1. AgilityHealth® Facilitator Certification

2. Organizing Tools
Your Ideaboardz link for this course is in your invitation
Sign In Sheet
Our Team Norms
Start / Finish / Breaks
Parking Lot
Course Feedback
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3. About Me

4. Experience with AgilityHealth®
About YOU!
Name
Role
Location
Experience with AgilityHealth®
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5. To Learn How to Facilitate a TeamHealth Retrospective
Purpose of This Course
To Learn How to Facilitate a
TeamHealth Retrospective
Become a Certified
AgilityHealth® Facilitator
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6. Learning Objectives
After completing this class, Certified Facilitators will be able to:
Explain the benefits of TeamHealth Retrospectives
Set up a team and a retrospective
Analyze a TeamHealth Radar
Build an Improvement and Growth Plan
Engage with Leadership on an Organizational Improvement and Growth Plan

7. Course Agenda AgilityHealth® Overview TeamHealth Overview
Preparing for a TeamHealth Retrospective
Retrospective Simulation
Radar Analysis
Growth Items and Growth Plan
Post Retrospective Activities
Facilitating a TeamHealth Retrospective
AgilityHealth® Tips and Tricks
Next Steps
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8. TeamHealth Challenges Activity
What challenges have you faced measuring and improving the health of your teams? Write one challenge per card.
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9. AgilityHealth® Overview Challenges with Measurement
What is AgilityHealth®
The 3 Metrics that Matter
Enabling Continuous Improvement
Roles and Expectations

10. Challenges with Measurement & Growth
“How are we measuring this?” Typically, in the past…
No consistent measurement methodology, subjective opinions
Individual approaches weren’t repeatable, consistent or comprehensive
Data ended up in Excel or survey tools
Not enough coaches for all teams
Little to no trending over time, growth isn’t measurable
No cross-team rollup view or analysis
Not ‘hearing the team voice’ of where help is really needed
We don’t really know how we’re doing.
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

11. What is AgilityHealth®?
AgilityHealth® is the world’s leading measurement & continuous improvement platform for organizations who want to accelerate their enterprise business agility journey and achieve business outcomes.
Measure
Grow
Accelerate
Copyright(c) Agile Transformation Inc. | Building Lean High Performing Teams! |

12. The 6 Capabilities of AgilityHealth®
Develop Agile Talent
Grow internal roles through role-based radars, the growth portal and the career mosaic
Visualize Your Team Structure
Create and visualize teams, programs, portfolios, lines of business
Align Teams to Business Outcomes
Visually align your teams to measurable business outcomes
Measure Team Health, Maturity & Performance
Leverage both quantitative and qualitative data about your teams
TEAMS
What is your enterprise platform for teams – the people – not the work (ALM)?
Leverage Actionable Insights
Visual dashboards enable actionable insights What, Why, and Now What
Manage Growth at Every Level Systematically remove obstacles at the team, management and senior leadership levels
Copyright(c) Agile Transformation Inc. | Building Lean High Performing Teams! |

13. Measurement Should Enable Growth
Clarity &
Alignment
What problem or area are we transforming?
What’s the maturity roadmap?
Do we have a common definition?
Measurement
How do you measure alignment?
How do you know you’re improving?
What metrics really matter?
Intentional Growth
Measurement with no action is worthless data.
How do you allow time for teams to inspect, adapt and grow?
How can leaders remove obstacles for teams?
The goal of measurement should be to enable growth, not for judgment, reward or punishment.

14. The 3 Metrics That Matter
Collected through integration or metrics owners
Business outcomes are THE metric that matters, performance and maturity tell us WHY we’re not achieving outcomes.
Delivery &
Performance
(Quantitative)
Health &
(Qualitative)
Maturity
Business
Outcomes
(Results)
Key Metrics
Enterprise Health & Maturity (Qualitative): Come from the voice of your teams through the radars.
Delivery /Performance (Quantitative): Come from tools that track their work.
Business Outcomes (results): Come from product leaders and executive sponsors.
Collected through the radar surveys as a retrospective
Created collaboratively and aligned across the organization.
AgilityHealth® is a single source of truth for your enterprise teams and their maturity, performance and outcomes
Copyright(c) Agile Transformation Inc. | Building Lean High Performing Teams! |

