An Agile maturity model
for organizations
Introduction to maturity
models
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What is a maturity model?
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Why a maturity model?
Understand what
future capability is
possible
Understand current
capability
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Understand what is
needed to achieve higher
maturity
Features of a strong maturity model
Easy to observe
Broad and consistent
Measured
objectively
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Types of maturity models
Person
Team
Process
Organization
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Person maturity models
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Team maturity model
Tuckman model
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Process maturity model
CMMI
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Agile maturity models
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Agile incorporates CMMI features
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Agile is people-centric (not process-centric)
“Individuals and interactions over processes and tools”
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Agile maturity models
Person
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Team
Organization
The Agile maturity for
organizations
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Agile maturity model levels
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Agile maturity model coverage
Level
Coverage
The Agile enterprise
0 to 100%
Portfolio management
0 to 100%
Program management
0 to 100%
Teams
0 to 100%
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Agile maturity model types of work
The value stream
Different types of work
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The model
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Level 1: Project focus
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Level 1: Project focus (pre-agile)
Work group
Work group
Resource pool
Work group
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Level 1: Individual unit of production
Workgroup capacity is increased by
adding “resources”
Person is the unit of
production
Resource pool
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Work group
Level 1: Work group cost model
Workload
waste
Start up
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Completed Work
Shut
down
waste
Level 1: The workgroup
• Projects are cost centers
• Individuals are allocated to
projects
• Temporary work groups
• Individuals are costs
• Individuals are “standard parts”
Value = lower unit labor cost
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Level 2: Agile teams
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Level 2: Teams vs. workgroups
Work group
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Agile team
Level 2: Persistent teams
Re-assignment
Re-assignment
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Level 2: Team is unit of production
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Level 2: Agile team cost model
Workload
Minimal
Start up
Completed Work
Minimal shut
down
Shorter time to complete
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Level 2: Agile team summary
New capabilities:
• increased throughput
• quicker response
• higher quality
Value = Return on team investment
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Level 3: Agile program
management
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Level 3: Agile program management
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Level 3: Agile program management
New capabilities:
• Multi-project integration
• Early & frequent release
• Features by business value
• Start fast/fail fast
Value = early & frequent release
(reduced cost of delay)
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Level 4: Agile portfolio
management
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Level 4: Agile portfolio
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Level 4: Agile portfolio management
New capabilities:
• Investment planning
• Incremental funding
• Governance by risk type
Value = overall portfolio return &
market responsiveness
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Level 5: The Agile
enterprise
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Level 5: The Agile enterprise
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Level 5: The Agile enterprise
New capabilities:
• New market penetration
• Collaborative corporate
culture
• Distributed leadership
• Scalable operations
Value = Brand & enterprise equity,
internal alignment, employee satisfaction,
fixed-cost reduction
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Questions
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