The +15FLIGHTPLAN agile team behaviors, used to support and guide agile teams in developing a growth plan for long-term sustainable agility. Presented at Agile2012, in Dallas, Texas.

1. Specialized skill and knowledge
is actively being shared and
distributed within and across
teams to reduce
single point failure Predictability
risk Automation Quality
Collaboration Transparency
Development work on committed
Stories is guided by executable
acceptance tests (ATDD)
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Collaboration Transparency

2. Only non-critical issues and
exploratory testing are manually
verified
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All non-functional requirements
are automated
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3. There are multiple, thriving
channels to grow expertise while
Teams remain cross functional
e.g. Communities of
Practice Predictability
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Collaboration Transparency
We have one shared Definition
of Done across our group/
organization
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Collaboration Transparency

4. We can create stable and
verifiable builds of our product
on demand and from
independent sources
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Collaboration Transparency
Cross cutting concerns are
collectively managed by a
virtual expert group drawn from
the teams (for example
architecture or Predictability
continuous Automation Quality
delivery)
Collaboration Transparency

5. The entire Team works to
deliver the release during the
release sprint
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The Team takes ownership of
external dependencies to ensure
committed value gets delivered
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6. The Team mostly swarms on
committed Stories in the sprint
to ensure items are delivered
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The Team has a visible measure
of end user value from our
releases
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7. Business Value drives all Team
work (even ‘technical’ tasks and
research)
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All our Definition of Done tests
per Story (inc acceptance tests)
are fully automated
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8. We continuously and
demonstrably strive to improve
our engineering capabilities for
example by having
regular code dojos Predictability
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The Team actively works to
reduce technical debt it has
identified, and is focussed on
not creating new debt
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9. Release Planning is guided by
the Team’s ability to deliver
(their velocity)
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The team takes responsibility for
its tool and environments to
take Stories to ‘Done’
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10. Each team member has
experienced the Scrum Master
role for at least one sprint
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The Team typically works on the
committed Sprint backlog in the
same priority order as the
Product Backlog
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11. The Business Value attached to
Stories is understood by the
Team
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All Teams have a common
Release Definition of Done
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12. Retrospectives are producing 1-3
actionable improvement actions
every sprint which the Team
works on and reviews at the
next retrospective Predictability
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The Team actively works to fix
existing defects (bugs)
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13. The actively identifies Technical
Debt and makes it visible
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Shared code ownership is
actively pursued by the team, for
example shared code
conventions or trunk is
in a constantly Predictability
buildable state Automation Quality
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14. During the Sprint, the Team
reviews Stories with the Product
Owner as they are completed
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The team delivers on its
commitment with at least 90%
predictability (ratio of accepted
to committed estimation points)
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15. The team takes from the top of
the backlog at least 6-10 Stories
of about the same size into
every 1-2 week sprint
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There is a product vision,
expressed as an elevator pitch,
and a list of SMART
requirements prioritized by
business value and it Predictability
is visible to all Automation Quality
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16. At the end of every sprint the
team delivers a potentially
shippable product, that can be
released or used
internally Predictability
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The Team has a clear, agreed
and visible Definition of Ready
which has been communicated to
the Product Owner
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17. The Team works to a clear,
agreed and visible Definition of
Done. All ‘Done’ Stories meet this
standard
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The team is continuously
improving quality and the
process, using the Active
Learning Cycle during the
retrospective Predictability
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18. There is an impediment backlog
managed by the ScrumMaster.
Impediments are quickly
resolved by the team or the
ScrumMaster Predictability
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There is a product backlog with
enough Stories to fill 1-2 sprints,
that all meet the Definition of
Ready
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19. The Team has a clear and
published Working Agreement
that is agreed to by all its
members
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During the sprint, the team
works on at most 2-3 Stories at
any one time until the Story is
done
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20. There is a sprint burndown that
uses estimation points and is
updated daily. Points only burn
down when Stories are
done Predictability
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The team and Product Owner
meet regularly to groom
Stories. Everyone in the
development team estimates
Stories before Predictability
committing to Automation Quality
them
Collaboration Transparency

21. Stories are broken down into
tasks that are small enough to
be completed in 1-2 days,
tracked on the team's task
board Predictability
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The team meets every day
around the task board, for a
short (max 15 min) standup to
update each other and plan the
day's activities Predictability
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22. The Product Owner has visibility
of the Team’s sprint capacity and
adjusts expectations accordingly
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The development team has 7+/-2
people and is cross-functional,
with all the skills necessary to
deliver a Story inside a sprint
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