15. Enabling Continuous Improvement at All Levels
AgilityHealth®
enables continuous growth at every level of the organization.
‘If you want teams to align and achieve outcomes, you’ll need to hear their voices and remove obstacles.” – Sally Elatta

16. Leadership owns Organizational Growth Items
Challenges outside the control of the team are addressed through Organizational Growth Items owned by Leadership.
Most Organizational items
fall into these buckets.
Leadership can also view roll up analysis of radars to see trends.
The Leadership Team focuses on an improvement plan for removing obstacles, coaching, and helping the teams to become high performing.
Tech Agility
Agile
Mgmt.
Product

17. Roles & Jobs to Be Done Org Leaders Agile Coaches Managers
Remove Enterprise obstacles
Analyze organization health
Define business outcomes
Agile Coaches
Multi-team roll up analysis
Coaching the target teams
Measure coaching impact
Managers
Complete team survey
Own removal of organizational growth items
Measure growth
ScrumMasters
Schedule and attend retrospectives
Manage team growth plan
Answer quantitative questions
AHF Facilitator
Facilitator and Scrum Master Prep, Conduct and Close Assessment
Engages with Scrum Master to Manage Teams
The Team
Complete assessments
Analyze results
Build and execute growth plans

18. TeamHealth Radar Walk Through
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19. TeamHealth Overview The 5 Dimensions of Healthy Teams (video)
Maturity vs. Performance
When to Run this Retrospective

20. The TeamHealth Radar Leadership Culture Foundation
Is their leadership team providing good servant leadership? Are they supportive of continuous improvement practices and providing good governance, guidance and effective facilitation?
Culture
Is accountability being taken seriously? Is Collaboration valued and do the team trust and respect each other? How good is the team and stakeholder engagement?
Foundation
Are the teams delivery capabilities sufficient and is the team structured appropriately for the needs of the backlog? Are Quality, Planning, Agile practices where they need to be?
Clarity Do we have clarity on our vision and goals? Do we have clear plans? Do we understand our roles?
Performance – Qualitative
Does the team know how their performance is being measured? Are they clear about customer satisfaction? Are they accurately predicting their delivery and meeting expectations?
Performance – Quantitative (TH 2.5)
These performance results questions focus on hard data. How often does the team release to production? How long does it take to recover from a quality issue? What is the story and feature cycle time?
[Software Delivery and Service and Support Teams]

21. 3 Minute TeamHealth Overview Video
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

22. Moving Towards a Growth Mindset
Fixed
Growth
We’re doing the best we can and have no time for growth
We can continuously improve our way of working
Inspect and Adapt helps a team adopt a Growth Mindset
In order to have a Growth Mindset, the team must make time and space for Intentional Growth
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

23. Team Agility Measurement
Team Maturity +
Team Performance =
Team Agility (productivity)
45%
Walk
35%
Crawl
40%
Crawl
To calculate Team Agility, we take the average of the Team Maturity measures (Clarity, Leadership, Culture, Foundation) plus the average of the Team Performance measures (Throughput, Predictability, Change Fail Rate, Deployment Frequency, Mean Time to Deploy, Story Lead-Time), divide by 2 to understand where the Team Agility score lies. Both Team Maturity and Team Performance carry equal weighting.
We have seen over time the average efficiency gains listed as teams mature.
Pre-Crawl (10%-20%) | Crawl (21%-40%)
Walk (41%-60%) | Run (61%-80%) | Fly (81%-100%)
Copyright(c) Agile Transformation Inc. | Building Lean High Performing Teams! |

