ScrumBan [R]Evolution - Are #NoEstimate and #NoSprints your next steps
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Transcript of ScrumBan [R]Evolution - Are #NoEstimate and #NoSprints your next steps
Scrumban [R]Evolution What is your next step
AGENDA
Scrumban
5 GUIDING QUESTIONS
5 Steps of evolution
Source httppictures4evereupeopleview-of-rocks-166489
SCRUM+KANBAN=SCRUMBAN An overview
Source httpwwwscrumbanio
S C R U M
Source httpsabjenterprisesintfileswordpresscom201312canstockphoto2901807jpg
Cross functional teams
Source httpfilesbebetterleadercommediafunctional-vs-cross-functionalpng
Small value adding Pieces
Incremental Releases
Source httpwwwinfoqcomresourceminibookskanban-scrum-minibookenpdfKanbanAndScrumInfoQVersionFINALpdf
K A N B A N
Source httpsabjenterprisesintfileswordpresscom201312canstockphoto2901807jpg
WIPVISUALIZE WORKFLOW
Measure Cycle Time amp Optimize
Source httpwwwinfoqcomresourceminibookskanban-scrum-minibookenpdfKanbanAndScrumInfoQVersionFINALpdf
S C R U M B A N
Do NOT develop an attachment
to any one weapon or any one school of fighting
Few people Many people
Few large Teams Many small teams
Low WIP limits High WIP limits
No iterations Long iterations
Little planning Lots of planning
hellipetchellip hellipetchellip
Scrum Kanban Scrumban
BoardArtifacts
simple boardproduct backlog sprint backlog burndown chart board mapped on the process board mapped on the process
Ceremoniesdaily Scrumsprint planning sprint reviewsprint retrospective
none requireddaily Scrumother Scrum related ceremonies if needed
Prioritization Part of backlog grooming Done by PO
Out of the process There should be a prioritized backlog
Out of the process There should be a prioritized backlog
Who feeds WIP PO Depends on defined roles and
necessitiesDepends on defined roles and necessities
Iterations yes (sprints) no (continuous flow) not mandatory (continuous flow) could have sprints
Estimations yes (in ideal days or story points) no (similar work size items) (a) no (similar work size items) (a)
Teams recommended cross functional cross functional or specialized cross functional or specialized
Scrum Kanban Scrumban
Roles Product Owner Scrum Master Team as needed Team + as needed
Teamwork collaborative based on pull approach based on pull approach
WIP planned for the duration of the sprint controlled by workflow state controlled by workflow state
changes scope should wait for next sprint added as needed (JIT) added as needed (JIT)
Product backlog
prioritized list of user stories (estimated) no (JIT) no (JIT)
Impediments addressed immediately addressed immediately (b) addressed immediately (b)
Emphasizes applying Kanban systems within a Scrum context and layering the Kanban Method alongside Scrum as a
vehicle for evolutionary change
Itrsquos about aiding and amplifying the capabilities already inherent in Scrum as well
as providing new perspectives and capabilities
Scrumban [R]Evolution Getting the most out of Agile Scrum and Lean Kanban by Ajay Reddy
S C R U M B A N
5 GUIDING QUESTIONS
5Source httpwwwpedalinncomfaq
Source Mike Sutton
VALUE
Do we know the value we seek to deliver and are we
consistently delivering the
maximum value
Source httpswwwasigovernmentcomfilesimagesearnedValueManagementpng
Sourcehttpwwwlharrispartnerscomwp-contentuploads201305business-value-graphicjpg
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
AGENDA
Scrumban
5 GUIDING QUESTIONS
5 Steps of evolution
Source httppictures4evereupeopleview-of-rocks-166489
SCRUM+KANBAN=SCRUMBAN An overview
Source httpwwwscrumbanio
S C R U M
Source httpsabjenterprisesintfileswordpresscom201312canstockphoto2901807jpg
Cross functional teams
Source httpfilesbebetterleadercommediafunctional-vs-cross-functionalpng
Small value adding Pieces
Incremental Releases
Source httpwwwinfoqcomresourceminibookskanban-scrum-minibookenpdfKanbanAndScrumInfoQVersionFINALpdf
K A N B A N
Source httpsabjenterprisesintfileswordpresscom201312canstockphoto2901807jpg
WIPVISUALIZE WORKFLOW
Measure Cycle Time amp Optimize
Source httpwwwinfoqcomresourceminibookskanban-scrum-minibookenpdfKanbanAndScrumInfoQVersionFINALpdf
S C R U M B A N
Do NOT develop an attachment
to any one weapon or any one school of fighting
Few people Many people
Few large Teams Many small teams
Low WIP limits High WIP limits
