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Methodology scrum white board simulation

4 use cases to explain the structure and the rules for a SCRUM whiteboard output from SCRUM training and lessons learnt from implementation

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Methodology
SCRUM WhiteBoard simulation
the Goal:
• Understand the standard structure of a SCRUM whiteboard
• How to use it during Scrum events
• Change process is not difficult
• Change human behavior is
Try SCRUM
Training support: based on client’s questions during implementation
Why & How?
• Why do I need to change?
• How can I manage the change?
Disclaimer: this is my understanding of Jeff Sutherland’s enhanced with my experience
• Are you satisfied with your time to market?
• Are you satisfied with your productivity?
• Is your work rhythm sustainable?
• is your team working as a team or as individual?
Build the context to support the Change with Scrum
Scrum WhiteBoard simulation training
• Definition, objectives & pre-requisites
• Agenda
the key points: methodologies & tools needs to be adapted to people who wants to use them
to be efficient. First learn the standard (theory), then ‘break’ the standard if needed
Definition
• Scrum is the most popular Agile methodology used today in the IT industry
• The Scrum framework is based on events like the Daily Stand-up where the team
discuss about its action plan to fulfill the goals of the iteration
• the Scrum team is using a WhiteBoard to visualise and monitor its iteration
Objectives
• Understand the standard structure of the WhiteBoard and the rules
• So that the team can make it efficient, adapting it to its own context & constraints
Pre requisite
• Agile Manifesto
• Scrum iteration, events & roles
Agenda
• The lean IT White Board principles
• Case 1: everything’s fine
• Case 2: the sponsor changes the sprint content
• Case 3: one team member is blocked on one task
• Case 4: one team member is blocked on several tasks
• A few lessons learnt from implementation
Scrum WhiteBoard simulation training
Detailed Agenda
the key points: illustration through use cases (small stories)
The lean IT White Board principles
• The whiteboard meeting is a critical part of the performance management and problem solving
Case 1: everything’s fine (slide 7 to 17)
• Illustrate, in a normal case, the main principles of the white board
Case 2: the sponsor changes the sprint content (slide 19 to 30)
• the problem is visible on the burn down
Case 3: one team member is blocked on one task (slide 32 to 44)
• the problem is not visible on the burn down
• When a task is blocked in « in progress », I reestimate the remaining in ideal hours
• To complete my day, I can split a task in 2
Case 4: one team member is blocked on several tasks (slide 46 to 63)
• the problem is visible on the burn down
• to chase the blocked tasks I use the « blocked » box
A few lessons learnt from implementation
The lean IT White Board principles
During the daily Stand-up the team is managing dynamically the iteration
• A good whiteboard should give transparency on the iteration content & team activities
• Everyone should be clear on what are the team goals and if the team is on track or not
• The team owns the whiteboard: it has to live & improve the team spirit (rugby scrum)
the key points: the team leader should use the daily to make its team grow i.e. become more
autonomous (management by delegation, empowerment)
Key features Description Benefits
Goals &
priorities
Problem
solving
Other
Performance
Whiteboard clearly shows
o Sorted goals to be reached by priority
o Who’s working on what
o Whiteboard provides a clear overview of out-standing
problems, owner, & deadlines
o Help the team in scheduling problem solving sessions
o Coaching:
Helps team scheduling coaching sessions and sits-in
for entire week
o Team Morale:
Provides teams a tool to express and discuss team
morale
o Training:
Provides a clear overview of current team skill mix and
training opportunities
o a better workload balance
o Empower team member to take ownership of activities, while being
more autonomous
o Reduce rigidity within the team
o Allow team members to collectively discuss problems, identify
corrective actions, and address root causes
o Increase level of transparency on outstanding problems
o Foster continuous improvement
o Foster a feedback culture within the team
o Help to reduce skill and individual variability
o Foster and improve team spirit
o Help addressing mindset issues as soon as they pop up
o Help identifying skill gaps within the team and knowledgeable people
who can help address them
o Foster performance dialogues in a timely manner
o Create a regular and appropriate forum for continuous improvement
Whiteboard clearly shows if the team is on track or not
Understand the standard structure of the SCRUM WhiteBoard and the rules
• Illustrate, in a normal case, the main principles
• use case: slide 7 to 17
Case 1
everything’s fine
Ad

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Methodology scrum white board simulation

  • 1. Methodology SCRUM WhiteBoard simulation the Goal: • Understand the standard structure of a SCRUM whiteboard • How to use it during Scrum events • Change process is not difficult • Change human behavior is Try SCRUM Training support: based on client’s questions during implementation
