This was a hot topic at one point, maybe I’m missing the boat. Lately I’ve seen a couple of posts on Linked In about Agile Maturity Models and I guess it does sound like a really fancy, neat thing however is it really necessary?
Let’s keep it simple.
Are you using the data made visible by adopting Agile to make better business decisions by accepting reality?
If so, congratulations. You’re mature.
If not, wake up.
Yeah, it really can be that simple…if you’re mature enough…
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Categories: agile
Jason,
I’m not a big fan of maturity models, but I do use a modified version to try to measure how well a practice has spread across an org.
A 1 might mean only a couple of teams are experimenting, while a 5 might mean this is really entrenched in the culture.
I don’t take the levels to seriously, it’s just a way to vizualize where the org might be.
The danger I see in that type of a model can be the questions about what does a “1″ mean compared to a “2″? How are the rankings given out? How does an org move from a 1 to a 2 etc. I would foresee it being difficult to put data behind those numbers to support them.
Models like the Shore graph or Nokia Scrum test can be useful as they use change in behaviour to explain their rankings.
I agree that regardless of any model they need to be taken with a grain of salt and used for the ‘thumb in the air’ analysis. As always, a mis-used metric is a mis-used metric