No iterations Long iterations
Little planning Lots of planning
hellipetchellip hellipetchellip
Scrum Kanban Scrumban
BoardArtifacts
simple boardproduct backlog sprint backlog burndown chart board mapped on the process board mapped on the process
Ceremoniesdaily Scrumsprint planning sprint reviewsprint retrospective
none requireddaily Scrumother Scrum related ceremonies if needed
Prioritization Part of backlog grooming Done by PO
Out of the process There should be a prioritized backlog
Out of the process There should be a prioritized backlog
Who feeds WIP PO Depends on defined roles and
necessitiesDepends on defined roles and necessities
Iterations yes (sprints) no (continuous flow) not mandatory (continuous flow) could have sprints
Estimations yes (in ideal days or story points) no (similar work size items) (a) no (similar work size items) (a)
Teams recommended cross functional cross functional or specialized cross functional or specialized
Scrum Kanban Scrumban
Roles Product Owner Scrum Master Team as needed Team + as needed
Teamwork collaborative based on pull approach based on pull approach
WIP planned for the duration of the sprint controlled by workflow state controlled by workflow state
changes scope should wait for next sprint added as needed (JIT) added as needed (JIT)
Product backlog
prioritized list of user stories (estimated) no (JIT) no (JIT)
Impediments addressed immediately addressed immediately (b) addressed immediately (b)
Emphasizes applying Kanban systems within a Scrum context and layering the Kanban Method alongside Scrum as a
vehicle for evolutionary change
Itrsquos about aiding and amplifying the capabilities already inherent in Scrum as well
as providing new perspectives and capabilities
Scrumban [R]Evolution Getting the most out of Agile Scrum and Lean Kanban by Ajay Reddy
S C R U M B A N
5 GUIDING QUESTIONS
5Source httpwwwpedalinncomfaq
Source Mike Sutton
VALUE
Do we know the value we seek to deliver and are we
consistently delivering the
maximum value
Source httpswwwasigovernmentcomfilesimagesearnedValueManagementpng
Sourcehttpwwwlharrispartnerscomwp-contentuploads201305business-value-graphicjpg
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
SCRUM+KANBAN=SCRUMBAN An overview
Source httpwwwscrumbanio
S C R U M
Source httpsabjenterprisesintfileswordpresscom201312canstockphoto2901807jpg
Cross functional teams
Source httpfilesbebetterleadercommediafunctional-vs-cross-functionalpng
Small value adding Pieces
Incremental Releases
Source httpwwwinfoqcomresourceminibookskanban-scrum-minibookenpdfKanbanAndScrumInfoQVersionFINALpdf
K A N B A N
Source httpsabjenterprisesintfileswordpresscom201312canstockphoto2901807jpg
WIPVISUALIZE WORKFLOW
Measure Cycle Time amp Optimize
Source httpwwwinfoqcomresourceminibookskanban-scrum-minibookenpdfKanbanAndScrumInfoQVersionFINALpdf
S C R U M B A N
Do NOT develop an attachment
to any one weapon or any one school of fighting
Few people Many people
Few large Teams Many small teams
Low WIP limits High WIP limits
No iterations Long iterations
Little planning Lots of planning
hellipetchellip hellipetchellip
Scrum Kanban Scrumban
BoardArtifacts
simple boardproduct backlog sprint backlog burndown chart board mapped on the process board mapped on the process
Ceremoniesdaily Scrumsprint planning sprint reviewsprint retrospective
none requireddaily Scrumother Scrum related ceremonies if needed
Prioritization Part of backlog grooming Done by PO
Out of the process There should be a prioritized backlog
Out of the process There should be a prioritized backlog
Who feeds WIP PO Depends on defined roles and
necessitiesDepends on defined roles and necessities
Iterations yes (sprints) no (continuous flow) not mandatory (continuous flow) could have sprints
Estimations yes (in ideal days or story points) no (similar work size items) (a) no (similar work size items) (a)
Teams recommended cross functional cross functional or specialized cross functional or specialized
Scrum Kanban Scrumban
Roles Product Owner Scrum Master Team as needed Team + as needed
Teamwork collaborative based on pull approach based on pull approach
WIP planned for the duration of the sprint controlled by workflow state controlled by workflow state
changes scope should wait for next sprint added as needed (JIT) added as needed (JIT)
