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TABLE OF CONTENTS
How to use this booklet 04
Agile SPICE™ is a bridge to Automotive SPICE™ 05
Why Agile SPICE? 06
Agile SPICE Assumptions 07
Agile Principles for Automotive 08
Agile Work Management – Assumptions 09
Agile SPICE™
AGL.1 Agile Work Management 10
Base practices BP1 - BP11 12 - 22
AGL.2 Partner Collaboration Management 24
Base practices BP1 - BP11 26 - 31
AGL.3 Agile Quality Assurance 32
Base practices BP1 - BP11 34 - 41
Intacs™ working group Agile SPICE™ 42
About intacs™ 43
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How to use this booklet Purpose:
offer?
AGL.1 Agile Work Management
The purpose of Agile Work Management is to collaboratively manage the work of a team (of teams) to develop
iteratively within work boundaries, vision and strategic themes to generate business and customer value.
Process outcomes: What are the typical
process results?
Agile Process Outcomes

[2] the right set of competencies and adequate resources are planned and adapted as needed. [Outcome 1] refers to the agile process
outcome No. 1
[4] dependencies, interfaces, stakeholders and their commitment are planned for and monitored.
[5] ..,
Base Practices: What are the expected
Base practices
practices to achieve the process purpose?
Identify Demand and Work Boundaries.
BP1
Identify the customer demand and work boundaries collaborating closely with stakeholders. Derive the vision and How to interpret
strategic themes linked to business and customer value. Keep demand, boundaries, vision, and strategic themes and apply the related Base Practice
up to date. [OUTCOME 1]

1 Agile Work Products: What are the typical

agile artefacts?
2
3
4
Supporting: How does the Base Practice
5 (including artefacts) maps to …
Agile Work Products: Product backlog, demand statement (e.g. includes agreed stakeholder goals), boundaries,
vision and strategic themes
The agile principles (page ….)
Supporting

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Agile SPICE™ is a bridge to Automotive SPICE™

development drive increased use of agile approaches.

those products, leading to increased pressure to show

SPICE capabilities.

of development.

transition struggle in implementing and interpreting SPICE.

to interpret the terminology for both sides.

- reduce the variation in interpretation of assessors,

- increase the acceptance of SPICE in the agile
community.

Stacey Matrix, developed by Ralph Stacey, Stacey RD. Strategic management and organisational dynamics:
the challenge of complexity. 3rd ed. Harlow: Prentice Hall, 2002. Picture by Kugler Maag Cie GmbH 2019

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Why Agile SPICE™?

Viewpoint from an agile organization Viewpoint from an agile organization

agile environments especially in automotive industry approaches?

- Avoiding discussions about specific agile approaches

- Ensuring expected process capability by automotive industry (e.g., how to ensure a minimum of governance)

Viewpoint of an assessor
achieving Automotive SPICE expectations at the same time

assess relevant Base Practices in agile environments

approaches

approaches to development work

Wishful thinking in the long run: Use of Agile SPICE™ as a bridge to other PAMs.

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Agile SPICE™ Assumptions

Agility is the timely adaption of

a specific one (e.g., Scrum, Kanban, SAFe, LeSS, Nexus,
Scrum of Scrums….) an organization (or team) to
an ever-changing environment
manifesto and our definition of agility while continuously delivering
value to their customers at
(do their intentions match?) sustainable pace.
Definition by Kugler Maag Cie and Knüvener Mackert GmbH.
(capability dimension) on CL2-5

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Agile Principles for Automotive*
1. Our highest priority is to satisfy our customers through early and continuous delivery of valuable and usable
system functions.
2.
work. Agile processes make use of changes to the competitive advantage of the customer.
3. We deliver regularly usable and enhanced system features, preferring shorter time periods within a few weeks
or months.
4. Experts from all domains should collaborate intensively during product development.
5.
achieve maximum value. In doing so, we trust that the individuals do their jobs independently and in the best
possible way.
6.
7. Usable and extended system functions are the most important measure of progress. Agile processes promote sustai-
nable development.
8. Clients, developers and users should be able to maintain a steady pace for an unlimited period of time.
9. Continuous attention to technical excellence and good design promotes agility.
10.
11.
12.

