HSP — AGILE/SCRUM QUICK SCAN
A short perspective scan for people working in Agile/Scrum. Explore which signals you notice around visibility, honesty, commitments, learning, stakeholder input and choice space under pressure.
You are not judging who is doing Agile right or wrong. You look at the work system from your position within it: the team, Scrum practices, stakeholders and what becomes more or less available to you in that environment.
One completed scan is one perspective. When several people complete it independently, the similarities and differences become especially useful.
Start the Agile/Scrum Quick Scan → See what the result shows →
Agile/Scrum Quick Scan
The Quick Scan helps you look at the Agile/Scrum work system from your own position within it.
You are not objectively rating how “well” the team works Agile. You indicate what you recognize in daily practice around visibility, honesty, planning and commitment, learning, stakeholder input and choice space under pressure.
You may therefore also assess the team, Scrum practices, stakeholders and other conditions as you experience them. Within HSP, these are part of the input and environment in which your own system has to detect, predict, choose and act.
One completed scan is one perspective on the work system — not a diagnosis of the team.
HSP & Agile
Agile organizes work around visibility, feedback, learning and adaptation. HSP helps investigate what happens to people when that environment becomes unclear, fast, socially tense or demanding.
A planning session, stakeholder request, deadline, retrospective or blocker is not only “process”. It is also input. That input acquires meaning, may trigger activation and expectations, consume attention and influence how much choice space someone still experiences.
That is why this Quick Scan looks neither only at Scrum practices nor only at the individual. It looks at the interaction between the human and the work system.
Agile asks: “Do we see what is happening and adapt?”
HSP adds: “What makes seeing, speaking, choosing and adapting more or less available here?”
Six perspectives on the work system
The twelve statements are divided across six practical Agile themes. Each theme shows how strongly a particular signal is recognizable from your position.
A high score does not tell you who or what is the cause. It only means that this theme is more clearly visible in your answers and may therefore be useful to investigate further.
Result
The result shows which of the six themes are relatively strong or barely visible from your perspective.
There is no Agile maturity score and no judgment of the team. The theme scores mainly help identify where further investigation is likely to provide the most useful information.
A high score does not mean that something is “wrong”. A low score does not mean that a theme always goes well either. The result only describes what stands out in your answers for this work environment.
After the scan
Do not use the result as a final conclusion, and do not automatically treat it as an instruction to change something.
Choose one clear or strong signal and first see whether you recognize it in concrete situations. What exactly happens? Which input or expectation is involved? What becomes less available under pressure? Sometimes a small experiment then makes sense. Sometimes more observation, less load, clearer input or a different conversation is needed first.
Examples:
From perspective to team view
The Quick Scan is completed individually. This makes clear whose perspective is being reported and prevents one response from automatically being treated as the truth about the whole team.
When several people from the same team or work system complete the scan independently, the six theme scores can be compared.
One scan = one perspective. Multiple scans = multiple perspectives. Similarities and differences together provide a richer view of the work system.
MAKE THE WORK SYSTEM VISIBLE
The Quick Scan helps make signals and recurring patterns visible. A score does not prove where the problem sits and does not identify who is the cause.
Choose one concrete pattern afterwards and investigate it before drawing conclusions or selecting solutions.