Product backlog
prioritized list of user stories (estimated) no (JIT) no (JIT)
Impediments addressed immediately addressed immediately (b) addressed immediately (b)
Emphasizes applying Kanban systems within a Scrum context and layering the Kanban Method alongside Scrum as a
vehicle for evolutionary change
Itrsquos about aiding and amplifying the capabilities already inherent in Scrum as well
as providing new perspectives and capabilities
Scrumban [R]Evolution Getting the most out of Agile Scrum and Lean Kanban by Ajay Reddy
S C R U M B A N
5 GUIDING QUESTIONS
5Source httpwwwpedalinncomfaq
Source Mike Sutton
VALUE
Do we know the value we seek to deliver and are we
consistently delivering the
maximum value
Source httpswwwasigovernmentcomfilesimagesearnedValueManagementpng
Sourcehttpwwwlharrispartnerscomwp-contentuploads201305business-value-graphicjpg
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
S C R U M
Source httpsabjenterprisesintfileswordpresscom201312canstockphoto2901807jpg
Cross functional teams
Source httpfilesbebetterleadercommediafunctional-vs-cross-functionalpng
Small value adding Pieces
Incremental Releases
Source httpwwwinfoqcomresourceminibookskanban-scrum-minibookenpdfKanbanAndScrumInfoQVersionFINALpdf
K A N B A N
Source httpsabjenterprisesintfileswordpresscom201312canstockphoto2901807jpg
WIPVISUALIZE WORKFLOW
Measure Cycle Time amp Optimize
Source httpwwwinfoqcomresourceminibookskanban-scrum-minibookenpdfKanbanAndScrumInfoQVersionFINALpdf
S C R U M B A N
Do NOT develop an attachment
to any one weapon or any one school of fighting
Few people Many people
Few large Teams Many small teams
Low WIP limits High WIP limits
No iterations Long iterations
Little planning Lots of planning
hellipetchellip hellipetchellip
Scrum Kanban Scrumban
BoardArtifacts
simple boardproduct backlog sprint backlog burndown chart board mapped on the process board mapped on the process
Ceremoniesdaily Scrumsprint planning sprint reviewsprint retrospective
none requireddaily Scrumother Scrum related ceremonies if needed
Prioritization Part of backlog grooming Done by PO
Out of the process There should be a prioritized backlog
Out of the process There should be a prioritized backlog
Who feeds WIP PO Depends on defined roles and
necessitiesDepends on defined roles and necessities
Iterations yes (sprints) no (continuous flow) not mandatory (continuous flow) could have sprints
Estimations yes (in ideal days or story points) no (similar work size items) (a) no (similar work size items) (a)
Teams recommended cross functional cross functional or specialized cross functional or specialized
Scrum Kanban Scrumban
Roles Product Owner Scrum Master Team as needed Team + as needed
Teamwork collaborative based on pull approach based on pull approach
WIP planned for the duration of the sprint controlled by workflow state controlled by workflow state
changes scope should wait for next sprint added as needed (JIT) added as needed (JIT)
Product backlog
prioritized list of user stories (estimated) no (JIT) no (JIT)
Impediments addressed immediately addressed immediately (b) addressed immediately (b)
Emphasizes applying Kanban systems within a Scrum context and layering the Kanban Method alongside Scrum as a
vehicle for evolutionary change
Itrsquos about aiding and amplifying the capabilities already inherent in Scrum as well
as providing new perspectives and capabilities
Scrumban [R]Evolution Getting the most out of Agile Scrum and Lean Kanban by Ajay Reddy
S C R U M B A N
5 GUIDING QUESTIONS
5Source httpwwwpedalinncomfaq
Source Mike Sutton
VALUE
Do we know the value we seek to deliver and are we
consistently delivering the
maximum value
Source httpswwwasigovernmentcomfilesimagesearnedValueManagementpng
Sourcehttpwwwlharrispartnerscomwp-contentuploads201305business-value-graphicjpg
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
Cross functional teams
Source httpfilesbebetterleadercommediafunctional-vs-cross-functionalpng
Small value adding Pieces
Incremental Releases
Source httpwwwinfoqcomresourceminibookskanban-scrum-minibookenpdfKanbanAndScrumInfoQVersionFINALpdf
K A N B A N
Source httpsabjenterprisesintfileswordpresscom201312canstockphoto2901807jpg
WIPVISUALIZE WORKFLOW
Measure Cycle Time amp Optimize