24. Team Agility | Qualitative vs Quantitative
Performance metrics are quantitative questions answered by the ScrumMaster or Product Owner.
Performance
Metric
Predictable Delivery
- Predictability
Time to Market
- Deployment Frequency
- Lead time to Deploy
Value Delivered
- Throughput * - Business outcome achieved % * - Customer & employee satisfaction
Quality
- MTTR
- Change failure rate - Quality satisfaction - Test automation %
- Defect density *
Responsiveness
- Story lead time - Feature lead time
Notes:
Throughput is measured by choosing one of the following: 1- Measure increase in team velocity over their first 3 months baseline (% increase in velocity). – Recommended 2- Measure increase in # of stories (or features) delivered over their first 3 months baseline (% increase in story/feature delivery). 3- Measure count of stories (or features) delivered over past quarter.
Business outcome achieved % assumes teams have started to align their work against outcomes using OKRs.
Defect density is calculated as a percentage of # defects / # stories delivered (example, if we deliver 10 story points and generate 5 pts in defects our defect density is 50%).
Copyright(c) Agile Transformation Inc. | Building Lean High Performing Teams! |

25. Which Roles Receives Which Performance Questions*?
Product Owner Confidence
Only the Product Owner receives the Product Owner confidence question.
Stakeholder Confidence
Only the Stakeholder(s) receive the Stakeholder confidence questions.
Performance Quantitative Questions Only ScrumMaster or Product Owners answer the 15 quantitative questions for Performance.
* Team Types [Software Delivery] and [Services and Support]
Copyright(c) Agile Transformation Inc. | Building Lean High Performing Teams! |

26. Tactical vs Strategic Retrospectives
Sprint
Tactical
Sprint
Tactical
Sprint
Tactical
Quarterly or Release Planning
Quarterly or Release Demo
Extend Sprint Retrospective for Strategic Retrospective
Sprint Planning
Sprint Demo
Sprint Retrospective
Sprint Planning
Sprint Demo
Sprint Retrospective
Sprint Planning
Sprint Demo
Tactical
Strategic
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27. Reflection Activity
Reflecting on your organization, capture answers to the questions below and be prepared to share. Consider your answers as current state and desired (future) state:
How does your leadership manage a backlog for Inspect and Adapt outcomes and outputs?
What is the cadence and frequency for strategic and tactical improvement planning ?
How and when does leadership communicate improvements to the teams?
6 min
Current State
Desired State
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28. Prepare for Retrospective
Creating a team
Creating a TeamHealth assessment
Scheduling a TeamHealth Retrospective
Education, awareness and excitement
Preparing for the retrospective

29. AgilityHealth® Facilitator Journey
Prepare for Retrospective
Set Up Team
Launch Assessment
Schedule Retrospective
Generate Excitement
Prepare to Facilitate
Conduct Retrospective
Launch Survey
Facilitate Survey
Review Results
Analyze Radar
Create Growth Plan
Execute
Growth Plan
Engage Scrum Master
Give Results to Team
Capture Observations
Identify OGI Ownership
Debrief Management
Step 1
Step 2
Step 3
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

30. Pre-Retrospective Activities
Support Center Article
Setup the team, team members and stakeholders
Create and launch assessment for stakeholders
Schedule AgilityHealth® Retrospective session
Educate the Team and Generate Excitement
Prep for Quantitative Questions and Get Team Background Info 1 2 3 4 5
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31. 1) and 2) Activity – Your Turn!
Link to Article on Creating a Team and Adding Team Member
Link to Article on Launching and publishing the Retrospective
Following the Article in the Support Center
Login into the Company “Training Sandbox”:
Create account
Create a team
Add team members (yourself)
Launch an assessment
Check your , search ‘Sandbox’
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32. 2) Launch to Stakeholders

33. 3) Scheduling the Retrospective | Email Template
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34. 3) Scheduling the Retrospective | Email Template…
Prep:
Please watch the 3 Minute TeamHealth Overview Video for background on AgilityHealth®
Bring your laptop or mobile device
ScrumMasters/POs – Please review quantitative questions attached and prepare for answering them
Add this domain to your whitelist to ensure delivery of s:
Domains: send.agilityhealthradar.com | agilityhealthradar.com | eu.agilityhealthradar.com
IP Address (static):
Post Retrospective:
We'll ask for your feedback on the session
We'll share the organizational growth items with leadership so they can take action
Your ScrumMaster will help pull any team growth items you identified into your next retrospective 
Thank you for participating in the TeamHealth Retrospective!
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

