Basic Scrum

(1.1) Green: "Every team has a Scrum master who is certified, so that he/ she can help the teams
properly use scrum increasing the likelihood of project's overall success."
-> You move at double speed in the next round (multiply the amount of eyes by 2 in next round)

(1.2) Green: "The teams have defined a DoD together with the Product Owners so user stories
can now be completed more predictably"
-> You get to roll the dice again as a bonus

(1.3) Red: "Too much work is not completed each Sprint - You should use 'yesterday's weather,
which means: pull only as much work into the new Sprint as you finished during the previous
one."
-> Move 3 places backward

(1.4) Red: "Teams are performing Zombie-daily scrums, meaning they are just mechanically
answering the 3 questions without looking at jointly taking responsibility for Sprint results - It
would be better to not use the questions and let them focus on feasibility of the Sprint Backlog as
a whole."
-> Move at half speed in next turn: divide the amount of eyes by 2 (round downwards)

(1.5) Red: "Teams show software in the Sprint review that does NOT comply to the DoD without
being transparent on that, which will lead to false expectations, technical debt and unpredictable
performance - Solve by making the DoD explicit in the Sprint Review"
-> Wait out next turn to train your teams on proper DoD usage

(1.6) Green: "Customer is part of the team, so that the teams get early feedback on the work,
help the team get the questions answered fast and deliver value faster"
-> Move 3 places forward

(1.7) Green: "A collaboration retrospective was held, followed by a team diner and paintball
event. This largely increased teamness and makes the team perform much faster"
-> Move 5 places forward
Backlog management

(2.1) Green: "The team starts with a release planning helping the teams attain a common vision
on what needs to be achieved and when, and helps in making faster decisions by understanding
the correct priorities"
-> You move 4 places forward

(2.2) Green: "The stories on the backlog comply to the DOR, his makes the stories into an
actionable shape so that the team can work on it whenever needed"
-> You get to roll the dice again as a bonus

(2.3) Red: "There is no product backlog ready for the next Sprints, so the Product Owner worked
late to have just enough work prepared to keep the team busy - Fix this by starting the sprint
with several days of Product Backlog refinement"
-> Wait out next turn to do Backlog refinement with the teams to have a much better Product
Backlog

(2.4) Red: "For the third time in a row, the Product Owner cancels the planned timeslot for
Product Backlog Refinement because "there is nothing to refine" - Fix this by refining anyway,
refining a user story more than once really helps to get software that is 'spot on'."
-> Move at half speed in next turn: divide the amount of eyes by 2 (round downwards)

(2.5) Green: "The teams and Product Owner perform backlog refinement twice a week and keep
a healthy amount of work of about 2-3 Sprints in a Ready-state"
-> You move at double speed in the next round (multiply the amount of eyes by 2 in next round)

(2.6) Green: "The P.O passes the PSPO exam so that he/ she can use the scrum framework/
practices to maximize the value delivered with the product"
-> Move 5 places forward
Code quality

(3.1) Green: "The team practices TDD, by practicing TDD, developers can start b writing tests
that define a feature and then produce the minimal code to pass the tests, hence resulting in
simple, testable and maintainable code"
-> You move at double speed in the next round (multiply the amount of eyes by 2 in next round)

(3.2) Red: "Screens for online code quality monitoring are ordered but have a deliver delay from
the purchase department of at least 3 months - Fix this by finding some work around: code
quality monitoring can never be postponed"
-> Move 3 places backward

(3.3) Red: "Team drowns in Technical Debt due to lack of automated code metrics - Install code
quality monitoring and set norms to improve them step by step"
-> Wait out next turn to agree on code quality norms and install automated monitoring

(3.4) Green: "Large monitors are installed and show the code quality continuously in line with
the norms set for the code quality metrics"
-> Move 6 positions forward

(3.5) Red: "Unit tests are still manually performed, as a consequence development slows down
and bugs due to dependencies in other modules are discovered late - Fix this by automated unit
testing, preferably unit tests are made before the code is written"
-> Move at half speed in next turn: divide the amount of eyes by 2 (round downwards)

(3.6) Red: "Code base is not version controlled, which makes it hard for maintaining an updated
version of the shared code base. Version control is essential for a team to work distributed in a
collaborative environment."
-> Wait out next turn to install and use a proper version control repository for the development
teams

(3.7) Green: "Every commit triggers a CI build that runs the automated tests and checks the code
quality, this ensures that the latest code available is upto the standards defined by the team and
it does not break any existing features/ functionality."
-> You get to roll the dice again as a bonus
End-user involvement

(4.1) Green: "Good collaboration between Product Owner and team has increased code quality.
As a consequence end-users complain much less about recurring issues and bugs"
-> Move 5 positions forward

