.wikipedia.org/wiki/Quality_filter_mapping) 359 | 360 | * [Design for Six Sigma (DFSS)](https://en.wikipedia.org/wiki/Design_for_Six_Sigma) 361 | 362 | * [Six Sigma](https://en.wikipedia.org/wiki/Six_Sigma) 363 | 364 | * [DMAIC](https://en.wikipedia.org/wiki/DMAIC): Define, Measure, Analyze, Improve, Control 365 | 366 | * [RAID](https://en.wikipedia.org/wiki/RAID): Risks, Assumptions, Issues, Dependencies 367 | 368 | * [TOGAF](https://en.wikipedia.org/wiki/TOGAF): The Open Group Architecture Forum 369 | 370 | 371 | ## See also 372 | 373 | * [Metrics and Performance Measurement System for the Lean Enterprise by Professor Deborah Nightingale](https://ocw.mit.edu/courses/aeronautics-and-astronautics/16-852j-integrating-the-lean-enterprise-fall-2005/lecture-notes/12_metrics.pdf) 374 | --------------------------------------------------------------------------------