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Agile Health Radar Answers (Shopping 1)

Agile Health Radar Answers (Shopping 1)

Top 5 Competencies
Engagement - 82%
Management - Leadership - 80%
Accountability - 76%
Team Confidence - 76%
Develop People - 71%

Lowest 5 Competencies
Response to Change - 32%
Time to Market - 33%
Value Delivered - 33%
Monthly/ Release - 46%
Workspace - 48%

5 Highest Consensus Competencies (The top 5 consensus competencies show that the team is all on the same page and all feel the same way regarding certain competencies even if those competencies are their biggest growth opportunities.)
Planning & Estimating - 70%
Vision & Purpose - 70%
Team Confidence - 70%
Effective Facilitation - 65%
Engagement - 65%

5 Lowest Consensus Competencies (The 5 lowest consensus competencies show where the team members are not in agreement and have very different views and opinion on these competencies.)
Technical Expertise - 10%
Process Improvement - Management - 30%
Happiness - 30%
Workspace - 30%
Weekly/ Iteration - 30%


Team Comments


Clarity

Planning
- within any given sprint, we know what we're doing. and we have a good plan for the next sprint. but beyond that i don't know about anything.
- We execute to plan, and take new hurdles in stride, but I don't know the long-term plan (therefore I don't know who might have the plan).
- We plan as best we can, our first couple of sprints all ran together and there was no time in between, its gotten a little better with some down time between sprints. wee also had to hit the ground running Sprint 1 as there was a high priority requirement we needed to work on immediately.

Roles
- Everyone does their own role, but the scrum master and PO help each other to remove bottlenecks, more often than not our Dev Lead helps FED with roadblocks
- Everyone tests issues, but I don't see a lot of cross-functional work. Is it needed? We have value stream resources outside the scrum for larger bodies of work.
- We are very good as team helping each other

Vision
- We have goals but not finalized requirements
- As Shopping 1, we are tasked with doing work for any complex product that comes our way. So we don't always know what their vision is, work is handed over and its ready, set go. Our LOB Home Lending doesn't always have a clear view themselves of their own vision, so its been a challenge to get them focused on their requirements that get handed off to us, alot of what they want to do requires alot of Design Discovery work/iteration.
- I think we may be measuring against 'points' and not against customer value or performance. That's a longer-term measurement.
- i can't speak for other team members, but i know that i myself don't really understand what this particular scrum's purpose is or how it compares to any other scrum team


Culture

Team Dynamics
- We seem to have fear of the stakeholders rejecting our work. We sort of panic if they push back on a solution, or ask for clarification.


Foundation
Team Structure
- tools - there are big gaps for designers.
Skype audio doesn't work with the Mac, so you need to call in on your own phone. The tech support phone tree doesn't actually work for apple. You say "apple," and the robot misunderstands everything after that.
New tools cannot be authorized for everyone, but only for individual users (example: a plugin for Sketch that generates redlines automatically is wending its way through approval... for ONE designer. It would free up hours and hours of time if it rolled out to everyone, and they were trained how to use it consistently.)
My software took two months to get approved. Actually, it only took six weeks to get approved, but the tech people didn't let me know until I hassled them again, wasting two weeks of time.
- We aren't physically co-located, but our collaboration is sufficient.
- Our team is all spread out but the PO and Scrum master got to the Dev building for planning as most of them are together. We are short staffed on the FED team and alot of our recent scrum work has been heavy on FED expertise. We have 4 Dev (back-end) and 1 FED resources, we have to beg, borrow and steal from the framework team to help support us if we hit a wall or FED resource needs to take time off. Our Dev lead also has to jump in to help FED out but Dev lead is not FED expert either and has own deliverables.


Leadership

Management
- My manager and I seem very well aligned. He gives me space to work, detailed help when i need it, and new kinds of work to do.
- I have a great manager, but she can't effect change or remove roadblocks encountered at scrum level, if i need something escalated several levels up, she can help me.
- manager is committed to Agile practices and developing the team and its people

Product Owner
- The Product Owner does a good job with the team. Some of these questions ask about how the PO deals with stuff outside our team, but I don't have any knowledge of that.
- PO communicates effectively with the team and the stakeholders, has a clear vision and understanding on the task in hand and effectively communicates the same to the team.
- We just shifted the paradigm to include DxD in the scrum in a different way.
I don't quite understand how our stories relate to each other; there are clones that seem unrelated, and sometimes stories that seem identical appear and disappear.
There is no real hands-on jira/agile training. Lots of very high level conceptual talk, but very little "this is how we run the board," of "this is what a good story looks like." That's not on this team at all - it should happen at the corporate agile training level.

