We want {CompanyName} to be a fun, challenging and rewarding place to work. Help us realize our vision of a world-class work environment by completing this Product Maturity Health Assessment.

Product Leadership - Product Leadership

Product leadership provides focus on delivering the right solutions to customers with the highest quality in the shortest sustainable lead time. This requires people with explicit content authority to take responsibility for continuously defining, prioritizing, and validating requirements. 

• Q1:

  

  Obstacle Removal:

  How mature is your obstacle removal and continuous improvement process?

  Pre-Crawl (1-2): Our teams don’t track their obstacles very well nor do we have a cadence to gather these obstacles from the teams at our level.

  Crawl (3-4): Teams identify and track obstacles and improvement areas inconsistently and most of the ideas come from coaches, managers and leaders. We are not consolidating and analyzing the obstacles to identify patterns and root causes.

  Walk (5-6): We have established a continuous improvement leadership team that is focused on removing obstacles. This team is made up of the needed roles (management, coaches or leaders).  This team is made up of the right roles with the proper allocation.

  Run (7-8): Our continuous improvement leadership team is regularly removing obstacles and implementing improvements across the teams. They demo their progress monthly and quarterly to celebrate success.

  Fly (9-10): Our teams have significantly matured as a direct result of the focus on obstacle removal and continuous improvement. Senior leaders have also removed portfolio and enterprise level obstacles. 

  Pre-Crawl: 1-2 | Crawl: 3-4 | Walk: 5-6 | Run: 7-8 | Fly: 9-10

  
  
  

  N/A

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Delivery - Team Maturity

Team Maturity provides visibility into the ability of the team to plan, develop, execute and deliver business outcomes and objectives.  High performing teams effectively plan, deliver dependably, have high quality standards and respond to changes with agility as well as continually inspecting and adapting the way they work.

• Q1:

  

  Team Design:

  How effectively does the design of our teams enable FLOW?

  Pre-Crawl (1-2): We have not intentionally designed our teams to enable flow of business outcomes. We have high dependencies, long wait queues, limited experts, misaligned priorities and not all the right roles within the teams. It's painful to coordinate delivery of business outcomes. 

  Crawl (3-4): We have invested in designing cross-functional teams with the core mix of roles, however, they still struggle to deliver a complete User Story within an iteration.

  Walk (5-6): Our teams are cross-functional and able to deliver stories (end-to-end) each iteration. However, we still have high cross-team dependencies and coordination to get features completed.

  Run (7-8): We've organized our team of teams layer (train) so that teams can plan together and deliver a quarterly outcome and related features. Teams are engaged directly with product leaders who own the outcomes.

  Fly (9-10): We've included business operations teams at the team of team or portfolio levels that are needed for full outcome delivery. This optimized team design has increased flow of value / outcomes and reduced lead time.

  Pre-Crawl: 1-2 | Crawl: 3-4 | Walk: 5-6 | Run: 7-8 | Fly: 9-10

  
  
  

  N/A

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• Q2:

  

  Delivery Team Confidence:

  Using this scale from 1 – 10, how confident are you that the delivery teams can deliver on the current target outcomes and deliverables?

  Please add textual responses to elaborate on your rating.

  
  
  

  N/A

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What are the top strengths and successes you'd like to share?

What are the gaps or threats you see?

What are the significant impediments that are impeding progress or can become major risks?