Source httpwwwinfoqcomresourceminibookskanban-scrum-minibookenpdfKanbanAndScrumInfoQVersionFINALpdf
S C R U M B A N
Do NOT develop an attachment
to any one weapon or any one school of fighting
Few people Many people
Few large Teams Many small teams
Low WIP limits High WIP limits
No iterations Long iterations
Little planning Lots of planning
hellipetchellip hellipetchellip
Scrum Kanban Scrumban
BoardArtifacts
simple boardproduct backlog sprint backlog burndown chart board mapped on the process board mapped on the process
Ceremoniesdaily Scrumsprint planning sprint reviewsprint retrospective
none requireddaily Scrumother Scrum related ceremonies if needed
Prioritization Part of backlog grooming Done by PO
Out of the process There should be a prioritized backlog
Out of the process There should be a prioritized backlog
Who feeds WIP PO Depends on defined roles and
necessitiesDepends on defined roles and necessities
Iterations yes (sprints) no (continuous flow) not mandatory (continuous flow) could have sprints
Estimations yes (in ideal days or story points) no (similar work size items) (a) no (similar work size items) (a)
Teams recommended cross functional cross functional or specialized cross functional or specialized
Scrum Kanban Scrumban
Roles Product Owner Scrum Master Team as needed Team + as needed
Teamwork collaborative based on pull approach based on pull approach
WIP planned for the duration of the sprint controlled by workflow state controlled by workflow state
changes scope should wait for next sprint added as needed (JIT) added as needed (JIT)
Product backlog
prioritized list of user stories (estimated) no (JIT) no (JIT)
Impediments addressed immediately addressed immediately (b) addressed immediately (b)
Emphasizes applying Kanban systems within a Scrum context and layering the Kanban Method alongside Scrum as a
vehicle for evolutionary change
Itrsquos about aiding and amplifying the capabilities already inherent in Scrum as well
as providing new perspectives and capabilities
Scrumban [R]Evolution Getting the most out of Agile Scrum and Lean Kanban by Ajay Reddy
S C R U M B A N
5 GUIDING QUESTIONS
5Source httpwwwpedalinncomfaq
Source Mike Sutton
VALUE
Do we know the value we seek to deliver and are we
consistently delivering the
maximum value
Source httpswwwasigovernmentcomfilesimagesearnedValueManagementpng
Sourcehttpwwwlharrispartnerscomwp-contentuploads201305business-value-graphicjpg
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
Small value adding Pieces
Incremental Releases
Source httpwwwinfoqcomresourceminibookskanban-scrum-minibookenpdfKanbanAndScrumInfoQVersionFINALpdf
K A N B A N
Source httpsabjenterprisesintfileswordpresscom201312canstockphoto2901807jpg
WIPVISUALIZE WORKFLOW
Measure Cycle Time amp Optimize
Source httpwwwinfoqcomresourceminibookskanban-scrum-minibookenpdfKanbanAndScrumInfoQVersionFINALpdf
S C R U M B A N
Do NOT develop an attachment
to any one weapon or any one school of fighting
Few people Many people
Few large Teams Many small teams
Low WIP limits High WIP limits
No iterations Long iterations
Little planning Lots of planning
hellipetchellip hellipetchellip
Scrum Kanban Scrumban
BoardArtifacts
simple boardproduct backlog sprint backlog burndown chart board mapped on the process board mapped on the process
Ceremoniesdaily Scrumsprint planning sprint reviewsprint retrospective
none requireddaily Scrumother Scrum related ceremonies if needed
Prioritization Part of backlog grooming Done by PO
Out of the process There should be a prioritized backlog
Out of the process There should be a prioritized backlog
Who feeds WIP PO Depends on defined roles and
necessitiesDepends on defined roles and necessities
Iterations yes (sprints) no (continuous flow) not mandatory (continuous flow) could have sprints
Estimations yes (in ideal days or story points) no (similar work size items) (a) no (similar work size items) (a)
Teams recommended cross functional cross functional or specialized cross functional or specialized
Scrum Kanban Scrumban
Roles Product Owner Scrum Master Team as needed Team + as needed
Teamwork collaborative based on pull approach based on pull approach
WIP planned for the duration of the sprint controlled by workflow state controlled by workflow state
changes scope should wait for next sprint added as needed (JIT) added as needed (JIT)