* Adapted by Kugler Maag Cie 8

Agile Work Management – Assumptions

Granularity of planning

Iteration planning (lowest level)

Short Iterations (2-4 weeks)
with team, ensure results
Short term view – small
Iteration advanced planning potentially shippable work increment
(e.g., task level, e.g. sprints)
availability and responsibilities in (2-3 short iterations = 4-10 weeks)
different team (of teams)
Medium term view – larger
potentially shippable work
Clarify dependencies and increment(e.g., epic/feature/
competences in different story level, e.g. releases) (1 large
areas like SW, HW, iteration = 4-6 smaller iterations)
Mechanics, Production

Long term view

(e.g., vision/strategic
themes level)
Priority/
Level of detail Picture by Kugler Maag Cie GmbH 2019

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AGL.1 Agile Work Management
The purpose of Agile Work Management is to collaboratively manage the work of a team (of teams) to develop iteratively within work
boundaries, vision and strategic themes to generate business and customer value.

Agile Process Outcomes

1.
2.
3.
4.
5.
6.
7.
8.
9. progress and status of work completion is made transparent and impacts on strategic themes and vision are managed to ensure

10.
of selected issues is prevented.

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AGL.1 Agile Work Management (AWM) Practice Summary

BP.1 Identify Demand and Work Boundaries. Identify the customer demand and work boundaries collaborating closely with
stakeholders. Derive the vision and strategic themes to achieve business and customer value. Keep demand, boundaries,
vision, and strategic themes up to date.
BP.2 Build Team.
experience set within each team (of teams).
BP.3 Establish, record and keep the work approach of the team (of teams) up to date. Ensure that the work

artefacts, and roles.

BP.4 Manage Stakeholders and Interfaces. Stakeholders, interfaces and dependencies within and outside the team (of teams) are

BP.5 Plan Infrastructure. Identify, plan for and keep the needed work and development infrastructure up to date.
BP.6 Evaluate feasibility. Evaluate and act on the feasibility of critical elements.
BP.7 Estimate Work.

improve team collaboration and the quality of the product backlog.

BP.8 Work Planning.
of ready and done.
BP.9 Inspect and Adapt.
and to manage impacts on strategic themes and vision.
BP.10 Manage Impediments. Identify, monitor, and resolve impediments within and across iteration cycles by teams (of teams).
BP.11 Improve Work App roach. Inspect and adapt the work approach based on short learning cycles within the team (of teams).

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AGL.1 with 11 Base practices
Identify Demand and Work Boundaries. Identify the customer demand and work boundaries collaborating closely with stake-
BP1
holders. Derive the vision and strategic themes linked to business and customer value. Keep demand, boundaries, vision, and
strategic themes up to date. [OUTCOME 1]

Agile Work Products: Product backlog, Demand statement (e.g. includes agreed stakeholder goals),

Supporting Agile Principles

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Base practices

BP2
Build Team.
and experience set within each team (of teams). [OUTCOME 2]

Agile Work Products:

Supporting Agile Principles 4, 5, 6, 8, 9, 11, 12

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Base practices

BP3 Establish, record and keep the work approach of the team (of teams) up to date. Ensure that the

agile events, artefacts, and roles. [OUTCOME 3]

Agile Work Products:

Supporting Agile Principles

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Base practices

BP4
Manage Stakeholders and interfaces. Stakeholders, interfaces and dependencies within and outside the team (of
[OUTCOME 4]

Agile Work Products: Agile work approach (containing e.g. communication and meeting mechanisms,

Supporting Agile Principles

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Base practices
Plan Infrastructure. Identify, plan for and keep the needed work and development infrastructure up to date.
BP5
[OUTCOME 5]

work environment, licensing, etc.

continuous integration and deployment, and transparency of status.

Agile Work Products:
Supporting Agile Principles

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Base practices
Evaluate feasibility. Evaluate and act on the feasibility of critical elements. [OUTCOME 6]
BP6

technology decisions, key supplied features, relevant safety and security contents.

(see MAN.5 for risk mamagement).

Agile Work Products: Prototypes, Potentially shippable work increment, Product backlog

Supporting Agile Principles

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Base practices
Estimate Work.
BP7

continuously improve team collaboration and the quality of the product backlog. [OUTCOME 7]

DoR and considering (potential) impediments.

consensus.

Agile Work Products:

Supporting Agile Principles

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Base practices
Work Planning.
BP8
ready and done.[OUTCOME 8]

and team of teams (e.g., sprints and releases).

-
ded work approach, dependencies and feasibility.

estimates, overall vision and strategic themes.

focusing on the near and known future.

pull, round robin.

segmentation of activities is reduced to a minimum.

shippable does not mean the results have to be delivered to customers. Shipping is a recorded business decision
and should provide customer value and feedback.

iteration cycles and disciplines.