  • 2. Why & How? • Why do I need to change? • How can I manage the change? Disclaimer: this is my understanding of Jeff Sutherland’s enhanced with my experience • Are you satisfied with your time to market? • Are you satisfied with your productivity? • Is your work rhythm sustainable? • is your team working as a team or as individual? Build the context to support the Change with Scrum
  • 3. Scrum WhiteBoard simulation training • Definition, objectives & pre-requisites • Agenda the key points: methodologies & tools needs to be adapted to people who wants to use them to be efficient. First learn the standard (theory), then ‘break’ the standard if needed Definition • Scrum is the most popular Agile methodology used today in the IT industry • The Scrum framework is based on events like the Daily Stand-up where the team discuss about its action plan to fulfill the goals of the iteration • the Scrum team is using a WhiteBoard to visualise and monitor its iteration Objectives • Understand the standard structure of the WhiteBoard and the rules • So that the team can make it efficient, adapting it to its own context & constraints Pre requisite • Agile Manifesto • Scrum iteration, events & roles Agenda • The lean IT White Board principles • Case 1: everything’s fine • Case 2: the sponsor changes the sprint content • Case 3: one team member is blocked on one task • Case 4: one team member is blocked on several tasks • A few lessons learnt from implementation
  • 4. Scrum WhiteBoard simulation training Detailed Agenda the key points: illustration through use cases (small stories) The lean IT White Board principles • The whiteboard meeting is a critical part of the performance management and problem solving Case 1: everything’s fine (slide 7 to 17) • Illustrate, in a normal case, the main principles of the white board Case 2: the sponsor changes the sprint content (slide 19 to 30) • the problem is visible on the burn down Case 3: one team member is blocked on one task (slide 32 to 44) • the problem is not visible on the burn down • When a task is blocked in « in progress », I reestimate the remaining in ideal hours • To complete my day, I can split a task in 2 Case 4: one team member is blocked on several tasks (slide 46 to 63) • the problem is visible on the burn down • to chase the blocked tasks I use the « blocked » box A few lessons learnt from implementation
  • 5. The lean IT White Board principles During the daily Stand-up the team is managing dynamically the iteration • A good whiteboard should give transparency on the iteration content & team activities • Everyone should be clear on what are the team goals and if the team is on track or not • The team owns the whiteboard: it has to live & improve the team spirit (rugby scrum) the key points: the team leader should use the daily to make its team grow i.e. become more autonomous (management by delegation, empowerment) Key features Description Benefits Goals & priorities Problem solving Other Performance Whiteboard clearly shows o Sorted goals to be reached by priority o Who’s working on what o Whiteboard provides a clear overview of out-standing problems, owner, & deadlines o Help the team in scheduling problem solving sessions o Coaching: Helps team scheduling coaching sessions and sits-in for entire week o Team Morale: Provides teams a tool to express and discuss team morale o Training: Provides a clear overview of current team skill mix and training opportunities o a better workload balance o Empower team member to take ownership of activities, while being more autonomous o Reduce rigidity within the team o Allow team members to collectively discuss problems, identify corrective actions, and address root causes o Increase level of transparency on outstanding problems o Foster continuous improvement o Foster a feedback culture within the team o Help to reduce skill and individual variability o Foster and improve team spirit o Help addressing mindset issues as soon as they pop up o Help identifying skill gaps within the team and knowledgeable people who can help address them o Foster performance dialogues in a timely manner o Create a regular and appropriate forum for continuous improvement Whiteboard clearly shows if the team is on track or not
  • 6. Understand the standard structure of the SCRUM WhiteBoard and the rules • Illustrate, in a normal case, the main principles • use case: slide 7 to 17 Case 1 everything’s fine
  • 7. Case 1: everything’s fine (1/11) sprint plan built and validated (day 0) • we have planned the first sprint (5 days) • we have 32 ideal hours to burn (ideally 6.4 ideal hours per day: 32 / 5 days) • We have checked that the « todo list » was matching our team capacity • Todo list: 32 ideal hours • Team capacity in the sprint: 5 days * 6 ih * 2 people = 60 ideal hours for the sprint PRJ-XXX # SP < … > PRJ-XXX # ih < … > PRJ-YYYStory Goal. Often functional Task How achieve the goal Stories DoneSpec > Dev > Test CI Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Design Spec MEB-112 MEB-111 4h Design tests MEB-113 MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day Continuous Improvement day0 day Support Unplanned KPIreal hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Sprint Burn-down chart Waste Team barometer the key points: SCRUM is evolving. This presentation is based on task & ideal hours to assess the average workload. But you might find it heavy. if so, try to move the US from step to step and use only story points