Team Facilitator
- scrum meetings vary from quick and focused to times when they get off-track and wander for the entire allotted time
- Team facilitator does an excellent job with impediment management.
- We have an awesome Scrum master, but there is only so much she can do when we hit a wall with code issues - we need tech leaders or more senior developers to help chip in

Technical Lead(s)
- The technical lead is from the server-side team, and cannot provide much leadership or guidance for front-end personnel.
- Technical Lead is very approachable and you can shoot out as many questions as you have to the tech lead and you will have your answers.
- I'm skipping this, since I don't see the backend tech stuff. I work with front end, and that seems strong, but we could use more bandwidth there.
- We have an awesome Dev lead who is very knowledgable and helpful to FED, we lack that same type of leadership on the FED side, we are short staffed on FED side and Dev lead has to try and help solution where Dev lead is not FED developer.


Performance

Confidence
- I am no longer part of the core scrum team, but based on my experience with them for the first 6 or so months, I know they are going to do great once they work through some of the initial kinks that come to any scrum team.
- I feel we are short staffed on the technical side and need more help there
- This is great team with all the right knowledge, little bit struggling to adopt this new agile world
- If the questions were written with less jargon, they would be easier to understand and responses would be quicker.


Strengths

Description
- There's a lot good talent on the team, with great ideas. They've been able to deliver a good experience in a short amount of time.
- We pivot pretty well, and take mid-sprint issues in stride.
- Continuous learning.
- Collaborating / Communicating
- respect
communication
they're all really nice people who genuinely want the best thing for our customers
- Effective communication and collaboration with the team members is the key strength that helps us sail through the sprints.
- knowledgeable on the domain and very much focused on on time quality deliverables
delivered the features for home lending MVP , which would engage the users more to get information needed and to become customers.
- This team is multi-functional and working well to collaborate together.
- Team collaboration and coordination is excellent with all team member's involvement.
PO very actively helps in resolving issues with other scrum team
- Collaboration.
Deliverable being pushed on time, even on making multiple blockers.
- We all get along and are willing to pitch in and help solves any issues or roadblocks. We delivered a new targeted marketing component that all LOBs can now leverage for their marketing campaigns. We launched a new redesigned Home Lending website and working on very large delivery for safety and soundness effort that moves all Home Lending tools off an older legacy pricing system to a newer system, its been a large undertaking where we spread the work out across 8 sprints.
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Growth Opportunities
Description
- We need another FED developer/resource, we have 4 back end DEV so the Technical is unbalanced. We have alot of work that is presently in the design iteration phase with DXD but its developing a new complex tool that will also require the Framework team be involve, it will be alot of FED work and 1 resource may not be enough. There are not enough strong FED resources to go around and we often have to ask for help from framework team resources.
- This team has been coming together and improving its processes already; I think all it needs is more polishing.
- team should be more well equipped with the knowledge on process (knowing on environments and sprint milestones etc..) that can help to manage deliverable on time.
- Because there's a lot of good talent, they're unable or unwilling to listen to different perspectives outside of their established cliques. It is imperative that design teams listen to and respect many perspectives when designing for broad audiences.
- We could be more confident. We seem to fear checking in code, because maybe the stakeholder will reject it.
We could present mid-sprint progress more clearly, to make a better case that we're on the right track.
- more active backlog grooming and priority setting (even if it's pushing the business or value stream owner to set the priorities)
- Team has now a little breathing room to try to start planning at least 2 sprints ahead.
- Following up way ahead of time for known dependencies to get them addressed on time.
- Communications through JIRA.
- Planning 2 sprints in advance help the team plan and visualize the upcoming work for effective results.
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Impediments
Description
- not clear what the focus of the scrum is - what things fall into our territory vs. other scrums?
- ADA issues is a pain and need a better process of handling them instead of inheriting them when we take on an issues from another project team.
- clear requirements from the LOB
clear and sound prioritization from the LOB
- There's still a top down approach to designing new experiences. I feel that senior management input/opinion still drives a good percentage of decisions around design direction. Also, you don't get all the information you need at the beginning of a Sprint.
- Old code. We've discovered serious existing issues while trying to fix different serious issues.
- Environment Issues.
- Stakeholders not effectively communication what exactly are they looking for and have requirement changes mid-sprint, although PO handles such changes effectively.
- Home Lending have big Epics that require heavy design/discovery work - ideally, work that come to scrum teams should be work thats executable, not work that is more high level/discovery and ideation work. Therefore, until we have clear defined designs and requirements, its challenging to plan that work. Since the "DXD" team migrated off the scrum and up to the Value stream, we feel disconnected from the discovery worj they are doing and don't have firm idea when they will be finished.
- Release cancellations (disturbs whole work planning , moving the tasks around)
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last updated august 2019