Piloting AgilityHealth? Start Here
Get the most out of AgilityHealth
Planning a pilot of AgilityHealth? Here are some helpful resources to consider as you get started.
Which Teams to Pilot With?
- Pick a group of teams within the same business unit/program/portfolio so you can see a rollup of these teams and build a growth plan that drives value for this area. This allows you to pilot: Team Health or DevOps Health assessments, Muti-Team Rollup analysis, Multi-Team Growth Strategy workshop.
- Pick a sampling of teams from different areas if you want to experiment with how diverse teams look with AgilityHealth and what data or insights you get from each one. Multi-Team Growth Strategy and roll up might not be as valuable in the teams are not related.
- Size: Typically we pilot with 5 teams up to 15 teams.
Do-it-Yourself or Engage Our Team?
- Engage our team to help deliver your pilot if you want to see how we deliver the retrospective assessments, perform multi-team rollup and growth strategy with leaders and learn from our process to ensure your success. We typically provide seminars, leadership workshops, manager debriefs and additional support.
- If you’re on a tight budget then you can get internal facilitators certified and have them deliver pilot assessments for several teams. You can buy a 10 Pack of assessments to use.
Frequently Asked Questions
How does the Team Health retrospective work? Is it a Self-Assessment?
- The Team Health retrospective is a workshop that is facilitated by a certified AgilityHealth Facilitator (from our team, our partners or your own). View workshop description
- The team members individually answer the Team Health assessment survey and leverage the Team Health Flash Cards.
- The team coach can also answer the questions and assess the maturity of the team.
- Duration: 2.5 – 3 Hrs, repeated as the end of release/quarter retrospective.
What delivery health/hard metrics are used during the pilot? Is integration available with ALM tools?
We ask instead that you provide the following iteration data for the pilot teams (for the last 5 to 6 iterations/cadences).
The Release data is OPTIONAL but helpful to have:
Can managers and coaches attend the Team Health retrospective?
- Our goal is for the team members to feel comfortable being open, honest and safe during the retrospective and also feel ownership of the growth plan they create. Based on this goal, please ask the teams if they feel comfortable having their managers there.
- Teams have had no issues inviting their coach to attend the session as long as the coach can agree to be there as an observer and not primary contributor.
- Some teams have invited their managers at the end of the retrospective for a Manager Debrief session.
- Other organizations schedule a Manager Debrief session with the facilitator after their teams have completed their retrospectives.
- Our preferred option is to invite the managers and coaches to the Multi-Team Growth Strategy session as key owners for the organizational obstacle backlogs emerging from the teams.
What is required in terms of resources/time to support the pilot?
- Plan for 1-2 hrs of prep before each retrospective
- There is a 2.5 to 3hr investment during the retrospective
- Plan for 2 hrs post retrospective for the Multi-Team Rollup and Strategy and manager debriefs.
- Plan for a 2.5 to 3hr investment for the end of release/quarter retrospective (using Team Health or DevOps or both)
- Plan for ~ 3pts of ‘improvement/growth’ work within each sprint. Teams will use AgilityHealth during sprint retrospectives to move growth items through to Done.
- Teams will identify Organizational level obstacles that will form a growth backlog for the management team. These typically fall into three categories: Agile, Program/Mgmt, DevOps.
- You’ll form a ‘Growth Leadership’ team to attack these. Allocation of the leaders depends on your capacity and urgency/need around removing these obstacles.
What are the top 3 lessons learned from previous pilots?
- Generate excitement, education and proper communication for the teams and Scrum Masters. Create a ‘pull’ instead of ‘push’.
- Challenge: Teams are asked to attend an ‘assessment’ meeting that’s scheduled in the middle of their work, with no background and feel ‘forced’ to do it.
- Offer teams (especially the Scrum Masters/POs) education through a seminar or short overview of the Team Health/DevOps Health radar and why you’re piloting a continuous growth process. Provide education to gain buy-in and energy for ‘growth’ and improvement each quarter/release.
- Teams accept the word ‘Retrospective’ more than an ‘assessment’ so please use the proper description when sending out communication. See our sample communication email templates.
- Effective timing of the Team Health / DevOps retrospectives.
- Challenge: Teams will complain that they don’t have time to attend these retrospectives during their release.
- The ‘normal’ cadence for when teams should do these retrospectives is at the END of a release or quarter. Teams/programs usually allocate time for this anyway and leveraging AgilityHealth radars during this time is more effective than inserting a meeting during their release.
- The only exception to the rule above is usually when teams are doing a ‘pilot’ of this process or when a coach is coming in to establish a baseline assessment and help the teams.
- Making progress on the Team growth items and Organizational growth items.
- Challenge: Teams complete the retrospectives and then don’t have time to make progress on their growth items. The leaders attend the Multi-Team Growth Strategy session but make limited progress on their growth items.
- Team Level: Ensure Scrum Masters are trained to manage the growth items (pull them into each sprint and pull up AgilityHealth during sprint retrospectives to move items to Done)
- Org Level: Establish a growth leadership team that includes the managers, coaches, DevOps lead, program mgr and business sponsor. Teach this group how to use Agile to work their backlog. We now offer a workshop for this group that you can repeat internally.
- Reward individuals, teams and managers/coaches for enabling growth. Create a culture where making progress on their growth backlog is now part of their goals and measures for success.