  • 8. Case 1: everything’s fine (2/11): sprint plan start (day 1: morning meeting) Day 1: morning meeting • Joe takes the task MEB-112 for 4 ideal hours • He’s confident! Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Design tests MEB-113 MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 MEB-111 4h Design Spec MEB-112 Joe (BA) day0 day1 day2 day3 day5day4 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 9. Case 1: everything’s fine(3/11): sprint plan chasing (day 1: end of the day) Day 1: end of the day • Joe has finished his task MEB-112 and moves it in the done column • The team leader burns 4 ideal hours: 32 – 4 = 28 • It remains 28 ideal hours for the team to reach the goal at the end of the sprint: it seems they’re not on the track. Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Design tests MEB-113 MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Design Spec MEB-112 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 10. Case 1: everything’s fine (4/11): sprint plan chasing (day 2: morning meeting) Day 2: morning meeting The team leader • points out an alert : a « delay » on the burn down • there’s no noticeable KPI to explain this « delay » • explains it’s normal because the team has burnt 4 ih instead of 6.4 but it was planned and the « delay » should be recovered as today Joe and william should burn 8 ih Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Design tests MEB-113 MEB-111 4h Dev MEB-114 Alert! Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 11. Case 1: everything’s fine (5/11): sprint plan chasing (day 2: end of the day) Day 2: end of the day • Joe and William have finished their tasks MEB-113 and MEB-114 and move them in the done column • The team leader burns 8 ideal hours: 28 – 8 = 20 • It remains 20 ideal hours for the team to reach the goal at the end of the sprint: they’re on track Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Design tests MEB-113 MEB-111 4h Dev MEB-114 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 12. Case 1: everything’s fine (6/11): sprint plan chasing (day 3: morning meeting) Day 3: morning meeting The team leader • points out there’s no « delay » on the burn down: the team is on track • there’s no noticeable KPI • Joe takes the task MEB-112 for 4 ideal hours Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Exec. tests MEB-115 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 13. Case 1: everything’s fine (7/11): sprint plan chasing (day 3: end of the day) Day 3: end of the day • Joe has finished his task MEB-115 and moves it in the done column • The team leader burns 4 ideal hours: 20 – 4 = 16 • It remains 16 ideal hours instead of 12.8 ideally: it seems they’re not on track Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Exec. tests MEB-115 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 14. Case 1: everything’s fine (8/11): sprint plan chasing (day 4: morning meeting) Day 4: morning meeting The team leader • points out an alert : a « delay » on the burn down • there’s no noticeable KPI • explains it’s normal because the team has burnt 4 ih instead of 6.4 but it was planned and the « delay » should be recovered as today Joe and william should burn 12 ih Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 Alert! MEB-111 2h Integration MEB-116 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 MEB-111 4h Users training MEB-119 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 15. Case 1: everything’s fine (9/11): sprint plan chasing (day 4: end of the day) Day 4: end of the day • Joe and William have finished their tasks and move them in the done column • The team leader burns 12 ideal hours: 16 – 12 = 4 • It remains 4 ideal hours for the team to reach the goal at the end of the sprint: they’re on track even in advance! Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 2h Integration MEB-116 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 MEB-111 4h Users training MEB-119 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 16. Case 1: everything’s fine (10/11): sprint plan chasing (day 5: morning meeting) Day 5: morning meeting The team leader • points out there’s no « delay » on the burn down: the team is on track even in advance • there’s no noticeable KPI Joe takes the task MEB-120 for 4 ideal hours Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h MEP MEB-120 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 17. Case 1: everything’s fine (11/11): sprint plan chasing (day 5: end of the day) Day 5: end of the day • William has finished his task MEB-120 and moves it in the done column • The team leader burns the last 4 ideal hours: 4 – 4 = 0 • The Story is done. The team has achieved it’s goal! Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h MEP MEB-120 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer Done
  • 18. Understand the standard structure of the SCRUM WhiteBoard and the rules • the problem is visible on the burn down • use case: slide 19 to 30 Case 2 the sponsor changes the sprint content
