Go See Agile Assessment

Are you facing tough challenges with your Agile adoption and looking for a way to overcome them? Then determine the strengths of your Agile adoption and the areas in which you can still improve with our Go See Assessment. 

Insight into the competence of your organization

Agile Fluency

Agile Fluency

An Agile way of working requires learning new skills in order to frequently deliver a high-quality product. A product that is developed in collaboration with the customer so that the teams understand the drivers of the customers and therefore make the most valuable product. Our Go See provides insight into the competence of your Agile organization. Based on our assessment, you can select the following improvement steps in a targeted and substantiated manner that will yield the greatest improvement.

A Go See at your company

A Go See examines the application of Agile organizational design, processes, and techniques in your organization and assesses them on value creation, productivity, and quality. The result gives you insight into the strengths and prioritizes areas for improvement in an improvement plan.

Approach

A Go See consists of four parts. 

  1. Determining objectives and expectations

A workshop with management in which we find answers to the following questions:

  • Which team qualities are required to best support the organizational objectives?
  • How to determine that the teams have these qualities?
  • How do the current team qualities contribute to the organizational objectives?
  1. Gaining insight into daily dynamics

The second part consists of observation of the teams during the daily activities, interviews with different people, and a period of collaboration with the teams. This gives us insight into the processes, techniques, and team dynamics used.

  1. Gaining insight into systemic dynamics

The third part consists of a workshop with management and teams. In various workshops, we determine to what extent the organizational design and the team skills correspond with the necessary qualities to optimally support the organizational objectives. We use the following workshops:

  • Organization design goals workshop
  • Team assessment for insight into the dynamics between the team’s capabilities and the expectations of the organization.
  • Systems structure workshop for an insight into recurring patterns in the organization.
  1. Organize for Value Delivery Recommendations

In the fourth part, the findings are shared for feedback. We then discuss our initial recommendations. The assessment is concluded with a presentation and delivery of our final conclusions and recommendations.

Related interviews and conference talks

Related blog posts

LeSS keynote Cesario Ramos

ING – Our Journey towards scaling Agile

26 September 2019

On September 12 2019, we ( Nadine, Joris, Vaishal and Cesario ) provided the keynote at the LeSS conference in Munich. We shared the story about how we improved the Spotify inspired ING model with LeSS. My friend Rowan Bunning was present at the keynote and wrote a super nice summary of the talk. You […]

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Why Isn’t Your Current Approach to Scaling Agile Working?

31 March 2019

The paper ‘Why Isn’t Your Current Approach to Scaling Agile Working?” written by Cesario Ramos co-authors with Kurt Bittner was recently published on InfoQ. Having trouble scaling your agility? You’re not alone; even organizations who have agile success in isolated pockets have trouble scaling that agility to the broader organization. The challenges express themselves in […]

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Agile Adoption Canvas

17 June 2016

In this little blog I want to share a simple canvas that I use to kick-off agile adoption and answer the following questions: How to co-create an Agile adoption plan with clients? How to get started with an Agile adoption? How to ensure progress during the adoption? Where to start A way to start an adoption is […]

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Common Mistakes when Scaling Scrum

7 June 2016

These days scaling Scrum is a hot topic. How can I use Scrum to deliver a big product with multiple teams? The most common approach I see at my customers is scaling Scrum by adding more Scrum teams with a Product Owner and Scrum Master per team. Scaling using Copy-Paste Scaling is about increasing in […]

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Do not provide the answer before knowing the question

22 February 2017

I was talking to a company that is implementing the Spotify model and needed some help. They wanted to know the difference between LeSS and their Spotify model. We first discussed what LeSS is. I told them that LeSS is an organisational design that optimises for shortest lead time, flexibility and learning. What single team Scrum does […]

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Defining Your Product for a LeSS Adoption

29 September 2018

In this blog, I talk about how you could deal with the challenges of defining your product in a LeSS adoption. Why do you need to define your product? In a LeSS adoption, you need to have a product definition because your product definition determines what organisational elements (people; components; processes and systems) will be […]

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What other people say

Certified LeSS for Executives

Thank you very much for the interesting course. I enjoyed it. It was engaging, fast paced (which I like!), and thought-provoking.

Peter Geiser – AXA Zurich

Certified LeSS Practitioner | Diego Callizo

I am so happy I decided to participate in this training!. Cesario is a rare to find Agile Genius. I got tons of value by responding a lot of my old questions.  
I.e. What are the musts in order to facilitate a successful Agile adoption?   

I liked that the training is not based on prescribing roles and structures but mostly on changing the way we understand and think about complex systems. Some of the concepts explained like i.e. system thinking transform the way I understand big scale software development forever.

Diego Callizo

Wim van Broekhoven, Manager at PANalytical

Cesario gave good input for the vision to get a LEAN software process adopted that brought our previous SCRUM implementation to a higher level.
During the deployment he coached the organization with respect to the implementation and further improvements. He is capable of convincing management, developers and customer why LEAN should be used. He did this by giving good support to help teams implement it. He is strong in making things tangible so that people understand how to go from principle to practice. This resulted in a way of working which is supported by the developers, which was very difficult in the past.

Wim van Broekhoven
Software Engineering Manager, PANalytical

Case studies

Large Dutch Bank |Our Journey Towards Agility at Scale

By Cesario Ramos, Mr. X, Ms. Y and Mr. Z. BECAUSE OF LEGAL REASONS I CANNOT USE THE REAL NAME OF THE COMPANY AND PEOPLE(...)

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LeSS at Powerhouse

This is a story about how to simplify a 16 team product group using LeSS. Scaling Scrum & Agile has become a very(...)

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MTS LeSS Adoption

This ia a story about a LeSS adoption MTS telecommunications. When I look at the case study text I see that it has the(...)

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Thales Surface Radar

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