Product backlog
prioritized list of user stories (estimated) no (JIT) no (JIT)
Impediments addressed immediately addressed immediately (b) addressed immediately (b)
Emphasizes applying Kanban systems within a Scrum context and layering the Kanban Method alongside Scrum as a
vehicle for evolutionary change
Itrsquos about aiding and amplifying the capabilities already inherent in Scrum as well
as providing new perspectives and capabilities
Scrumban [R]Evolution Getting the most out of Agile Scrum and Lean Kanban by Ajay Reddy
S C R U M B A N
5 GUIDING QUESTIONS
5Source httpwwwpedalinncomfaq
Source Mike Sutton
VALUE
Do we know the value we seek to deliver and are we
consistently delivering the
maximum value
Source httpswwwasigovernmentcomfilesimagesearnedValueManagementpng
Sourcehttpwwwlharrispartnerscomwp-contentuploads201305business-value-graphicjpg
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
K A N B A N
Source httpsabjenterprisesintfileswordpresscom201312canstockphoto2901807jpg
WIPVISUALIZE WORKFLOW
Measure Cycle Time amp Optimize
Source httpwwwinfoqcomresourceminibookskanban-scrum-minibookenpdfKanbanAndScrumInfoQVersionFINALpdf
S C R U M B A N
Do NOT develop an attachment
to any one weapon or any one school of fighting
Few people Many people
Few large Teams Many small teams
Low WIP limits High WIP limits
No iterations Long iterations
Little planning Lots of planning
hellipetchellip hellipetchellip
Scrum Kanban Scrumban
BoardArtifacts
simple boardproduct backlog sprint backlog burndown chart board mapped on the process board mapped on the process
Ceremoniesdaily Scrumsprint planning sprint reviewsprint retrospective
none requireddaily Scrumother Scrum related ceremonies if needed
Prioritization Part of backlog grooming Done by PO
Out of the process There should be a prioritized backlog
Out of the process There should be a prioritized backlog
Who feeds WIP PO Depends on defined roles and
necessitiesDepends on defined roles and necessities
Iterations yes (sprints) no (continuous flow) not mandatory (continuous flow) could have sprints
Estimations yes (in ideal days or story points) no (similar work size items) (a) no (similar work size items) (a)
Teams recommended cross functional cross functional or specialized cross functional or specialized
Scrum Kanban Scrumban
Roles Product Owner Scrum Master Team as needed Team + as needed
Teamwork collaborative based on pull approach based on pull approach
WIP planned for the duration of the sprint controlled by workflow state controlled by workflow state
changes scope should wait for next sprint added as needed (JIT) added as needed (JIT)
Product backlog
prioritized list of user stories (estimated) no (JIT) no (JIT)
Impediments addressed immediately addressed immediately (b) addressed immediately (b)
Emphasizes applying Kanban systems within a Scrum context and layering the Kanban Method alongside Scrum as a
vehicle for evolutionary change
Itrsquos about aiding and amplifying the capabilities already inherent in Scrum as well
as providing new perspectives and capabilities
Scrumban [R]Evolution Getting the most out of Agile Scrum and Lean Kanban by Ajay Reddy
S C R U M B A N
5 GUIDING QUESTIONS
5Source httpwwwpedalinncomfaq
Source Mike Sutton
VALUE
Do we know the value we seek to deliver and are we
consistently delivering the
maximum value
Source httpswwwasigovernmentcomfilesimagesearnedValueManagementpng
Sourcehttpwwwlharrispartnerscomwp-contentuploads201305business-value-graphicjpg
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
WIPVISUALIZE WORKFLOW
Measure Cycle Time amp Optimize
Source httpwwwinfoqcomresourceminibookskanban-scrum-minibookenpdfKanbanAndScrumInfoQVersionFINALpdf
S C R U M B A N
Do NOT develop an attachment
to any one weapon or any one school of fighting
Few people Many people
Few large Teams Many small teams
Low WIP limits High WIP limits
No iterations Long iterations
Little planning Lots of planning
hellipetchellip hellipetchellip
Scrum Kanban Scrumban
BoardArtifacts
simple boardproduct backlog sprint backlog burndown chart board mapped on the process board mapped on the process
Ceremoniesdaily Scrumsprint planning sprint reviewsprint retrospective
none requireddaily Scrumother Scrum related ceremonies if needed