Agile Work Products: Product backlog, Tasks (e.g., part of the backlog), Plan for the upcoming activities in a task list,
Shippable work increment (SWI) = Release
Supporting Agile Principles

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Base practices
Inspect and Adapt.
BP9
ensure consistency and to manage impacts on strategic themes and vision. [OUTCOME 9]

(e.g., small iterations on team level and larger increments on team of teams or program level).

team capacity to ensure a sustainable pace.

Agile Work Products:
Supporting Agile Principles

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Base practices
Manage Impediments. Identify, monitor, and resolve impediments within and across iteration cycles by teams
BP10
(of teams). [OUTCOME 10]

work or visions and strategic themes (potential impediment = risk).

capacity to ensure a sustainable pace.

helps in adapting work planning as well as vision and strategic themes.

Agile Work Products:

Supporting Agile Principles

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Base practices
Improve Work Approach.
BP11
Inspect and adapt the work approach based on short learning cycles within the team (of teams). [OUTCOME 3]

approach.

least per iteration cycle and event driven.

Agile Work Products:

Supporting Agile Principles

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AGL.2 Partner Collaboration Management Purpose and Outcomes
The purpose of the Partner Collaboration Management Process is to achieve common project goals in collaboration with a partner.

Agile Process Outcomes

1.
2.
3.
4.
5.
6. Progress of all partners is continuously and jointly inspected.

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AGL.2 Partner Collaboration Management Practice Summary

BP1 Establish a collaboration model. Establish and maintain an agreement on how partners collaborate, how and how often they

BP2 Share information. Establish communication to share all agreed information between partners.
BP3 Establish a technical approach. A technical approach is jointly developed, agreed upon and kept up to date on a regular basis
as documented in the collaboration agreement.
BP4 Review joint technical content. Perform reviews on jointly developed technical content with regard to Acceptance Criteria and

BP5 Inspect joint progress. -

dule against plan. Identify technical and business risks, impediments, and deviations from desired status collaboratively.
BP6 Act on risks, impediments, and deviations. Mitigate technical and business risks, impediments, and deviations from desired
status collaboratively.

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AGL.2 with 6 Base Practices
Establish a collaboration model. Establish and maintain an agreement on how partners collaborate, how and how often they
BP1
[OUTCOME 1, 2, 3]

Agile Work Products:

Supporting Agile Principles

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Base practices
Share information. Establish communication to share all agreed information between partners.
BP2
[OUTCOME 1, 2, 3]

Agile Work Products: Collaboration agreement, Product vision, Product roadmap, Product backlog, Open item list, Risk list,

Supporting Agile Principles

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Base practices
Establish a technical approach. A technical approach is jointly developed, agreed
BP3
upon and kept up to date on a regular basis as documented in the collaboration agreement. [OUTCOME 1, 3, 4, 5]

Agile Work Products:

Review record, Open item list, Risk list
Supporting Agile Principles

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Base practices
Review joint technical content. Perform reviews on jointly developed technical content with regard to Acceptance Criteria
BP4
[OUTCOME 1, 2, 3, 5]

Agile Work Products:

Review record, Open item list
Supporting Agile Principles

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Base practices
Inspect joint progress.
BP5
effort, cost and schedule against plan. Identify technical and business risks, impediments, and deviations from desired status
collaboratively. [OUTCOME 1, 3, 4, 6]

Agile Work Products:

Risk list, Impediment backlog
Supporting Agile Principles

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Base practices
Act on risks, impediments, and deviations. Mitigate technical and business risks, impediments, and deviations from desired
BP6
status collaboratively. [OUTCOME 1, 4]

Agile Work Products:

Open item list, Risk list, Impediment backlog
Supporting Agile Principles

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AGL.3 Agile Quality Assurance Purpose and Outcomes
The purpose of Agile Quality Assurance is to independently identify, track to closure, escalate and further prevent impediments
affecting the achievement of quality objectives.

Agile Process Outcomes

1. quality objectives in line with work boundaries, vision, strategic themes, work approach and governance criteria are collaboratively

2. a quality assurance strategy to identify and independently communicate impediments in achieving quality objectives is jointly

3.
4.
5.
6. mechanisms and authority to escalate non resolution of impediments within and beyond the agile team (of teams) are
established and effective.

