{"id":788,"date":"2019-01-02T17:30:54","date_gmt":"2019-01-02T16:30:54","guid":{"rendered":"http:\/\/agilerasmus.com\/wordpress\/?p=788"},"modified":"2019-01-02T15:21:57","modified_gmt":"2019-01-02T14:21:57","slug":"agile-coaching-using-simple-measurements","status":"publish","type":"post","link":"https:\/\/agilerasmus.com\/wordpress\/agile-coaching-using-simple-measurements\/","title":{"rendered":"Agile coaching using simple measurements"},"content":{"rendered":"

Back in spring 2018 I wrote a note on my experience using Henrik Knibergs Scrum Checklist<\/a> as a tool for agile coaching. Having empirical data of how a team progresses in its journey towards agility and adoption of Scrum enables long term optimisation in stead of only relying on Sprint-to-Sprint optimisations. Revisiting the Scrum Checklist periodically gives a track record showing which actions or changes in environment impacted the perceived agility and Scrum-ability.<\/p>\n

In the initial edition I used the scale of 0-2 ranging from “statement doesn’t fit with the team” to “team does more than the statement”. This has proven be ambiguous and has been replaced by an expanded Likert<\/a> scale from 1-10:<\/p>\n

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Each question from the Scrum Checklist is assessed periodically, e.g. “Delivering what business needs most” is rated 10 if we strongly agree that this is the case and 1 if we strongly disagree. The assessment is accompanied by a reflection on what caused the number to decrease, stagnate or increase: was it a deliberate action, an external event, etc.<\/p>\n

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Using the assessment – and any other assessment – one should always be aware of caveats:<\/p>\n