35. 4) Prepare the Team - Generating Excitement
Overview of AgilityHealth® for Teams
Meeting with ScrumMasters and POs
Overview of AgilityHealth® for Leaders and Stakeholders
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36. 5) Prepare the Team for the Quantitative Questions
Only two team types receive quantitative questions for the Performance Dimension: [Software Delivery] Teams and [Service and Support] Teams. Other teams receive Qualitative questions for the Performance Dimension.
The TeamHealth 2.5 radar includes questions specifically for ScrumMaster and Product Owner Roles. To prepare for the TeamHealth Retrospective:
Attach list of quantitative questions in invitation to the whole team
Tell the ScrumMaster and Product Owner they need to collect the responses in advance.
View the questions here:
TeamHealth 2.5 quantitative questions

37. 5) Understand the Team
Meet with the ScrumMaster, the PO and/or the Manager
Gather Background and details on the Team
Understand Top Challenges
Discuss how the team is structured
Ask if roles are fully allocated. Ask if they are engaged
Determine how much turnover the team has experienced
Review how the team has been performing
Identify what Performance measures have been used
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

38.
Role based guides, page by page tutorials, FAQ’s, downloadable resources and more!

39. Conduct Retrospective
TeamHealth Retrospective Process
Take the Survey
Review Meeting Agenda and Best Practices
Analyze the Radar

40. AgilityHealth® Facilitator Journey
Prepare for Retrospective
Set Up Team
Launch Assessment
Schedule Retrospective
Generate Excitement
Prepare to Facilitate
Conduct Retrospective
Launch Survey
Facilitate Survey
Review Results
Analyze Radar
Create Growth Plan
Execute
Growth Plan
Engage Scrum Master
Give Results to Team
Capture Observations
Identify OGI Ownership
Debrief Management
Step 1
Step 2
Step 3
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

41. Team Health Retrospective
STRATEGIC RETROSPECTIVE: A retrospective that aims to help teams reflect on their last quarter or release and improve the next one. Facilitated by certified AgilityHealth® facilitators.
Analyze real-time
radar and textual responses. Have “real” conversations
STEP 2
Team members
complete the survey on their phone or laptop
STEP 1
Build actionable
improvement plan for the team and for
their leaders
STEP 3

42. Activity – Complete the TeamHealth Assessment
The Facilitator has created an assessment. You have an with a link to the assessment in your inbox. Follow the Class Facilitator’s Directions.
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

43. Launch the Survey to the Team
If the survey was published previously to the Stakeholders
If the survey is being published now.

44. TeamHealth Introduction Talking Points
Introduce yourself as their neutral AgilityHealth® Facilitator
Discuss Tactical vs. Strategic Retrospectives
Provide Quick Radar Dimensions Overview
Inform the team that the outputs are the radar and actionable growth plan
Share that ratings follow the PRE-CRAWL (1-2), CRAWL(3-4), WALK(5-6), RUN(7-8), FLY(9-10)
Higher scores assume lower maturity definitions also apply.
Use upper/lower range when question has two parts/acceptance criteria
Emphasize entry of detailed textual responses to provide context
Responses are anonymous (Clarify text responses will be shared. PO Confidence & Quantitative questions are not anonymous.)
Let’s set up our team norms! (Be open, honest, maintain trust and privacy, etc.)
TeamHealth Introduction Talking Points
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45. TeamHealth Retrospective Agenda - Sample
Topics/Activities
Timebox
Introduction
Meeting norms, review agenda, confirm participants
10 min
Take Survey
Facilitate the survey by dimension, sub-dimension or by individual question based on the team/organization culture and team experience with AH
50 min
Break
<Facilitator reviews the results in advance>
Review the Results
The team members review the radar dimension and comments, jot down observations on stickies or collaboration tool; Compare to previous surveys
15 min
Team Breakouts
Team collaborates on the dimensions – each group reviews 1 or 2 dimensions and provides top strengths and improvements
45 min
Build Growth Plan
Review list of improvements and dot vote top 2 to 3 for the teams to prioritize growth items; Identify top 1 or 2 for leaders (organizational items)
35 min
Close the Retro
Appreciation activity, capture next steps, retro of the retro
Schedule 3 hours for teams new to AgilityHealth®

