Abstract The maturity of teams is related to the specific solutions they are building and maintaining. Every team needs generic skills and capabilities for successful teamwork. However, depending on the used technology, particular skills and qualifications are required to form a mature team to handle the solution‐related products and services adequately. Especially in agile organizations, autonomous teams have the responsibility for their solutions and their team development. To foster transparency and structured team development, the Technical Team Maturity (TTM) approach is presented. The TTM approach shapes and models specific technologies, for example, cloud technology demands about team skills and capabilities to form a reliable delivery team. The approach is divided into a technology‐specific profile and an evaluation model to support active usage in teams. The profile focuses on abstract and generic technology aspects. The evaluation model validates against the profile with a state‐of‐the‐art focus about the technology application to determine the maturity. The different maturity levels are mapped to belts—as a gamification aspect to foster continuous improvement in the teams with this benchmark. TTM is evaluated in the enterprise context of Volkswagen AG and Volkswagen Financial Services AG. It provides insights into the effectiveness of this approach in heterogeneous multiteam settings and its strengths, weaknesses, and limitations.

Abstract The maturity of organisations is measured using process assessment models like the International Organization for Standardization (ISO)/IEC 33001. Product quality is refined with internal and external product quality characteristics based on models like the ISO/IEC 25010. With the shift from the Tailorism‐driven process orientation to a more people‐centric organization, the process and product quality dimensions have to be extended by the teamwork quality (TWQ) dimension. For the sake of systematic organization development, this new third quality dimension needs to be integrated into existing quality frameworks to achieve a holistic quality approach. This article introduces agile TWQ as the method of choice. It explains its design, implementation and evaluation in the large enterprise context of the Volkswagen AG. It provides insights into the effectivity of this approach in heterogeneous multi‐team settings, as well as into its strengths, weaknesses, and limitations.

Organizations are looking for ways of establishing agile and lean delivery processes.In this paper, we propose a particular way which based on self-service kits (SSK's).The SSK approach can be used to share expert knowledge in an agile and scalable way to the teams by offering them approaches, methods and tools with background information about the addressed topic.An SSK is provided as a digital bundle of artifacts that help solving an issue related to agile teams.Built upon the pullprinciple, it supports team autonomy during teams' delivery procedures.An SSK addresses generic as well as domain specific topics.As all SSK's share a common structured approach to supporting an agile organization, they help systematically scaling expert knowledge.This leverages establishing best practices elaborated by experts in a large scale organization in a native agile manner.As an SSK is structured as a "how-to" guide including templates for learning by doing, it helps emphasizing quality aspects too.We demonstrate an example of the systematic application of the SSK approach as well as its scaling in the Volkswagen Group IT. T Scaling agile on large enterprise level with self-service kitsto support autonomous teams

Organizations are looking for ways of establishing agile and lean process for delivery.Many approaches exist in the form of frameworks, methods and tools to setup an individual composition for a best fit.The challenge is that large organizations are heterogeneous and diverse, and hence there is no "one size fits all" approach.To facilitate a systematic implementation of agile and lean, this article proposes a transition kit based on abstraction.This kit scouts and bundles state of the art methods and tools from the agile and lean community to align them with governance and compliance aspects of the specific enterprise.Coaching of the application of the transition kit ensures an adequate instantiation.The instantiation handles business domain specific aspects and standards.A coaching governance ensures continuous improvement.An example of the systematic application of the transition approach as well as its scaling is demonstrated through its application in the Volkswagen Group IT.Scaling agile on large enterprise level -systematic bundling and application of state of the art approaches for lasting agile transitions