Agility Surveyteamdf

7/28/2019 Agility Surveyteamdf

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Agility survey Review with FusionMLS Team 4 (September 21)

Screen 1:

Questing clearnessQ1 Have you previously taken this survey?

Q2 As you respond to this survey will you be

thinking mostly about your:


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Screen 3:

Questing clearness

Q1 How long had this 'group' (as identified above)

been doing agile development prior to starting this

project?

Define what project means more clear

Q2 Which best characterizes this project? Between commercial software and web

development


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Screen 4:

Questing clearness

Q1 About how many people were or are on the

project being assessed (or your last project)?

What does it mean? How many on team or entire

project

Q2 About how many teams were on the projectbeing assessed (or your last project)?

Why should 10 people give answers on genericquestions


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Screen 5:

Questing clearness

Q1 What industry best describes the project being

assessed?

Need hint

Q2 What best describes your role on theproject? (pick one)


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Screen 6:

Questing clearness

Q1 Does this project involve outsourced Agile

development?

Need clarification outsource not off shore

Q2 What is your company's name? This is a generic question. Team suggests havingthis information prefilled.


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Screen 7:

Questing clearness

Q1 What was the project's name? generic

Q2 Where were employees on the project

located?


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Screen 8: (Demographics)

Questing clearness

Q1 What is your name?? Should be anonymous. May advise on generic

content

Q2 What is your title? Should be anonymous. May advise on generic

content


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Screen 9: (Demographics)

Questing clearness

Q1 Would you like to be contacted with further

information about this research?

Should be anonymous. May advise on generic

content

Q2


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Screen 9: (Teamwork)

Questing clearness

Q1 People are not on more than 2 teams Need clarification on team versus other

responsibilities

Q2 Specialists are willing to work outside theirspecialties to achieve team goals.

Q3 Everyone required to go from requirements to

potentially shippable product is on the team

Answered No since CM is not part of process.

Probably need some guidance

Q4 Testers and programmers are on the same

team.

Q5 Teams have 5-9 people on them.

Q6 Team members are kept together as long as

possible

May be need clarification on what as long as

possible mean


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Questing clearness

Q1 We don't need to work on non-value-adding

tasks

Whose standards are non-value-adding. There

are many way to read it. Is it for company, client,

internal customers, infrastructure or else. Is it

features vs bug fixing? Double negative does not

help

Q2 Management sets goals but doesn't tell us

how to achieve them.

Q3 Teams can determine who is on or off the

team.

Q4 Team members choose which tasks to work

on.


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Questing clearness

Q1 During an iteration, it feels like we're all

headed toward the same goal.

Q2 Management rarely changes our priorities

during an iteration.


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Questing clearness

Q1 Teams have a stand-up meeting everyday.

Q2 We communicate mostly face-to-face. May be better Phrase as We communicate face-

to-face as much as possibleQ3 Agreements between the team and the

product owner are made and perhaps

documented but not enforced by signoff.

Q4 Standup meetings take less than fifteen

minutes.

Q5 Formal written documents are used to

supplement rather than replace faster, more

informal communication.

Q6 Standup meetings are effective at

synchronizing work

Q7 All team members meet in person at the startof the project.

Definition of project required and definition ofteam members (This team or project team)


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Questing clearness

Q1 Team members work hours that overlap

substantially.

Q2 Team members are located in the same city.Q3 Team members are located on the same floor.

Q4 Team members work in a shared physical

environment.

Might need clarification

Q5 Team members are located on the same

campus.

Q6 Team members are located within the same

time zone.

Q7 Team members are located in the same

building.


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Screen 14: (requirements)

Questing clearness

Q1 We acknowledge that not all details can be

conveyed in written specifications

Q2 The details of a feature are fleshed out injust-in-time discussions

Q3 Written requirements are augmented with

discussion.

Q4 Our product owner is available to discuss

features during the iteration.

Q5

Q6

Q7


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Screen 15: (requirements)

Questing clearness

Q1 During an iteration the specific details of

some features are negotiable.

Q2 Teams are able to start projects withincomplete requirements.

What does it mean? May need a clarification

Q3 Requirements are represented at different

levels of detail based on how soon we expect to

implement them.

Q4

Q5

Q6

Q7


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Screen 18: (Planning)

Questing clearness

Q1 At the start of each iteration we create a

plan showing the tasks that we'll work on during

that iteration.

Q2 Before the first iteration, we create an

initial plan that shows an incremental release of

features and update this plan during the project.

Q3

Q4

Q5

Q6

Q7


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Questing clearness

Q1 Product owners prioritize work for teams..

Q2 One or more of scope, schedule, orresources is allowed to change during a project.

Strange question.

Q3 Product owners are willing to discuss

tradeoffs between scope and schedule.

Q4

Q5

Q6

Q7


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Questing clearness

Q1 Teams know their velocity. Is it my team or other teams

Q2 We create an update iteration burndowncharts, which shows how estimated work is

remaining each day.

Q3 At the end of each iteration, we create a

release burndown chart, which shows how much

work remains in the release.

Q4 Features are either complete or not; no partial

credit it given.

Dont need lawyers to be involved.

Q5

Q6

Q7


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Questing clearness

Q1 Estimates are created collaboratively by the

people who will do the work.

Q2 Developers are included in the planningprocess in a way that they can meaningfully and

appropriately affect scope and deadlines.

Q3

Q4

Q5

Q6

Q7


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Questing clearness

Q1 Upfront planning is helpful without being

excessive

Q2 Teams communicate the need to changerelease date or scope as soon as they are

discovered.