46. When to Launch the Survey
Do the survey in the retro when the team
is taking the survey for the first time
has several new team members who haven’t taken it before
needs extra support to understand questions
needs protected time, free from distractions
Do the survey prior to the retro when the team
is familiar with AgilityHealth®
needs flexibility due to varied schedules/time zones
wants to have more time to discuss and develop growth items
Note: this requires the Facilitator confirm the team has completed the survey before the retro
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

47. Best Practices for Remote Teams / Virtual Facilitation
Have the team take the survey in advance
Make sure all team members are engaged in the conversation and building the improvement plan
Use an online meeting service that supports screen share and video conferencing
Use an online collaboration board (i.e. IdeaBoardz)
Check in to make sure everyone’s voice is heard
Get feedback on the meeting – inspect & adapt
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

48. Analyze the Radar Reading TeamHealth Radars Team Maturity Stages
Facilitating Team Breakouts
Analyze and Assess TeamHealth Sample Radars

49. Reading TeamHealth Radars
What is the overall maturity level of this team?
What potential relationships does the data suggest?
What actions/ improvements will provide the greatest return?
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

50. Radar Analysis What does the radar tell us? Strengths Areas to Improve
Radar Analysis
What does the radar tell us?
Strengths
Areas to Improve
Areas to Align
Support Center:
Common Patterns in Radars

51. Facilitating Team Breakouts
Ask the Team what they see
Don’t tell them results
Everyone has a voice
Zoom in on improvement areas and areas where team is not on the same page
Team should identify multiple improvement ideas
Use Dot Voting or similar activity to prioritize improvements

52. Example: TeamHealth Insights: Maturity
Recommended goals for teams at Walk and Run maturity levels

53. Example: Maturity Roadmap – Recommended Plan
Recommended activities for teams at Walk and Run maturity levels

54. Activity – Analyze the Radars
Break up into smaller sub-groups. Login to A1 Finance.
Teams to analyze: Auto Saw, Auto-Flex,
Auto-Spec 4, Auto C8
1- Analyze the radar
2- Document Strengths, Improvement areas, 2-3 recommendations, Maturity level
3- Review textual responses to harvest insights and confirm your thinking
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

55. Execute Improvement Plan
Writing Quality Growth Items
Creating Growth Items & Solutions
Managing Growth Items Best Practices (Teams, Leaders)

56. Good Growth Items are Like Good Stories
Specific
Measurable
Achievable
Realistic
Time-Bound

57. What makes a Good Growth Item?
Not Good
Good

58. Creating Growth Items
Growth Items are added to the backlog and worked by the Team
The self-organizing team functions as their own Product Owner for growth items
Growth Plan Items are tied to Competency Targets
Growth Plan Items, like good stories, need to be well-defined with acceptance criteria.
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

59. Growth Items - Solutions
Solutions for Growth Items can be added in the Solutions Tab. What did you do?
Sharing your solution with the organization means they will appear in the growth portal for this competency.
As Growth Items are being worked, the team can add notes to each item in the Notes tab.
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60. Kanban View for Growth Plan
Grow Each Quarter – Kanban View
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61. Organizational Growth Items
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62. Activity – Build Actionable Growth Items
Working individually or in pairs, build 1-2 actionable growth items in our team’s growth backlog.
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63. Growth Portal
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64. Activity – Practice the Introduction
Working in pairs, practice introducing the TeamHealth Retrospective and giving each other feedback. Refer to the talking points on the next slide
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65. TeamHealth Introduction Talking Points
Introduce yourself as their neutral AgilityHealth® Facilitator
Discuss Tactical vs. Strategic Retrospectives
Provide Quick Radar Dimensions Overview
Inform the team that the outputs are the radar and actionable growth plan
Share that ratings follow the PRE-CRAWL (1-2), CRAWL(3-4), WALK(5-6), RUN(7-8), FLY(9-10) | Progressive as Run assumes Crawl and Walk
Use upper/lower range when question has two parts/acceptance criteria
Emphasize entry of detailed textual responses to provide context
Responses are anonymous (Clarify text responses will be shared. PO Confidence and Quanitative questions are not anonymous.)
Let’s set up our team norms! (Be open, honest, maintain trust and privacy, etc.)
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

