MONETICAL.AGILE Creating an Agile Organisation

Establish a common understanding across the entire organisation of:

  • Agile Ways of Working

  • an Agile Mindset

Creating a future opportunity for ‘economies of scale’ built upon a integration of processes, people and technologies to address an increasingly competitive marketplace.

Declare a newly formed Team or Squad self-self-organising and empowered having proven capable of delivering some value during the first 100 days, whilst been coached on 45 predefined tasks.

Two capability benchmarks and the introduction of a maturity assessment assesses the organisation against industry-wide Agile best-practices.


Appointment & Training

During the initial 100days of the mobilisation journey training and coaching on the following topics is ensured:

  • Agile processes and methodology choices

  • Process mapping and analysis, user journey mapping and value chain mapping

  • Stakeholder interview techniques

  • Epic and user story writing and persona creation

  • Relative estimating techniques (i.e. story points)

Ensure everyone who is likely to join a Team or Squad has attended the necessary basic Agile training before their appointment.

Failing to ensure every Team or Squad member has received the necessary basic Agile training impacts their ability to deliver some business value during the first 100days.


Stakeholders & Customers


Increase the Team and Squads understanding of how to identify stakeholders and customers and the different types, (i.e. contributor, consumer, level of influence or simply an interested party.)

Coaching interview techniques, forming of customer segments and stakeholder communities.

Helping understand the true value of what stakeholder and customer communities express during one of several requirement gathering techniques: interviews, working groups, one-on-one and research.



product backlog management

Product Backlog Management coaching focusses on ensuring a standard approach across the organisation so that any interdependency, collaboration or change of ownership is efficient.

Working closely with the Product Owner, Business Analysts and possibly UX/UI Analysts, the Coach uses a number of real-world requirements and challenges to teach the following to ensure the creation of an accurate, consistent and workable Product Backlog is maintained throughout the project and any contributors and consumers can also work efficiently with its content and structure.



  • Capturing stakeholder needs & wants

  • Producing user journeys and Epics

  • Writing user stories, Conditions of Satisfactions

  • Producing personas and workflows


  • Adopting definition standards (e.g. INVEST & SMART)

  • Business Value Scoring and assessment (effort/value)

  • Relative sizing and referencing

  • Information hierarchy standards (with OKR and KPIs)


ceremony management


Ensuring the successful adoption of the 5 main ceremonies (each with a distinct set of attendees, agenda and objectives) is for the Coach to initially take the lead during the first month. Actively ‘teaches’ working individuals (e.g. Product Owner) or as a Team or Squad to demonstrate how each of the ceremonies are organised, executed and the ownership and accuracy of any outputs is clear.

During the 2nd month of the mobilisation journey the recommendations state that the Agile Coach should reduce their direct involvement in the ceremonies. Enabling the appointed Scrum Master and Product Owner to practice, (i.e. take ownership) of the appropriate ceremonies. This reduced involvement by the Agile Coach enable him/her to invest time on dedicated topics.

By the start of the third month the Agile Coach should attending the ceremonies purely as an observer. During this time the Team or Squad should be ‘learning for themselves’ how to improve and address certain challenges raised during the ceremonies; with the Agile Coach simply on-standby to provide expert insights and provide examples or references where necessary.

The guidelines - that on the 1st day of the 4th month the agile Coach departs from the Team or Squad and that further support is obtained through one the the many workgroups, Chapters or forums that many members of the Team or Squad will have joined.

critical success factors

Throughout the adoption of the set of recommendations and guidelines that form the basis of recommended approach to successful ceremony management recognises that different coaching and training techniques may be required depending on the following factors:

  • maturity of the Team or Squad

  • location of Team and Squad members

  • agile tools and application beings used

  • regularity and attendance record

  • decision-making process and (record keeping)

  • quality and accuracy of the artefacts being covered

Shu - Ha - Ri is a Japanese word used to describe the progression of training or learning. Shu – student follows the teachings of one master precisely. Ha – student basic practices the technique. Ri – student learns from their own practice.


visual & communication management


Visualising your work

Face-to-face conversation is the best form of communication (co-location)

  1. Working software is the primary measure of progress

  2. Sustainable development, able to maintain a constant pace

  3. Continuous attention to technical excellence and good design

  4. Simplicity—the art of maximising the amount of work not done—is essential

  5. Self-organising teams produce the best designs and requirements

  6. Regularly, the team reflects on how to become more effective, and adjusts accordingly


Agile capability and maturity benchmarks

Throughout the transformational program individual Teams are Squads are required to assess their current Operational, Commercial and Enterprise capability against the original baselines and perform a number of Agile maturity benchmarks to identify where further improvements need to be made.

Operational, Commercial & enterprise capability

Agile maturity benchmark

On a quarterly basis each Team or Squad is required to assess their operational, commercial and enterprise capability against the original baselines.

The results from these repeated assessments will provide a clear insight into the progress being made, the added value Agile Ways of Working is creating and reveal any further changes needed to reach an optimum level of agility.

Combining the assessment results from across multiple projects will identifying underlying challenges and issues that require escalation to be addressed to ensuring permanent change is possible, rather than leave individual Teams and Squads to in find short-term workarounds.

The entire assessment workflow, from scheduling, data capture, results analysis and corrective measures diagnosis is the responsibility of the Agile Coach, Change Agent and Scrum Master community.

The advanced Agile transformational frameworks contains a series of Agile maturity benchmark that help the organisation benchmark it’s own Agile Ways of Working and it’s constantly developing Agile Mindset against industry best practices.

The framework provides guidance when each of the maturity benchmark should be performed to reveal any additional Agile Coaching requirements.

Agile Maturity Benchmarks:

  • Team or Squad Awareness & Readiness

  • Agile 12 Principles adoption

  • Team or Squad Health Check

  • Agile Ways of Working Adoption

  • Agile Organisational Maturity

  • Agile Leadership Styles

Capability & Maturity Benchmark Workflow


All capability and maturity benchmarks following the same standard workflow:

  1. Schedule a benchmark sessions and notify participants

  2. Solicit benchmark responses from individuals or as a group

  3. Collate response to determine ‘capability’ as a percentage

  4. Host session to establish scope of performance improvement plan

  5. Review and select appropriate performance improvement tasks

  6. Managing the adoption of any selected performance improvement tasks