  • 19. Case 2: the sponsor changes the sprint content (1/12) sprint plan built and validated (day 0) • we have planned the first sprint (5 days) • we have 32 ideal hours to burn (ideally 6.4 ideal hours per day: 32 / 5 days) • We have checked that the « todo list » was matching our team capacity • Todo list: 32 ideal hours • Team capacity in the sprint: 5 days * 6 ih * 2 people = 60 ideal hours PRJ-XXX # SP < … > PRJ-XXX # ih < … > PRJ-YYYStory Goal. Often functional Task How achieve the goal Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Design Spec MEB-112 MEB-111 4h Design tests MEB-113 MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 20. Case 2: the sponsor changes the sprint content (2/12): sprint plan start (day 1: morning meeting) Day 1: morning meeting • Joe takes the task MEB-112 for 4 ideal hours • He’s confident! Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Design tests MEB-113 MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 MEB-111 4h Design Spec MEB-112 Joe (BA) day0 day1 day2 day3 day5day4 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 21. Case 2: the sponsor changes the sprint content (3/12): sprint plan chasing (day 1: end of the day) Day 1: end of the day • Joe has finished his task MEB-112 and moves it in the done column • The team leader burns 4 ideal hours: 32 – 4 = 28 • It remains 28 ideal hours for the team to reach the goal at the end of the sprint: it seems they’re not on track Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Design tests MEB-113 MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Design Spec MEB-112 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 22. Case 2: the sponsor changes the sprint content (4/12): sprint plan chasing (day 2: morning meeting) Day 2: morning meeting The team leader • points out an alert : a « delay » on the burn down • explains it’s normal because the team has burnt 4 ih instead of 6.4 but it was planned and the « delay » should be recovered as today Joe and william should burn 8 ih • No noticeable KPI Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Design tests MEB-113 MEB-111 4h Dev MEB-114 Alert! Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 23. Case 2: the sponsor changes the sprint content ( 5/12): sprint plan chasing (day 2: end of the day) Day 2: end of the day • Joe and William have finished their tasks MEB-113 and MEB-114 and move them in the done column • The team leader burns 8 ideal hours: 28 – 8 = 20 • It remains 20 ideal hours for the team to reach the goal at the end of the sprint: they’re on track Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Design tests MEB-113 MEB-111 4h Dev MEB-114 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 24. Case 2: the sponsor changes the sprint content (6/12): sprint plan chasing (day 3: morning meeting) Day 3: morning meeting The team leader • points out there’s no « delay » on the burn down: the team is on track • No noticeable KPI • Joe takes the task MEB-112 for 4 ideal hours Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Exec. tests MEB-115 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 25. Case 2: the sponsor changes the sprint content (7/12): sprint plan chasing (day 3: end of the day) Day 3: end of the day • Joe has has finished his task MEB-115 • But the sponsor arrives with a blocker and unplanned demand • The team leader • burns the 4 ideal hours • Rescopes 18 ideal hours. It remains 20 + 18 = 38 ideal hours In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Exec. tests MEB-115 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-112 MEB-211 2h Design tests MEB-113 MEB-211 2h Exec. tests MEB-115 MEB-211 2h Dev MEB-114 MEB-211 2h Integration MEB-116 MEB-211 2h Integration Test MEB-117 MEB-211 2h UAT MEB-118 MEB-211 2h Users training MEB-119 MEB-211 2h MEP MEB-120 rescope Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 26. Case 2: the sponsor changes the sprint content (8/12): sprint plan chasing (day 4: morning meeting) Day 4: morning meeting The team leader • points out a big « delay » on the burn down: the team is in the red. • The team is over capacity: 38 ideal hours to do for a 24 ih capacity (2 days * 2 people * 6 ideal hours) • The team leader quickly makes the correlation with the rescope curve • The team leader has to see it’s sponsor to descope a story Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 2h Integration MEB-116 Sprint Burn-down chart 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Exec. tests MEB-115 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-112 MEB-211 2h Design tests MEB-113 MEB-211 2h Exec. tests MEB-115 MEB-211 2h Dev MEB-114 MEB-211 2h Integration MEB-116 MEB-211 2h Integration Test MEB-117 MEB-211 2h UAT MEB-118 MEB-211 2h Users training MEB-119 MEB-211 2h MEP MEB-120 Alert ! rescope Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 27. Case 2: the sponsor changes the sprint content (9/12): sprint plan chasing (day 4: morning meeting) • Day 4: morning meeting • Finally the sponsor has descoped the story « Booking Option » (20 ihs were remaining) • The team leader descopes the burn down for 20 ideal hours. It remains 18 ideal hours • 24 hours of KPI Unplanned are the consequence of the sponsor switch of goal • Team barometer is bad! • The team takes today for 8 ideal hours 1 2 3 Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP Joe (BA) day0 day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 2h Integration MEB-116 MEB-211 2h Integration Test MEB-117 MEB-211 2h UAT MEB-118 MEB-211 2h Users training MEB-119 MEB-211 2h MEP MEB-120 MEB-211 2h Design Spec MEB-112 MEB-211 2h Design tests MEB-113 MEB-211 2h Dev MEB-114 MEB-211 2h Exec. tests MEB-115 descope Sprint Burn-down chart rescope 2 4 Alert ! Support Unplanned KPI Waste Continuous Improvement CITeam barometer 2 1 3 Alert !
