Agile Team Maturity Model: Purpose, Special Characteristics, and Preliminary Design

Purpose of Agile Team Maturity – Inspired by CMMI, the model aims to describe agile capability levels, helping teams identify their current state (as‑is) and define future development directions (to‑be) within the agile context.

Special Nature of Agile – Agile is a mindset rather than a fixed process or framework; therefore, maturity cannot be measured solely by documents or artifacts, and must consider contextual factors.

Design Principle – The model should not be tied to specific frameworks (e.g., Scrum, Kanban) but to the broader concept of an agile team.

Preliminary PMTV Model

P – People : evaluates developer competence, team‑coach ability, and product‑owner skills.

M – Mechanism : replaces “Process” and covers delivery cycle length, continuous delivery capability, continuous improvement mechanisms, information‑sync mechanisms, work‑plan completeness, change‑management, feedback loops, and adoption of good R&D practices such as TDD.

T – Tool : focuses on correct use of information‑emission sources.

V – Value : places value at the forefront, assessing whether the team has a complete, measurable value‑delivery system rather than trying to quantify value directly.

Model Principles

Minimize demands on “technical actions” (e.g., meetings) and focus on underlying purpose.

Avoid forcing uniform work patterns; adapt recommendations to each team’s context.

Assess maturity no more frequently than every six months to a year, using the evaluation to generate actionable improvement suggestions.

Recognize the model’s limitations (quantitative scarcity, qualitative bias, interview overhead) and incorporate checks and audits.

Treat the maturity assessment itself as an agile process that evolves with the team.

The author acknowledges that the model may not fit all scenarios and invites discussion and feedback.