(4.2) Red: "The Product Owner does not succeed to have end-users present in Sprint Reviews. As
a consequence their feedback is received too late causing delays in the end, which cannot be
fixed within the set timeframes - Fix this by making everybody responsible for end-users in the
Sprint Review"
-> Move at half speed in next turn: divide the amount of eyes by 2 (round downwards)

(4.3) Green: "An important end-user was present in the last Sprint Review and discovered the
possibility for a complete new business proposition with the current features shown - As users
often understand it when they see it, it will give opportunities to show them early on"
-> You can move in double speed in this stage

(4.4) Red: "The Product Owner refuses to put technical stories and refactoring on the Product
Backlog; the amount of Technical Debt is growing and the teams velocity is dropping."
-> Move back 5 places AND move at half speed in next turn: divide the amount of eyes by 2
(round downwards)

(4.5) Red: "The Product-Owner has implemented a complete feature set with the teams without
testing the assumed business benefits. As a consequence it turns out the half the feature is of no
value and important value is not supported - Fix this by involving end-users early on to test every
assumption; explicit and implicit ones"
-> Move back 10 positions

(4.6) Green: "At least five end-users were present in the last Sprint Reviews. This prevents doing
the wrong things and collecting their feedback early on - this makes you move faster"
-> You move at double speed in the next round (multiply the amount of eyes by 2 in next round)
Automated QA



(5.1) Red: "Testing is a phase and a manual activity, which results in a time consuming repetitive
process. The feedback cycle time is increased and affects the speed of delivery"
-> Wait out next turn to automate the test cases and create a scalable test environment where
tests can be executed every time a commit is made.
(5.2) Green: "Test data is managed automatically, so that the teams have reliable and realistic
test data before releasing the new features into production. This also ensures that test data
creation is a simple process taking care of compliance related issues like data masking etc."
-> Move 5 positions forward
(5.3) Green: "You have opened up your automated acceptance tests to your suppliers, so they
are able to test their own software package by using your automated acceptance tests on a daily
basis. They make test results and findings transparent to you and also give you access to their
automated tests"
-> You move at double speed in this stage for every roll

(5.4) Red: "UAT and PAT still find many issues. This indicates that the team does not have
enough automated test coverage or the existing tests does not cover proper user scenarios."
-> Move at half speed in next turn: divide the amount of eyes by 2 (round downwards)

(5.5) Red: "Although there are automated unit tests and workflow tests in place, they are not
monitored frequently or visualized in a cockpit. As a consequence corrective action is take too
late and it takes longer to correct issues - Fix this by having immediate response and fixes to
issues"
-> Wait out next turn to agree on team monitoring and response rules and to install active
online monitoring and alerting.

(5.6) Green: "Teams maintain a virtualized test environment so that the tests can be executed on
a scaled environment which is very easy to maintain and recreate. Environments can be created/
destroyed on demand based on the need. This also reduces the time to setup and cleanup test
data."
-> You move at double speed in the next round (multiply the amount of eyes by 2 in next round)
Continuous customer feedback

(6.1) Green: "The relationship with a specific customer and the value delivered to him with the
features has improved largely due to his presence in the Sprint reviews"
-> Move 7 positions forward

(6.2) Red: "Due to lack of customer feedback it is still unclear how much value is actually
delivered - fix this by recurring and continuous customer feedback and contact to ensure
checking the value delivered"
-> Move at half speed in next turn: divide the amount of eyes by 2 (round downwards)

(6.3) Red: "Customers cannot express their feedback and experiences early on, because of that
the Net Promotor Score (NPS) is gradually dropping - Fix this by have at least a feedback field or
happiness measurement in place"
-> Wait out next turn to build a feedback form with happiness metric

(6.4) Green: "The customer feedback form and follow-up on the feedback delivered has resulted
in a steady increase of the Net Promotor Score (NPS)"
-> You move at double speed in the next round (multiply the amount of eyes by 2 in next round)

(6.5) Green: "Customers have recurring meetings in their calendars to visit Sprint Reviews and
participate in Product Backlog workshops - This makes the predictability of value delivery much
higher"
-> You move at double speed in the next round (multiply the amount of eyes by 2 in next round)

(6.6) Green: "The feedback form and happiness metric has been filled out by a customer for the
1000th time"
-> Move 3 positions forward
Scaling

(7.1) Green: "The system is split into modules that give a better structure for development, build
and deployment. Doing this will drive an AP managed approach to describe an internal
dependencies and influence applying a structured approach to maintain 3rd party
dependencies"
-> Move 3 positions forward