  • 28. Case 2: the sponsor changes the sprint content (10/12): sprint plan chasing (day 4: end of the day) Day 4: end of the day • Joe and William have finished their tasks and move them in the done column • The team leader burns 8 ideal hours: 18 – 8 = 10 • It remains 10 ideal hours for the team to reach the goal at the end of the sprint: they’re again on track Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP Joe (BA) day0 day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 2h Integration MEB-116 MEB-211 2h Integration Test MEB-117 MEB-211 2h UAT MEB-118 MEB-211 2h Users training MEB-119 MEB-211 2h MEP MEB-120 MEB-211 2h Design Spec MEB-112 MEB-211 2h Design tests MEB-113 MEB-211 2h Dev MEB-114 MEB-211 2h Exec. tests MEB-115 descope Sprint Burn-down chart rescope 2 4 Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 29. Case 2: the sponsor changes the sprint content (11/12): sprint plan chasing (day 5: morning meeting) Day 5: morning meeting • The team leader • points out there’s no more « delay » on the burn down: the team is again on track • No noticeable KPI • The team takes tasks for 10 ideal hours. Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP Joe (BA) day0 day1 day2 day3 day5day4 MEB-211 8SP Booking EQS descope Sprint Burn-down chart rescope 2 4 MEB-211 2h Integration MEB-116 MEB-211 2h Integration Test MEB-117 MEB-211 2h UAT MEB-118 MEB-211 2h Users training MEB-119 MEB-211 2h MEP MEB-120 Support Unplanned KPI Waste Continuous Improvement CITeam barometer
  • 30. Case 2: the sponsor changes the sprint content (12/12): sprint plan chasing (day 5: end of the day) Day 5: end of the day • William and Joe have finished their daily tasks and move them in the done column • The team leader burns the last 10 ideal hours: 10 – 10 = 0 • The Story is done. The team has achieved it’s goal Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP Joe (BA) day0 day1 day2 day3 day5day4 MEB-211 8SP Booking EQS descope Sprint Burn-down chart rescope 2 4 MEB-211 2h Integration MEB-116 MEB-211 2h Integration Test MEB-117 MEB-211 2h UAT MEB-118 MEB-211 2h Users training MEB-119 MEB-211 2h MEP MEB-120 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Done
  • 31. Understand the standard structure of the SCRUM WhiteBoard and the rules • the problem is not visible on the burn down • use case: slide 32 to 44 Case 2 one team member is blocked on one task the problem is not visible on the burn down
  • 32. Case 3: one team member blocked on one task (1/13): sprint plan built and validated (day 0) • we have planned the first sprint (5 days) • we have 68 ideal hours to burn (ideally 13.6 ideal hours per day: 68 / 5 days) • We have checked that the « todo list » was matching our team capacity • Todo list: 68 ideal hours • Team capacity in the sprint: 5 days * 6 ih * 3 people = 90 ideal hours PRJ-XXX # SP < … > PRJ-XXX # ih < … > PRJ-YYYStory Goal. Often functional Task How achieve the goal Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 68 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 4h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test MEB-217 MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) MEB-111 7h Non reg Test OPT MEB-121 MEB-211 4h Non reg Test EQS MEB-123 MEB-111 7h Non reg Test FUT MEB-122 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart
  • 33. Case 3: one team member is blocked on one task (2/13): sprint plan start (day 1: morning meeting) Day 1: morning meeting • Joe, Dan & Will take for 16 ideal hours • They’re confident! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 68 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h Exec. tests MEB-215 MEB-211 2h Integration Test MEB-217 MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) MEB-111 7h Non reg Test OPT MEB-121 MEB-211 4h Non reg Test EQS MEB-123 MEB-111 7h Non reg Test FUT MEB-122 MEB-111 2h Design Spec MEB-112MEB-111 2h Design tests MEB-113 MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-111 4h Dev MEB-114 MEB-211 4h Dev MEB-214 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart