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AGL.3 Agile Quality Assurance (AQA) Practice Summary

BP 1 Identify quality objectives. Collaboratively identify and agree on quality objectives in line with work boundaries, vision, strategic
themes, work approach, and governance criteria.
BP 2
communicate impediments in achieving quality objectives.
BP 3 Ensure conformance. Ensure the conformance of actual work products and processes as implemented by the agile team
(of teams) to agreed work approach and applicable governance criteria.
BP 4 Record impediments. Record impediments affecting the achievement of quality objectives and communicate them to relevant
stakeholders.
BP 5 Resolve impediments. Track impediments affecting the achievement of quality objectives to closure and prevent their
re occurrence.
BP 6 Establish escalation mechanisms. Establish mechanisms and authority to escalate non resolution of impediments within and
beyond the agile team (of teams).
BP 7 Ensure effective escalation. Ensure the resolution of escalated impediments by adequate governance and decision making
bodies.
BP 8 Inspect and adapt. Inspect and adapt the quality assurance strategy based on short learning cycles within the agile
team (of teams).

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AGL.3 with 8 Base Practices
Identify quality objectives. Collaboratively identify and agree on quality objectives in line with work boundaries, vision,
BP1
strategic themes, work approach and governance criteria. [OUTCOME 1]

Agile Work Products: Quality objectives

Supporting Agile Principles

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AGL.3 with 8 Base Practices

BP2
communicate impediments in achieving quality objectives. [OUTCOME 2]

Agile Work Products: Agile quality strategy, Quality plan

Supporting Agile Principles

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AGL.3 with 8 Base Practices
Ensure conformance. Ensure the conformance of actual work products and processes as implemented by the agile team
BP3
(of teams) to agreed work approach and applicable governance criteria. [OUTCOME 2, 3]

Agile Work Products: Review record

Supporting Agile Principles

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AGL.3 with 8 Base Practices
Record impediments. Ensure the conformance of actual work products and processes as implemented by the agile team
BP4
(of teams) to agreed work approach and applicable governance criteria. [OUTCOME 4]

Agile Work Products: Impediment backlog, Backlog, Communication record

Supporting Agile Principles

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AGL.3 with 8 Base Practices
Resolve impediments Track. Track impediments affecting the achievement of quality objectives to closure and prevent
BP5
their re-occurrence. [OUTCOME 5]

Agile Work Products: Impediment backlog, Backlog, Communication record

Supporting Agile Principles

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AGL.3 with 8 Base Practices
Establish escalation mechanisms. Establish mechanisms and authority to escalate non resolution of impediments within
BP6
and beyond the agile team(of teams). [OUTCOME 6]

Agile Work Products: Escalation path, Communication record, Impediment backlog

Supporting Agile Principles

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AGL.3 with 8 Base Practices
Ensure effective escalation. Ensure the resolution of escalated impediments by adequate governance and decision-making
BP7
bodies. [OUTCOME 6]

Agile Work Products: Escalation record, Communication record, Impediment backlog

Supporting Agile Principles

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AGL.3 with 8 Base Practicesapt
Inspect and adapt. Inspect and adapt the quality assurance strategy based on short learning cycles within the agile team
BP8
(of teams). [OUTCOME 1, 2]

Agile Work Products: Quality plan, Agile quality strategy, Quality objectives, Meeting records
Supporting Agile Principles

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Intacs™ working group Agile SPICE™
Lead Christian Knüvener (christian.knuevener@knuevenermackert.com)
Co-Lead Christian Hertneck (christian.hertneck@kuglermaag.com)
Extended Team

H.D. Müller, Hendrik Meyl (MunichSafety), Klaus Hörmann (KMC), Le-Roy Graeff (Student),

Rocio Rojas (KMC), Rüdiger Bayer (KnüvenerMackert), Rüdiger Heimgärtner (KnüvenerMackert),

Sergej Weber (KMC), Stefan Weber (Continental), Stephan Müller (T-Systems), Tobias Maier
(MethodPark)

Reviewers
Stefan Weber (Continental)

References

[3] Agile Manifesto: http://agilemanifesto.org/principles.html

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About intacs™

with volunteers and is open, transparent, global and multilingual. The goal is to ensure high quality assessor

intacs™ was founded to improve assessments, to reduce variations in the quality of assessment results and
to improve their comparability.
In order to reach these goals, intacs™:

• sets standards for maintaining assessor competence

• promotes assessment models and community interactions

process requirements for car manufacturers and suppliers).

For individuals interested in becoming an assessor

experience
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