growing agile team behaviors

Specialized skill and knowledge is actively being shared and distributed within and across teams to reduce single point failure risk

Development work on committed Stories is guided by executable acceptance tests (ATDD)

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Only non-critical issues and exploratory testing are manually verified

All non-functional requirements are automated

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There are multiple, thriving channels to grow expertise while Teams remain cross functional e.g. Communities of Practice Predictability

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We have one shared Definition of Done across our group/organization

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We can create stable and verifiable builds of our product on demand and from independent sources

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Cross cutting concerns are collectively managed by a virtual expert group drawn from the teams (for example architecture or continuous delivery)

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The entire Team works to deliver the release during the release sprint

The Team takes ownership of external dependencies to ensure committed value gets delivered

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The Team mostly swarms on committed Stories in the sprint to ensure items are delivered

The Team has a visible measure of end user value from our releases

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Business Value drives all Team work (even ‘technical’ tasks and research)

All our Definition of Done tests per Story (inc acceptance tests) are fully automated

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We continuously and demonstrably strive to improve our engineering capabilities for example by having regular code dojos

The Team actively works to reduce technical debt it has identified, and is focussed on not creating new debt

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Release Planning is guided by the Team’s ability to deliver (their velocity)

The team takes responsibility for its tool and environments to take Stories to ‘Done’

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Each team member has experienced the Scrum Master role for at least one sprint

The Team typically works on the committed Sprint backlog in the same priority order as the Product Backlog

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The Business Value attached to Stories is understood by the Team

All Teams have a common Release Definition of Done

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Retrospectives are producing 1-3 actionable improvement actions every sprint which the Team works on and reviews at the next retrospective

The Team actively works to fix existing defects (bugs)

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The actively identifies Technical Debt and makes it visible

Shared code ownership is actively pursued by the team, for example shared code conventions or trunk is in a constantly buildable state

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During the Sprint, the Team reviews Stories with the Product Owner as they are completed

The team delivers on its commitment with at least 90% predictability (ratio of accepted to committed estimation points)

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The team takes from the top of the backlog at least 6-10 Stories of about the same size into every 1-2 week sprint

There is a product vision, expressed as an elevator pitch, and a list of SMART requirements prioritized by business value and itis visible to all

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At the end of every sprint the team delivers a potentially shippable product, that can be released or used internally

The Team has a clear, agreed and visible Definition of Ready which has been communicated to the Product Owner

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The Team works to a clear, agreed and visible Definition of Done. All ‘Done’ Stories meet this standard

The team is continuously improving quality and the process, using the Active Learning Cycle during the retrospective

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There is an impediment backlog managed by the ScrumMaster. Impediments are quickly resolved by the team or the ScrumMaster

There is a product backlog with enough Stories to fill 1-2 sprints, that all meet the Definition of Ready

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The Team has a clear and published Working Agreement that is agreed to by all its members

During the sprint, the team works on at most 2-3 Stories at any one time until the Story is done

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There is a sprint burndown that uses estimation points and is updated daily. Points only burn down when Stories are done

The team and Product Owner meet regularly to groom Stories. Everyone in the development team estimates Stories before committing to them

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Stories are broken down into tasks that are small enough to be completed in 1-2 days, tracked on the team's task board

The team meets every day around the task board, for a short (max 15 min) standup to update each other and plan the day's activities

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The development team has 7+/-2 people and is cross-functional, with all the skills necessary to deliver a Story inside a sprint

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The Product Owner has visibility of the Team’s sprint capacity and adjusts expectations accordingly

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