Q3 Team members leave planning

meetings knowing what needs to be done and

have confidence they can meet their

commitments.

Q4 Effort spent on planning is spread

approximately evenly throughout the project.

Q5

Q6

Q7


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Screen 23: (Technical Practices)

Questing clearness

Q1 All production code is written using test-

driven development.

Q2 Programmers always write a failing testbefore writting production code.

Q3

Q4

Q5

Q6

Q7


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Questing clearness

Q1 When someone goes on vacation we don't

worry about who will cover his or her work.

This is ambiguous question. Q1 When someone

goes on unexpected leave we don't worry about

who will cover his or her work. Vacations usually

planned ahead of time

Q2 Production code is written using pair-

programming.

Q3 People switch pairing partners at least once a

day.

Q4 We have a physical and computer

infrastructure that supports pair programming.

Q5

Q6

Q7


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Questing clearness

Q1 Code contains little or no duplication.

Q2 Refactoring is performed whenever needed. May be ambiguous and subjective

Q3 There are enough automated tests that we

can refactor without worrying about breaking

existing functionality.

Q4 Any code can be refactored; no code is too

dangerous to touch.

Q5

Q6

Q7


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Questing clearness

Q1 The entire system is built automatically at

least once per day.

Q2 Source code is stored in a configuration

management system.

Q3 Developers check in code at least once per

day.

DBA cant check once per day.

Q4 Unit and acceptance tests are run as part of

each automated build.

Q5

Q6

Q7


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Questing clearness

Q1 Coding standards are effective at helping

support collective code ownership.

Q2 We have a coding standard for each

language we use.

Q3 Coding standards are known and used by the

whole team.

Q4

Q5

Q6

Q7


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Questing clearness

Q1 Anyone is allowed to change any code.

Q2 There are enough automated tests that

everyone feels safe changing any code without

worrying about breaking existing functionality

Q3

Q4

Q5

Q6

Q7


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Screen 30: (Quality)

Questing clearness

Q1 Acceptance testing is automated and run at

least once a day.

Q2 Product owners provide the acceptance

criteria for each feature.

Q3 A feature is not complete until its

acceptance tests pass.

Q4

Q5

Q6

Q7


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Screen 31: (Quality)

Questing clearness

Q1 At the end of each iteration the is little or no manual

testing required.

Probably dont have information.

Answer could be subjective

Q2 All bugs are fixed during the iteration in which they

are found.

Q3 Testers are productive right from the start of each

iteration.

Q4 There is no big handoff between programmers and

testers either during or at the end of an iteration.

Q5 All types of testing(performance, integration, scalability,

and so on, for example) is performed each iteration.

Q6

Q7


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Screen 33: (Culture)

Questing clearness

Q1 We rarely add people when changing scope or

schedule might be better solutions.

Q2 When faced with a stressful situation, our initial

reaction is to prioritize and explore tradeoffs.

Q3 We avoid people having to work long stretches of

evenings and weekends to meet deadlines.

Q4

Q5

Q6

Q7


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Questing clearness

Q1 Product owners and other stakeholders are

consistently involved throughout the entire project.

Q2 Product owners are co-located with teams.

Q3 Product owners respond to team requests in a timely

manner.

Q4 Teams have reasonable access to their product

owners.

Q5

Q6

Q7


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Questing clearness

Q1 Titles are not significant in how team members

interact with one another.

Q2 Bonuses, annual reviews, and compensation

promote team behavior.

Q3

Q4

Q5

Q6

Q7


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Questing clearness

Q1 We aren't forced to use software tools that don't help

us.

Q2 Our telecom systems (phones, VOIP, video

conferencing, conference calling) help us be agile.

Q3 Our software tools help us be agile.

Q4 Our physical environment (office space, conference

rooms, access to white boards, etc.) help us be agile.

Q5

Q6

Q7


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Questing clearness

Q1 Our default answer is 'yes' rather than 'no, it can't be

done.'

Q2 Our ScrumMaster or project manager is good attheir job.

Q3 Team members have the appropriate skills and

knowledge to do agile development.

Q4 Product owners are good at their job.

Q5 Team members know who their ScrumMaster or

project manager is.

Q6 Team members know who their product owner is

Q7


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Screen 38: (Knowledge Creating)

Questing clearness

Q1 Iteration retrospectives are attended by all team members.

Q2 Iteration reviews are attended by product owners,stakeholders, and team members who actively participate.

Q3 We do iteration reviews at the end of each iteration during

which we solicit feedback on the state of the software.

Q4 Iteration retrospectives lead to refinements in our process.

Q5 We hold retrospective meetings at the end of each iteration

during which we evaluate how we're doing and discuss how to

get better.

Q6 We get actionable feedback from our iteration review

meetings.

Q7


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Questing clearness

Q1 We agree on how much testing and how much deployment

must be done within the iteration.

Q2 All work is done in iterations of no more than 30 days.Q3 Within our iterations work such as design, coding and

testing overlay rather than being performed sequentially; this

is, no mini-waterfalls.

Q4 Iteration retrospectives lead to refinements in our process.

Q5 At the end of iterations, we have working software that

could be given to friendly first users.

Q6

Q7


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Questing clearness

Q1 We share a set of common principles. Common principles could mean

different things for different people.

Q2 Teams exhibit courage in discussing problems.Q3 We are willing to acknowledge and adopt other options.

Q4 We value learning new approaches, technologies, skills and

practices.

Q5 We ask questions of each other as often as we advocate

positions.

Q6

Q7

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