Lean Thinking and Value
How effectively you define value, understand work as a system, expose waste and use evidence-based improvement.
INDENTRA Lean and Agile Management Academy
Lean and Agile Management Skills Assessment
Assess your Lean and Agile management capability across seven connected competency domains, identify strengths and development priorities, and translate the results into a focused learning pathway.
A structured capability diagnostic
Understand how your Lean and Agile capability is distributed across the system of work.
The assessment uses 35 applied self-rating statements across the complete Lean and Agile capability system—from customer value, adaptive delivery and team practice to flow, product, Lean Six Sigma and enterprise transformation.
- 35 statements grouped into seven practical Lean and Agile management competency domains.
- Five-point behaviour-based self-rating scale focused on applied capability.
- Overall profile, category scores and a visual radar chart.
- Text interpretation identifying strengths, priority gaps and relevant Lean and Agile Management Academy pathways.
Seven competency domains
Assess the connected capabilities required to improve flow, lead adaptive teams and deliver customer value.
The profile follows the current Lean and Agile Management Academy capability system, combining Lean thinking, adaptive delivery, Scrum, Kanban, product, evidence-based improvement and enterprise agility.
Adaptive and Hybrid Delivery
Your ability to select fit-for-purpose delivery approaches, plan adaptively and maintain discipline as evidence and priorities change.
Scrum and Team Coaching
How effectively you use Scrum purposefully, facilitate decisions, support self-management and strengthen team learning.
Kanban, Flow and Metrics
Your capability to visualise work, control work in progress, improve flow and use delivery evidence without gaming metrics.
Product and Customer Value
How effectively you connect customer needs, product goals, discovery, prioritisation, backlogs and evidence of value.
Lean Six Sigma and DMAIC
Your ability to define improvement problems, use data and process analysis, test causes and sustain measurable improvement.
Enterprise Agility and Transformation
How effectively you connect adaptive delivery with strategy, investment, portfolio flow, leadership, governance and organisational learning.
Your assessment
Lean Thinking, Customer Value and Continuous Improvement
Rate what you can currently do in practice—not what you know in theory or expect to learn.
Competency 1 of 7
Lean Thinking, Customer Value and Continuous Improvement
How effectively you define value, understand work as a system, expose waste and use evidence-based improvement.
1. I can define customer value and desired outcomes clearly enough to distinguish useful work from activity that adds delay, cost or little value.
2. I can analyse work as an end-to-end system rather than optimising one team, function or local activity in isolation.
3. I can identify common forms of waste, delay, rework, overburden, queues and unnecessary hand-offs in knowledge or operational work.
4. I can frame an improvement problem using evidence, causes and current performance before selecting a countermeasure.
5. I can use small experiments, feedback and measurable results to improve work continuously rather than relying only on large change initiatives.
Please answer all five statements in this competency before continuing.
Competency 2 of 7
Agile Principles, Adaptive Planning and Hybrid Delivery
Your ability to select fit-for-purpose delivery approaches, plan adaptively and maintain discipline as evidence and priorities change.
6. I can distinguish predictive, iterative, incremental, flow-based and hybrid delivery approaches and explain when each may be appropriate.
7. I can translate outcomes into near-term priorities, manageable work and review points without pretending that uncertain work can be fully planned upfront.
8. I can revise plans, scope or sequencing when evidence changes while preserving accountability, transparency and control.
9. I can manage dependencies, risks, commitments and stakeholder expectations in adaptive or hybrid environments without reverting automatically to rigid command-and-control practices.
10. I can tailor Agile practices to context while preserving the underlying principles of feedback, learning, customer value and disciplined delivery.
Please answer all five statements in this competency before continuing.
Competency 3 of 7
Scrum Mastery, Facilitation and Team Coaching
How effectively you use Scrum purposefully, facilitate decisions, support self-management and strengthen team learning.
11. I can explain and apply Scrum accountabilities, events, artefacts and commitments as an empirical delivery system rather than a checklist of ceremonies.
