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Quick and easy agile culture assessment

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Flame TAO Knoware Pvt. Ltd. is pleased to offer a free and quick assessment of your organization’s agile adoption. Please do take a few minutes to respond. We will get back to you at the earliest and schedule a free session with you with our OD consultant.
Your name
Name of your organization
Job Title
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Please consider your own software development team or organization. For each set of statements below, please choose what behavior you see most prevalent NOW -
Strongly Agree
Agree
Neutral
Agree
Strongly Agree
We break down all work to tasks and people take ownership of these tasks.
We break down all work to outcomes and small teams take ownership of outcomes.
We aim to get all our schedules right for the long-term. There are detailed meetings when there is an overrun.
We aim to have a broad sense of timelines on where we are headed and we aim to get our first step/milestone clearly laid down.
We constantly check with our customers and co-create the roadmap based on a deep understanding of the user personas.
Our CXOs and product managers largely shape the product and are clear as to what we need for the product on a long-term basis.
Scrum masters stay on top of the stand-ups; we discuss details and resolve conflicts and prepare for the day.
We keep our stand-ups peer-reviewed - asking 3 simple questions.
Information has to be strictly controlled so we give it on a need to know basis.
All information relevant to the outcome is made available so devs can make their own decisions.
People report obstacles quite often - take it offline with volunteers.
Our development machine is well-oiled:no impediments come up and get reported in the standup.
Our product manager has a reasonably good control over the team, the product tasks are all taken up by the team.
Our dev team often needs convincing - why should they take up a feature in terms of value.
We have a team of specialists like Lead Engineer who can help plan. They have a good sense of time taken to develop a module.
We do all planning with our developers. They know best and our product managers/scrum master facilitate.
Our teams have their own way of managing workload - taking up the easy ones and also finding sub-teams to work on complex ones.
Our devs end up picking easy tasks since we got them to self-organize; this causes complex problems to be handled by a few.
Team performance and outcomes are more important. We look at overall outcome completion. 
We review key KPIs of individuals regularly and monitor individual performance carefully.
In our retros, we objectively look at what worked, what didn't and give feedback to each other.
There is a lot of debate on what went wrong in our retrospectives and sometimes ends up conflict and blame game.
Please consider your own software development team or organization. For each set of statements below, please choose what behavior you WOULD LIKE TO SEE -
Strongly Agree
Agree
Neutral
Agree
Strongly Agree
We break down all work to tasks and people take ownership of these tasks.
We break down all work to outcomes and small teams take ownership of outcomes.
We aim to get all our schedules right for the long-term. There are detailed meetings when there is an overrun.
We aim to have a broad sense of timelines on where we are headed and we aim to get our first step/milestone clearly laid down.
We constantly check with our customers and co-create the roadmap based on a deep understanding of the user personas.
Our CXOs and product managers largely shape the product and are clear as to what we need for the product on a long-term basis.
Scrum masters stay on top of the stand-ups; we discuss details and resolve conflicts and prepare for the day.
We keep our stand-ups peer-reviewed - asking 3 simple questions.
Information has to be strictly controlled so we give it on a need to know basis.
All information relevant to the outcome is made available so devs can make their own decisions.
People report obstacles quite often - take it offline with volunteers.
Our development machine is well-oiled:no impediments come up and get reported in the standup.
Our product manager has a reasonably good control over the team, the product tasks are all taken up by the team.
Our dev team often needs convincing - why should they take up a feature in terms of value.
We have a team of specialists like Lead Engineer who can help plan. They have a good sense of time taken to develop a module.
We do all planning with our developers. They know best and our product managers/scrum master facilitate.
Our teams have their own way of managing workload - taking up the easy ones and also finding sub-teams to work on complex ones.
Our devs end up picking easy tasks since we got them to self-organize; this causes complex problems to be handled by a few.
Team performance and outcomes are more important. We look at overall outcome completion. 
We review key KPIs of individuals regularly and monitor individual performance carefully.
In our retros, we objectively look at what worked, what didn't and give feedback to each other.
There is a lot of debate on what went wrong in our retrospectives and sometimes ends up conflict and blame game.
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