🔁Interactive Checklist

Agile Transformation Health Check

Assess the progress and health of agile adoption across your teams.

20 items0%

Critical items (marked ★) carry 4–5× weight. Weighted score reflects agile maturity, not just ceremonial adoption.

Agile Foundations

Validate that core agile principles and structures are in place.

0/5

Teams understand and apply agile principles — not just ceremonies — with a clear 'why' behind the transformation.★ Critical

1.1

Cross-functional teams are formed with all skills needed to deliver end-to-end without handoffs.

1.2

Product owners are empowered to make prioritisation decisions without committee approval for every change.★ Critical

1.3

Team sizes follow the two-pizza rule (5–9 members) to maintain communication effectiveness.

1.4

Backlogs are well-groomed, prioritised by value, and sized to be actionable within a sprint.

1.5

Team Practices

Assess whether teams are executing agile practices effectively.

0/5

Teams conduct meaningful retrospectives that produce concrete improvements, not just airing grievances.★ Critical

2.1

Sprint planning results in clear, achievable commitments with well-defined acceptance criteria.

2.2

Daily standups are focused, time-boxed, and used for coordination — not status reporting to management.

2.3

Teams deliver working software every sprint, not just completing tasks in a tracking tool.

2.4

Technical debt is tracked, visible, and allocated capacity in every sprint.

2.5

Delivery & Metrics

Measure flow, quality, and predictability to drive improvement.

0/5

Track flow metrics (cycle time, throughput, WIP) rather than vanity metrics (story points completed).★ Critical

3.1

Deployment frequency supports the team's cadence — ideally multiple times per sprint or on demand.

3.2

Defect escape rate is tracked and teams have a target for reducing production defects.

3.3

Release processes are automated with CI/CD pipelines, not manual gates and approvals.

3.4

Teams have visibility into their own metrics and use them for self-improvement, not management reporting.

3.5

Organisational Agility

Assess whether the organisation enables — or blocks — agile teams.

0/5

Leadership actively removes organisational impediments (governance, procurement, HR policies) that slow teams.★ Critical

4.1

Funding models support product teams with stable budgets, not project-based funding with annual cycles.

4.2

Dependencies between teams are identified and managed through coordination mechanisms (e.g. Scrum of Scrums, PI Planning).

4.3

Agile coaching capacity exists to support teams — transformation is not treated as a one-time training event.

4.4

Performance management and incentives reward team outcomes, not individual heroics.

4.5