12. I can facilitate planning, review, retrospective and team discussions so they produce clear decisions, participation and useful feedback.
13. I can coach teams without taking ownership away from them or becoming the administrator of all work and decisions.
14. I can recognise team conflict, weak accountability, unhealthy dependence or poor collaboration and intervene in ways that strengthen self-management.
15. I can identify, prioritise and escalate impediments and use evidence to guide team-level and organisational improvement.
Please answer all five statements in this competency before continuing.
Competency 4 of 7
Kanban, Flow Management and Delivery Metrics
Your capability to visualise work, control work in progress, improve flow and use delivery evidence without gaming metrics.
16. I can visualise work and workflow in a way that makes queues, blockers, dependencies, ownership and policies visible.
17. I can set and use work-in-progress limits to expose capacity constraints and improve focus rather than simply recording how much work exists.
18. I can analyse lead time, cycle time, throughput, ageing work and flow efficiency to understand delivery performance.
19. I can identify bottlenecks and blocked flow and use the evidence to improve system performance rather than pressure individuals to work faster.
20. I can use flow metrics for learning and forecasting without turning them into simplistic targets that encourage gaming or poor-quality decisions.
Please answer all five statements in this competency before continuing.
Competency 5 of 7
Product Ownership, Discovery and Value Management
How effectively you connect customer needs, product goals, discovery, prioritisation, backlogs and evidence of value.
21. I can translate customer problems, organisational goals and market evidence into clear product outcomes and priorities.
22. I can use discovery, research, experiments and feedback to test assumptions before committing significant investment to a solution.
23. I can maintain and order a product backlog using value, risk, learning, dependency and effort rather than stakeholder pressure alone.
24. I can make transparent trade-offs between customer value, quality, time, risk, technical sustainability and organisational constraints.
25. I can use outcome evidence and stakeholder feedback to continue, change, narrow or stop product work when assumptions are not supported.
Please answer all five statements in this competency before continuing.
Competency 6 of 7
Lean Six Sigma, DMAIC and Evidence-Based Problem Solving
Your ability to define improvement problems, use data and process analysis, test causes and sustain measurable improvement.
26. I can define an improvement problem using customer requirements, process performance, scope, measurable objectives and a credible business case.
27. I can select and interpret data that is sufficiently reliable to understand baseline performance, variation and the scale of the problem.
28. I can analyse process behaviour and root causes using evidence rather than treating correlation, opinion or the most visible symptom as proof.
29. I can design, test and select countermeasures that address verified causes and balance performance, quality, risk and implementation practicality.
30. I can establish controls, ownership and measures that help sustain improvement and distinguish real benefit from short-term fluctuation.
Please answer all five statements in this competency before continuing.
Competency 7 of 7
Enterprise Agility, Portfolio Management and Organisational Transformation
How effectively you connect adaptive delivery with strategy, investment, portfolio flow, leadership, governance and organisational learning.
31. I can translate strategy into portfolio outcomes, investment priorities and guardrails that guide adaptive delivery without prescribing every local decision.
32. I can balance demand, capacity, work in progress, dependencies, risk and investment across multiple products, teams or value streams.
33. I can use outcome, flow, risk and confidence evidence to make continue, accelerate, narrow, pause or stop decisions at portfolio level.
34. I can recognise when leadership behaviour, governance, incentives, structure or culture are constraining agility more than the delivery framework itself.
35. I can lead or support organisational transformation through experiments, feedback, capability building and responsible use of digital or AI-enabled practices rather than relying on a one-time rollout.
Please answer all five statements in this competency before continuing.
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Overall self-assessed profile
Your Lean and Agile management profile
Assessment result
Capability profile
See how your capability is distributed across the seven domains.
The radar chart makes balance visible. A strong overall result with one or two lower domains may indicate a focused development need rather than a general Lean and Agile capability gap.
Development priorities