66. Post Retrospective Activities
Engage Scrum Master
Team Member Access to Results
Assessment Notes
Organizational Growth Items
Manager Debrief

67. AgilityHealth® Facilitator Journey
Prepare for Retrospective
Set Up Team
Launch Assessment
Schedule Retrospective
Generate Excitement
Prepare to Facilitate
Conduct Retrospective
Launch Survey
Facilitate Survey
Review Results
Analyze Radar
Create Growth Plan
Execute
Growth Plan
Engage ScrumMaster
Give Results to Team
Capture Observations
Identify OGI Ownership
Debrief Management
Step 1
Step 2
Step 3
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

68. Post-Retrospective Activities
Communicate to ScrumMaster their role in keeping the radar and growth items visible during each iteration and retrospectives.
Ensure all team members have access.
Add your assessment notes/observations and team maturity rating in the “Edit Assessment” page.
Follow through with making sure organizational growth items are brought to leadership attention.
Managers should be debriefed on assessment results and where they can help 1 2 3 4 5
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

69. AgilityHealth® Facilitator
1) Roles & Expectations
AgilityHealth® Facilitator
Execute Pre and Post retrospective activities
Facilitate retrospective and build growth plan
Rollup Org Growth Items and engage in analysis
ScrumMaster
Learn about Team Health and engage team
Help AHF with pre and post retrospective activities
Own the team growth items, bring up during retrospectives
Copyright(c) Agile Transformation Inc. | Building Lean High Performing Teams! |

70. 2) Make Sure the Team Has Access
The results of the Strategic Retrospective belong to the team.
Team Members should be sensitive that sharing results must fit with in the team norms.
Managers do not automatically receive the results of team retrospectives.
When publishing the Retrospect data gathering, the facilitator has these choices:

71. 3) Assessment Notes
Making notes after the assessment is a very important step.
The Team Maturity is calculated for all teams and reported
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

72. 4) Who will work the Organizational Growth Items?
The Organizational Growth Items [OGI] go to those groups responsible for the Improvement Plan and for resolving impediments for the team.
A backlog of Organizational Growth Items can feed multiple backlogs, but each OGI must find a home.
“Multi-Team” is a term referencing a rollup of sub teams + a definition of a Continuous Improvement Leadership Team that would work the backlog for the Growth Items.
Programs
Release Trains
Product Lines
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

73. 4) Leadership Team owns Organizational Growth Items
Leadership team focuses on removing obstacles, coaching, and helping mature teams so they may optimize their performance.
Who is involved?
What do they do?
How do they operate?
Managers
Agile Coaches*
DevOps Coaches
Program Mgrs/RTE*
Product Managers*
Review team assessment results
Prioritize top 2 or 3 obstacles to remove
Work as a team to manage the org level growth backlog
They manage the backlog in AgilityHealth®
They meet weekly
They demo their progress to the teams monthly + quarterly
Tech Agility
Agile
Mgmt.
Product

74. 5) Activity – How Should We Engage Managers?
How should you engage YOUR managers?
What data/access should they have?
Why?
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75. 5) Manager Debrief – Post Retrospective
Review outcomes of the retrospective(s)
Training (or reminder) on how to use and not use AgilityHealth®. Review themes around strengths, growth opportunities and impediments
Call out specific organizational items leadership should own
Do multi-team analysis highlighting trends and patterns
If not done already, establish Continuous Improvement Leadership Team and build internal cadence for reviewing and executing organizational growth items 1 2 3 4 5
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

76. 5) Managers – What Should They Access?
Ask: Would your team respond differently if you are there?
Could be invited for 20 min after the retro to debrief with team directly
Could set them up as Team Admin
Team Feels Safe to be Honest
Schedule Manager debrief session following retrospective
Managers have access to multi-team data + summary PDF
Culture of Fear - Team Wants to Protect Responses
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77. Facilitation Hints and Tools
Roles and Expectations
Top Tips for Facilitation