Prioritization Part of backlog grooming Done by PO
Out of the process There should be a prioritized backlog
Out of the process There should be a prioritized backlog
Who feeds WIP PO Depends on defined roles and
necessitiesDepends on defined roles and necessities
Iterations yes (sprints) no (continuous flow) not mandatory (continuous flow) could have sprints
Estimations yes (in ideal days or story points) no (similar work size items) (a) no (similar work size items) (a)
Teams recommended cross functional cross functional or specialized cross functional or specialized
Scrum Kanban Scrumban
Roles Product Owner Scrum Master Team as needed Team + as needed
Teamwork collaborative based on pull approach based on pull approach
WIP planned for the duration of the sprint controlled by workflow state controlled by workflow state
changes scope should wait for next sprint added as needed (JIT) added as needed (JIT)
Product backlog
prioritized list of user stories (estimated) no (JIT) no (JIT)
Impediments addressed immediately addressed immediately (b) addressed immediately (b)
Emphasizes applying Kanban systems within a Scrum context and layering the Kanban Method alongside Scrum as a
vehicle for evolutionary change
Itrsquos about aiding and amplifying the capabilities already inherent in Scrum as well
as providing new perspectives and capabilities
Scrumban [R]Evolution Getting the most out of Agile Scrum and Lean Kanban by Ajay Reddy
S C R U M B A N
5 GUIDING QUESTIONS
5Source httpwwwpedalinncomfaq
Source Mike Sutton
VALUE
Do we know the value we seek to deliver and are we
consistently delivering the
maximum value
Source httpswwwasigovernmentcomfilesimagesearnedValueManagementpng
Sourcehttpwwwlharrispartnerscomwp-contentuploads201305business-value-graphicjpg
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
S C R U M B A N
Do NOT develop an attachment
to any one weapon or any one school of fighting
Few people Many people
Few large Teams Many small teams
Low WIP limits High WIP limits
No iterations Long iterations
Little planning Lots of planning
hellipetchellip hellipetchellip
Scrum Kanban Scrumban
BoardArtifacts
simple boardproduct backlog sprint backlog burndown chart board mapped on the process board mapped on the process
Ceremoniesdaily Scrumsprint planning sprint reviewsprint retrospective
none requireddaily Scrumother Scrum related ceremonies if needed
Prioritization Part of backlog grooming Done by PO
Out of the process There should be a prioritized backlog
Out of the process There should be a prioritized backlog
Who feeds WIP PO Depends on defined roles and
necessitiesDepends on defined roles and necessities
Iterations yes (sprints) no (continuous flow) not mandatory (continuous flow) could have sprints
Estimations yes (in ideal days or story points) no (similar work size items) (a) no (similar work size items) (a)
Teams recommended cross functional cross functional or specialized cross functional or specialized
Scrum Kanban Scrumban
Roles Product Owner Scrum Master Team as needed Team + as needed
Teamwork collaborative based on pull approach based on pull approach
WIP planned for the duration of the sprint controlled by workflow state controlled by workflow state
changes scope should wait for next sprint added as needed (JIT) added as needed (JIT)
Product backlog
prioritized list of user stories (estimated) no (JIT) no (JIT)
Impediments addressed immediately addressed immediately (b) addressed immediately (b)
Emphasizes applying Kanban systems within a Scrum context and layering the Kanban Method alongside Scrum as a
vehicle for evolutionary change
Itrsquos about aiding and amplifying the capabilities already inherent in Scrum as well
as providing new perspectives and capabilities
Scrumban [R]Evolution Getting the most out of Agile Scrum and Lean Kanban by Ajay Reddy
S C R U M B A N
5 GUIDING QUESTIONS
5Source httpwwwpedalinncomfaq
Source Mike Sutton
VALUE
Do we know the value we seek to deliver and are we
consistently delivering the
maximum value
Source httpswwwasigovernmentcomfilesimagesearnedValueManagementpng
Sourcehttpwwwlharrispartnerscomwp-contentuploads201305business-value-graphicjpg
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
Scrum Kanban Scrumban
BoardArtifacts
simple boardproduct backlog sprint backlog burndown chart board mapped on the process board mapped on the process
