Comparative Agile

Comparative Agile

by Mike Cohn & Ken Rubin

Leveraging the world’s largest Agile assessment database, you can quickly and reliably instill a data-driven continuous improvement culture by benchmarking your efforts against the CA World Index, your specific industry and your own organization at different points in time.

Mike Cohn
Mike Cohn
Ken Rubin
Ken Rubin

The results will provide you with a quick, yet comprehensive view of your company’s level of agility

From the team to the enterprise level - and help you make tactical, on-the-ground recommendations while shaping a long-term, enterprise transformation strategy.

Validated Content

Survey content created by the industry’s top authorities on organizational agility; statistically validated for confidence

8 Dimensions

Gain insights into critical dimensions of agility, including Teamwork, Requirements, Planning, Technical Practices, Quality and Culture.

Available in 10 Languages

Prepared for a global environment; Comparative Agility is available in English, German, Spanish, Dutch, Russian, French, Norwegian, Chinese, Portuguese and Japanese.

Comparative Agile Assessment

Business agility is not a destination – a company is never done “being agile.” Rather, becoming an agile organization entails continuously validating assumptions – and constantly learning to improve and adapting the way it operates. Our Comparative Agile assessment, focused on teams practicing agile and Scrum, will provide you with unique, industry-specific intelligence that inspires action.

Comparative Agile Core Concepts

Created by thought leaders Mike Cohn and Ken Rubin, Comparative Agile measures how teams perceive they are preforming across eight dimensions of agility.

Agile Assessment

Sample Questions

Teamwork

Management sets goals but doesn't tell team members how to achieve them.

Requirements

Requirements are represented at different levels of detail based on how soon the team expects to implement them.

Planning

Technical team members and product owners collaborate in determining what features will be included in the release plan.

Technical Practices

Technical debt (i.e., accumulated undone or poorly done work) is made visible to both technical team members and stakeholders.

Quality

Testers are involved and productive right from the start of each iteration.

Culture

When faced with a situation where scope cannot be met with the allotted resources in the allotted time, the team's initial reaction is to prioritize and explore tradeoffs.

Knowledge-Creating

Iteration reviews are attended by product owners, stakeholders, and team members who provide actionable feedback.

Outcomes

Our customer(s) are more satisfied with the usability of our products than before.

Teamwork

Formal written documents are used to supplement rather than replace faster, more informal communication.

Sample Questions

Teamwork

Management sets goals but doesn't tell team members how to achieve them.

Requirements

Requirements are represented at different levels of detail based on how soon the team expects to implement them.

Planning

Technical team members and product owners collaborate in determining what features will be included in the release plan.
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Top Features

Benchmark your performance against other companies in your industry

Quickly identify where you should invest your efforts and improve where it matters to your teams

Scale easily – perform analysis at the team, program and organizational levels

Deploy a data-driven continuous improvement strategy

Benchmark your performance against other companies in your industry

Quickly identify where you should invest your efforts and improve where it matters to your teams

Scale easily – perform analysis at the team, program and organizational levels

Deploy a data-driven continuous improvement strategy

Try it out now!

Fuel data-driven continuous improvement efforts at the team, program and organizational levels through uncommon insights and actionable feedback.