  • 34. Case 3: one team member is blocked on one task (3/13): sprint plan chasing (day 1: end of the day) Day 1: end of the day • Everyone has finished it’s tasks and moves them in the column done • The team leader burns 16 ideal hours: 68 – 16 = 52 • Ideally the team should be at 54.4 ideal hours: the team is in advance! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 68 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h Exec. tests MEB-215 MEB-211 2h Integration Test MEB-217 MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) MEB-111 7h Non reg Test OPT MEB-121 MEB-211 4h Non reg Test EQS MEB-123 MEB-111 7h Non reg Test FUT MEB-122 MEB-111 2h Design Spec MEB-112MEB-111 2h Design tests MEB-113 MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-111 4h Dev MEB-114 MEB-211 4h Dev MEB-214 In advance! Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart
  • 35. Case 3: one team member is blocked on one task (4/13): sprint plan chasing (day 2: morning meeting) Day 2: morning meeting • The team leader point’s out the team success! • No noticeable KPI • Joe, Dan & Will take for 12 ideal hours • They’re confident!! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) MEB-111 7h Non reg Test OPT MEB-121 MEB-211 4h Non reg Test EQS MEB-123 MEB-111 7h Non reg Test FUT MEB-122 In advance!MEB-111 4h Exec. tests MEB-115 MEB-211 4h Exec. tests MEB-215 MEB-111 2h Integration MEB-116 MEB-111 2h Integration Test MEB-117 MEB-211 2h Integration Test MEB-217 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart
  • 36. Case 3: one team member is blocked on one task (5/13): sprint plan chasing (day 2: end of the day) Day 2: end of the day • Everyone has finished it’s tasks and moves them in the column done • The team leader burns 12 ideal hours: 52 – 12 = 40 • Ideally the team should be at 40.8 ideal hours: the team is on track! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) MEB-111 7h Non reg Test OPT MEB-121 MEB-211 4h Non reg Test EQS MEB-123 MEB-111 7h Non reg Test FUT MEB-122 In time MEB-111 4h Exec. tests MEB-115 MEB-211 4h Exec. tests MEB-215 MEB-111 2h Integration MEB-116 MEB-111 2h Integration Test MEB-117 MEB-211 2h Integration Test MEB-217 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart
  • 37. Case 3: one team member is blocked on one task (6/13): sprint plan chasing (day 3: morning meeting) Day 3: morning meeting • The team leader point’s out the team success! • No noticeable KPI • Joe, Dan take for 11 ideal hours • They’re confident! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) MEB-111 7h Non reg Test FUT MEB-122 In time MEB-111 7h Non reg Test OPT MEB-121 MEB-211 4h Non reg Test EQS MEB-123 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart
  • 38. Case 3: one team member is blocked on one task (7/13): sprint plan chasing (day 3: during the day) Day 3: during the day • Joe has finished in advance the non reg test OPT and takes for 7 ideal hours • He’s confident! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) In timeMEB-111 7h Non reg Test FUT MEB-122 MEB-211 4h Non reg Test EQS MEB-123 MEB-111 7h Non reg Test OPT MEB-121 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart
  • 39. Case 3: one team member is blocked on one task (8/13): sprint plan chasing (day 3: end of the day) Day 3: end of the day • The team leader burns 14 ideal hours: 40 – 14 = 26 • Ideally the team should be at 27.2 ideal hours: the team is on track! • Dan • has a problem with it’s test. It’s task remains in the column « In progress ». • has to redo its tests because a module was not up on the test platform • reestimates the remaining of it’s task to 2 ih as he knows now perfectly the subject • Fill almost one day of waste: 6 real hours Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users Training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) In advance MEB-211 4h Non reg Test EQS MEB-123 MEB-111 7h Non reg Test OPT MEB-121 MEB-111 7h Non reg Test FUT MEB-122 6 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart 1 2h 2 3 1 2 3
  • 40. Case 3: one team member is blocked on one task (9/13): sprint plan chasing (day 4: morning meeting) Day 4: morning meeting (1/2) • Ideally the team should be at 27.2 ideal hours. It’s 26. The team is on track! • But the team leader • Point’s out an alert. Dan’s task is still in the column “In progress ’ (and has fed 6 hours of waste) • feeds the Problem Solving board to take an action! • The problem seems IT. William has forgotten to start the module ‘X’. • As William has time (capacity) he doesn’t create a task to start the module ‘X’ • Dan is not really happy of it’s waste and points it out in the team barometer Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hoursIntegration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) In advance MEB-211 4h Non reg Test EQS MEB-123 Alert ! Pb Root cause owner status Test Dan KO Modu le ‘X’ down Will open 6 Solution Start Modu le ‘X’ Alert ! Support Unplanned KPI Waste Continuous Improvement CITeam barometer Alert ! Sprint Burn-down chart 1 2 1 2h MEB-111 4h Users Training MEB-119 3 1 2 3