Ceremoniesdaily Scrumsprint planning sprint reviewsprint retrospective
none requireddaily Scrumother Scrum related ceremonies if needed
Prioritization Part of backlog grooming Done by PO
Out of the process There should be a prioritized backlog
Out of the process There should be a prioritized backlog
Who feeds WIP PO Depends on defined roles and
necessitiesDepends on defined roles and necessities
Iterations yes (sprints) no (continuous flow) not mandatory (continuous flow) could have sprints
Estimations yes (in ideal days or story points) no (similar work size items) (a) no (similar work size items) (a)
Teams recommended cross functional cross functional or specialized cross functional or specialized
Scrum Kanban Scrumban
Roles Product Owner Scrum Master Team as needed Team + as needed
Teamwork collaborative based on pull approach based on pull approach
WIP planned for the duration of the sprint controlled by workflow state controlled by workflow state
changes scope should wait for next sprint added as needed (JIT) added as needed (JIT)
Product backlog
prioritized list of user stories (estimated) no (JIT) no (JIT)
Impediments addressed immediately addressed immediately (b) addressed immediately (b)
Emphasizes applying Kanban systems within a Scrum context and layering the Kanban Method alongside Scrum as a
vehicle for evolutionary change
Itrsquos about aiding and amplifying the capabilities already inherent in Scrum as well
as providing new perspectives and capabilities
Scrumban [R]Evolution Getting the most out of Agile Scrum and Lean Kanban by Ajay Reddy
S C R U M B A N
5 GUIDING QUESTIONS
5Source httpwwwpedalinncomfaq
Source Mike Sutton
VALUE
Do we know the value we seek to deliver and are we
consistently delivering the
maximum value
Source httpswwwasigovernmentcomfilesimagesearnedValueManagementpng
Sourcehttpwwwlharrispartnerscomwp-contentuploads201305business-value-graphicjpg
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
Scrum Kanban Scrumban
Roles Product Owner Scrum Master Team as needed Team + as needed
Teamwork collaborative based on pull approach based on pull approach
WIP planned for the duration of the sprint controlled by workflow state controlled by workflow state
changes scope should wait for next sprint added as needed (JIT) added as needed (JIT)
Product backlog
prioritized list of user stories (estimated) no (JIT) no (JIT)
Impediments addressed immediately addressed immediately (b) addressed immediately (b)
Emphasizes applying Kanban systems within a Scrum context and layering the Kanban Method alongside Scrum as a
vehicle for evolutionary change
Itrsquos about aiding and amplifying the capabilities already inherent in Scrum as well
as providing new perspectives and capabilities
Scrumban [R]Evolution Getting the most out of Agile Scrum and Lean Kanban by Ajay Reddy
S C R U M B A N
5 GUIDING QUESTIONS
5Source httpwwwpedalinncomfaq
Source Mike Sutton
VALUE
Do we know the value we seek to deliver and are we
consistently delivering the
maximum value
Source httpswwwasigovernmentcomfilesimagesearnedValueManagementpng
Sourcehttpwwwlharrispartnerscomwp-contentuploads201305business-value-graphicjpg
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
Emphasizes applying Kanban systems within a Scrum context and layering the Kanban Method alongside Scrum as a
vehicle for evolutionary change
Itrsquos about aiding and amplifying the capabilities already inherent in Scrum as well
as providing new perspectives and capabilities
Scrumban [R]Evolution Getting the most out of Agile Scrum and Lean Kanban by Ajay Reddy
S C R U M B A N
5 GUIDING QUESTIONS
5Source httpwwwpedalinncomfaq
Source Mike Sutton
VALUE
Do we know the value we seek to deliver and are we
consistently delivering the
maximum value
Source httpswwwasigovernmentcomfilesimagesearnedValueManagementpng
Sourcehttpwwwlharrispartnerscomwp-contentuploads201305business-value-graphicjpg
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
5 GUIDING QUESTIONS
5Source httpwwwpedalinncomfaq
Source Mike Sutton
VALUE
Do we know the value we seek to deliver and are we
consistently delivering the
maximum value
Source httpswwwasigovernmentcomfilesimagesearnedValueManagementpng
Sourcehttpwwwlharrispartnerscomwp-contentuploads201305business-value-graphicjpg