78. Clarifying Admin Roles
Applies to person(s) implementing AgilityHealth®.
Able to manage all users (add/edit/delete).
Able to manage all tags (add Roles, Participant Groups, Business Unites, etc.).
Able to view teams at Enterprise/Portfolio/Program & Team Levels.
Able to view all dashboards and run reports.
Company Admin
Applies to Agile Coaches or individuals acting a proxy for the Company Admin.
Able to manage Team Admins for their Business Units.
Able to add/remove/update teams at the Business Unit and Team levels.
Able to view and run reports on Business Unit data.
Business Line Admin
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79. Clarifying Limited Roles
Applies to AH Facilitators & ScrumMasters.
May create and launch assessments.
Helps to create and manage Team Growth Plan.
Able to add/archive/delete Teams.
Able to manage Team Members & Stakeholders.
Able to view Teams by Portfolio/Program.
Team Admin
Applies to Managers & Leaders.
Provides access to all data on Enterprise Dashboard, aggregated at the Program level and above.
Able to be member of the Continuous Improvement Leadership Team.
Analyzes Organizational Items and develops Growth Plan to remove impediments for Teams.
Organizational Leader
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80. AgilityHealth® Facilitation Tips
Remind participants to select N/A when unsure
Prepare the team for a healthy open retrospective through team norms
Dig deeper into team dynamics (elephant in the room conversations)
Celebrate success, try the appreciation game
Keep growth plan to a manageable size. i.e. Only select top 3 to 4 things to improve
Review textual responses in case any are out of ordinary
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81. AgilityHealth® Facilitation Tips
Frame the retrospective as a Health Check designed to address real issues.
Keep in mind what it takes to be a High Performing Team. Push teams to think about “how they may not know what they don’t know
Before reviewing with the team: Discuss low responses about Leadership Roles with the Triangle Leads.
Before reviewing with the team: Review comments for improper language, inflammatory comments or personal attacks
Before reviewing with the team: Determine who should be paired up together for the group breakouts.
If Managers are on the team, discuss ahead of time if their presence will impact how the team scores.
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

82.
Role based guides, page by page tutorials, FAQ’s, downloadable resources and more!

83. Learning Objectives
After completing this class, certified Facilitators will be able to:
Explain the benefits of TeamHealth Retrospectives
Set up a team and a retrospective
Analyze a TeamHealth Radar
Build an Improvement and Growth Plan
Engage with Leadership on an Organizational Improvement and Growth Plan

84. Next Steps How do you start? Completing your Certification
Piloting in AgilityHealth®
Partner Information

85. How Do You Start?
AgilityHealth® Assessments are created for companies and Partners who have purchased AgilityHealth® Assessments or Subscriptions
Each Facilitator must be assigned to a company and flagged as a Facilitator in order to create assessments
Your AgilityHealth Relationship
Getting Started
Your company is already using AgilityHealth®
Contact your Company Feature Admin to add you as a user in your company and flag you as an AgilityHealth® Facilitator
Your company is just starting a pilot
Contact your Company Feature Admin or team responsible for AgilityHealth® at your company to be added as a user in your company and flagged as a Facilitator
Your company does not have AgilityHealth®
Fill in the Request a Demo form at
You are a New Partner
to be set up as an AgilityHealth Partner

86. Completing your Certification
To complete this course, we need your feedback.
Complete the survey linked in the chat window.
You will receive a follow up which will also have this link.
Once you have completed the feedback, you are done with the Course.
Upon completion of the course, you will receive your Certification by .
You receive one free assessment through taking this class.
Links to resources to get you started: AgilityHealth Implementation Resources

87. Next Steps - Piloting AgilityHealth®
Identify Pilot Teams (Allow self-selection)
Certify AgilityHealth® Facilitators*
Execute Pilot TeamHealth Assessment
Overview of AgilityHealth® for Leaders
Develop AgilityHealth® Rollout Plan
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |

88. Next Steps for Partners
Already a Partner?
If you, or your organization, is already registered as a partner with AgilityHealth®, you can request a company to be set up for utilizing your free assessment, or apply it to an existing customer already using AgilityHealth®
Go to to get started
Need to be come a partner?
Contact to become a partner and set up your first assessment
Resources to help get you started.
Go to AgilityHealth-Implementation-Resources

89. AgilityHealth® Certifications

90. Thank You!
Copyright(c) Agile Transformation Inc. | Enabling Business Agility |