  • 41. Case 3: one team member is blocked on one task (10/13): sprint plan chasing (day 4: morning meeting) Day 4: morning meeting (2/2) • As Dan has reestimated it’s previous task of « non reg test » to 2 ihs, he can take another task. • As it’s daily capacity is of 4 ihs (defined with the team leader), he looks for a task of 2 ihs on the board • As there isn’t, he splits the task MEB-119 of 4 ih in 2 tasks of 2 ihs • and takes the first part • Dan has now 4 ihs for today Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 2h Users Training1/2 MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) In advance MEB-211 4h Non reg Test EQS MEB-123 Pb Root cause owner status Test Dan KO Modu le ‘X’ down Will open 6 Solution Start Modu le ‘X’ Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart 1 2h MEB-111 2h Users Training2/2 MEB-121 1 2 3 1 2 3
  • 42. Case 3: one team member is blocked on one task (11/13): sprint plan chasing (day 4: end of the day) Day 4: end of the day • The team leader burns 12 ideal hours: 26 – 12 = 14 • Ideally the team should be at 13.6 ideal hours: the team is on track! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 Ideal hours day day0 day real hoursIntegration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) In time MEB-211 4h Non reg Test EQS MEB-123 Pb Root cause owner status Test Dan KO Modu le ‘X’ down Will open 6 Solution Start Modu le ‘X’ MEB-111 4h UAT MEB- 118 MEB-111 4h Users training MEB-119 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart
  • 43. Case 3: one team member is blocked on one task (12/13): sprint plan chasing (day 5: morning meeting) Day 4: morning meeting • Ideally the team should be at 13.6 ideal hours. It’s 14. The team is in time! • the team leader • Point’s out the team success • No noticeable KPI • closes the problem on the Problem Solving board • The team takes for 12 ideal hours. Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 Ideal hours day day0 day real hoursIntegration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS Dan (BA) In time Pb Root cause owner status Test Dan KO Modu le ‘X’ down Will done 6 Solution Start Modu le ‘X’ MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 MEB-111 4h MEP MEB-120 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart
  • 44. Case 3: one team member is blocked on one task (13/13): sprint plan chasing (day 5: end of the day) Day 4: end of the day • The team leader burns the last 12 ideal hours: 12 – 12 = 0 • The Story is done. The team has achieved it’s goal! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 Ideal hours day day0 day real hoursIntegration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS Dan (BA) Done Pb Root cause owner status Test Dan KO Modu le ‘X’ down Will done 6 Solution Start Modu le ‘X’ MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 MEB-111 4h MEP MEB-120 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart
  • 45. Understand the standard structure of the SCRUM WhiteBoard and the rules • the problem is not visible on the burn down • use case: slide 46 to 63 Case 3 one team member is blocked on several tasks to chase the blocked tasks I use the ‘blocked’ box
  • 46. Case 4: one team member is blocked on several tasks (1/18): sprint plan built and validated (day 0) • we have planned the first sprint (5 days) • we have 60 ideal hours to burn (ideally 12 ideal hours per day: 60 / 5 days) • We have checked that the « todo list » was matching our team capacity • Todo list: 60 ideal hours • Team capacity in the sprint: 5 days * 6 ih * 2 people = 60 ideal hours PRJ-XXX # SP < … > PRJ-XXX # ih < … > PRJ-YYYStory Goal. Often functional Task How achieve the goal Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hoursIntegration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integration Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Design Spec MEB-312 MEB-311 2h Design tests MEB-313 MEB-311 2h Exec. tests MEB-315 MEB-311 4h Dev MEB-314 MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320