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
VALUE
Do we know the value we seek to deliver and are we
consistently delivering the
maximum value
Source httpswwwasigovernmentcomfilesimagesearnedValueManagementpng
Sourcehttpwwwlharrispartnerscomwp-contentuploads201305business-value-graphicjpg
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
FLOW
Do we understand how we reach that
value and are we consistently reducing
time andor increasing the ease by which we reach it
Source httpwwwpbsorgthisemotionallifeblogsflow
Sourcehttphttpwwwlivingyourpassionorgwp-contentuploads201208bigstock-Spa-still-life-13202600Revpng
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
QUALITY
Do we understand how good our product and
workmanship needs to be and are we
consistently and demonstrably achieving
it
Source httpwwwnewtonintcomsitesdefaultfilesQualityjpg
Sourcehttphttpswwwyoutubecomwatchv=vK6JlMtceUc
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
JOY
Do we know what collectively and individually we
need to be joyful and are we
consistently meeting those needs
Source httpprojournoorgwp-contentuploads201211morehappiness-336x251jpg
Sourcehttphttpsc1staticflickrcom540865206722465_b71e0a8357_bjpg
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
CONTINUOUS IMPROVEMENT
Do we know what we need to improve across VFQJ and
are we demonstrably pursuing those improvements
Source httpforestpolicypubcomwp-contentuploads201312continous-improvementpng
Sourcehttphttpwwwkudercomwp-contentuploads201410Continuous-Improvement-400x240jpg
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
5 STEPS OF EVOLUTION
5
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
Artificial slicing and goals
Cycle Time delays
Delayed feedback
Artificial demos
Deferring revenue
Higher process complexity
Backlog waste7 REASONS why you donrsquot need sprints
1
2
3
4
5
6
7
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
Stories need to be accessed for their fitness for purpose NOT
estimated
The goal is to become
predictable and efficient NOT to hit individual estimates
FOCUS ON PREDICTABILITY AND FITNESS FOR PURPOSE
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
Estimation and Lead Time correlationEstimates and Lead Time correlationSourceThe Scrumban [R]Evolution (Ajay Reddy)
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
Is not about no estimation
ever but about the minimum
amount of estimates that
will do and then look
carefully at ways to reduce
that need even more
N o E s t i m a t e sSource NoEstimates book (Vasco Duarte)
w a s t e
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
S M L
1-3 days 3-6 days 6-12 days
Nothing bigger than L
aim for delivering 6-12 stories in a 2 week period
P r o p e r S l i c i n g
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
Find most valuable stories
Sizes in backlog come randomly
Slice stories
Forecast using throughput
Given the rate of progress how much of the work can be finalized by date X
$ $ $ $ $ $ $ $ $ $ $ $
Too BIG
LM
SS
SS
SS
LM SSSSS S
S
L
0
40
80
April Mai Juni Juli
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
RETROSPECTIVE on demand PDCA board
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
Standups Work Item focussed
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
ACTIONABLE AGILE METRICS
WIP
Cumulative Flow Diagram
Scatterplot
Cycle Time
Throughput
Flow efficiency
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
SCATTERPLOT with cycle time amp percentiles
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
CUMULATIVE FLOW DIAGRAM
Source httpswwwactionableagilecomcumulative-flow-diagrams
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
Letrsquos play httpwwwgetscrumbancom
Can you beat my highscore
TAKE THE CHALLENGE
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
Actionable Agile Metrics For Predictability (Daniel S Vacanti)
Lean from the Trenches (Henrik Kniberg)
Kanban and Scrum - Making the best of both (Henrik KnibergMatthias Skarin)
Scrumban (Corey Ladas)
Scrumban and itrsquos next evolutionary step
The Scrumban [R]Evolution (Ajay Reddy)
NoEstimates book (Vasco Duarte)
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach
httpwwwontheagilepathnet
FOLLOW
ME
SebastianRadics
Lead Agile Coach