(7.2) Green: "The entire system is split into components that are self-contained releasable units
with business value, which assists in achieving small and frequent releases with extremely small
release cycles."
-> You move at double speed in the next round (multiply the amount of eyes by 2 in next round)

(7.3) Red: "Dev and Ops have different goals and priorities. This results in making release process
harder due to difficulties in collaboration"
-> Move at half speed in next turn: divide the amount of eyes by 2 (round downwards)

(7.4) Red: "Hard to get business decisions as features due to technical challenges, resulting in the
consequences of reduced feedback cycle and time to market."
-> Move back 5 places AND move at half speed in next turn: divide the amount of eyes by 2
(round downwards)
(7.5) Red: "Due to interdependencies between teams it occurs frequently that teams need each
other's changes that get postponed due to unexpected issues - Solve this by alignment among
Product Owners, putting interdependent stories at the top of the Sprint Backlog, and carrying out
Scrum-of-Scrum meetings for inter team work. Also decrease dependencies between teams step
by step from sprint to sprint"
-> Wait out next turn to establish Product owner alignment and installing Scrum of Scrum
meetings
(7.6) Red: "Due to limited alignment and knowledge sharing between teams, they search and
find similar solutions for the same problems over and over, which is slow - Solve this by starting
with guilds and wiki's for knowledge sharing and learning"
-> Move at half speed in next turn: divide the amount of eyes by 2 (round downwards)


End-to-end Value Delivery

(8.1) Green: "Concept to cash in less than 2 sprints for more than 50% of the stories"
-> You move at double speed in the next round (multiply the amount of eyes by 2 in next round)

(8.2) Green: "The teams have fully automated 10 E2E tests, ensuring the integrated components
are working as expected. This helps getting feedback on the behavior of the application in a real
world scenario"
-> You move at double speed in the next round (multiply the amount of eyes by 2 in next round)

(8.3) Red: "The team’s lack collective vision of the business model, as a consequence the team’s
lack the ability to work cohesively to achieve a common set of goals"
-> Move at half speed in next turn: divide the amount of eyes by 2 (round downwards)

(8.4) Red: "Net promoter score drops below 0"
-> Wait out next turn to fix the NPS and proceed

(8.5) Green: "New features are live in every sprint. This shows that the team has control over a
series of alignment processes and tools needs to work in a synchronized way to provide
continuous flow of value to the customer or end user"
-> Move 6 places forward
Continuous delivery

(9.3) Red: "Teams work on weekends to upgrade the system, this indicates that the release
environment is not stable and team is not sure about the quality of the deliverable and how it
will impact the current system."
-> Move at half speed in next turn: divide the amount of eyes by 2 (round downwards)

(9.2) Green: "Infrastructure is maintained as code making the build process produce not only the
deployment artifacts but also complete virtual machines which are promoted down the pipeline
all the way to production replacing the existing ones."
-> You can move in double speed in this stage
(9.3) Green: "A release and deployment pipeline is in place covering all the stages from source
control to production, which provides visibility into production readiness of the application by
giving feedback to every change to the system."
-> Move 5 positions forward
(9.4) Green: "The environment provisioning is an automated process so that the teams don’t
have to wait on availability of environments and spend time on configuration issues. With
automated environment provisioning in place it’s easy to define and create scalable
environments."
-> You move at double speed in the next round (multiply the amount of eyes by 2 in next round)


Value Steering



(10.1) Green: "Customer workshop is conducted in a frequent basis to prioritize items in the
product backlog based on value vs. effort balance"
-> You move 4 positions forward
(10.2) Green: "Involve in simple business experiments to draw the right conclusions from the
data generated through experiments. Feedback from experiments can yield to immediate and
dramatic improvements in value"
-> You move at double speed in the next round (multiply the amount of eyes by 2 in next round)
(10.3) Red: "No validations are done based on value points vs. actual value"
-> Wait out next turn to fix the differences between the actual value and value points to
proceed
Company -wide Agility

(11.1) Green: "Application insights are used by the engineering teams to get a comprehensive
view of the service behavior, reliability & performance of how the production services are
working. The deep insights are used by the teams to help business identify areas of instability,
prioritize engineering investments and provide a better service to the customers"
-> You move at double speed in the next round (multiply the amount of eyes by 2 in next round)

(11.2) Green: "New daughter startup initiative launched"
-> You move 5 positions forward

(11.3) Red: "Your competitor launches new company initiative"
-> You need to throw equal dice to proceed. (You can have 3 attempts to get a equal dice)
(11.4) Red: "Large reorganization mixes up teams and provide resentment and anxiety among
teams"
-> Wait out next turn to fix the issues before proceeding


(11.5) Green: "Google AdWords proposition propels with website. This indicates the value to the
target audience"
-> You move 1 position forward