  • 47. Case 4: one team member is blocked on several tasks (2/18): sprint plan built and validated (day 1: morning meeting) Day 1: morning meeting • Joe & Will take for 10 ideal hours (the velocity) • They’re confident! Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integration Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Design Spec MEB-312 MEB-311 2h Design tests MEB-313 MEB-311 2h Exec. tests MEB-315 MEB-311 4h Dev MEB-314 MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320
  • 48. Case 4: one team member is blocked on several tasks (3/18): sprint plan built and validated (day 1: end of the day) Day 1: end of the day • Joe is blocked on the specification because a functionnal problem has been discovered • Then William is also blocked on it’s development because he has no specification available! • But they don’t fill KPI • It’s not a new task « unplanned » on the sprint • It’s not waste because it was not predictable Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Design Spec MEB-312 MEB-311 2h Design tests MEB-313 MEB-311 2h Exec. tests MEB-315 MEB-311 4h Dev MEB-314 MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution
  • 49. Case 4: one team member is blocked on several tasks (4/18): sprint plan built and validated (day 2: morning meeting) Day 2: morning meeting (1/3) The team leader • points out an alert : a « delay » on the burn down • he talks with the team about the potential root causes • This delay is due to the fact that nothing has been done: the tasks are still « In progress » • Joe explains the user has a business problem that needs business expertise he has not on a special point • A line is created on the problem solving board: the team leader will find who may be expert on this point • The team barometer is not good Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Design Spec MEB-312 MEB-311 2h Design tests MEB-313 MEB-311 2h Exec. tests MEB-315 MEB-311 4h Dev MEB-314 MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution Alert ! Alert ! Alert ! Alert ! spec KO Expertise lack Team leader open See business expert Pb 1 2 3 4 1 2 3 4
  • 50. Case 4: one team member is blocked on several tasks (5/18): sprint plan built and validated (day 2: morning meeting) Day 2: morning meeting (2/3) All the blocked tasks are moved in the « Blocked » box • Otherwise it’ll be a mess in the « In progress » box between the « blocked » tasks and the really « in progress » task • Furthermore, the check of the daily capacity is not easy as i could read that Joe or Will have more than 6 ih in their « In progress » box! Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Design Spec MEB-312 MEB-311 2h Design tests MEB-313 MEB-311 2h Exec. tests MEB-315 MEB-311 4h Dev MEB-314 MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader open See business expert Pb
  • 51. Case 4: one team member is blocked on several tasks (6/18): sprint plan built and validated (day 2: morning meeting) Day 2: morning meeting (3/3) • Joe & Will take tasks on the CDS story for 10 ih Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Design Spec MEB-312 MEB-311 2h Design tests MEB-313 MEB-311 2h Exec. tests MEB-315 MEB-311 4h Dev MEB-314 MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader open See business expert Pb
  • 52. Case 4: one team member is blocked on several tasks (7/18): sprint plan built and validated (day 2: end of the day) Day 2: end of the day • The team leader burns 10 ideal hours: 60 – 10 = 50 • Ideally the team should be at 36 ideal hours: the team is on delay! • But the team leader has good expectations about finding the expert • For the next day • Joe didn’t know what he could work on • William had proposed to make the integration task Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Design Spec MEB-312 MEB-311 2h Design tests MEB-313 MEB-311 2h Exec. tests MEB-315 MEB-311 4h Dev MEB-314 MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader On going See business expert Pb
  • 53. Case 4: one team member is blocked on several tasks (8/18): sprint plan built and validated (day 3: morning meeting) Day 3: morning meeting (1/3) The team leader • Points out an alert : a « delay » on the burn down • But the situation is under control • As they have burnt 10 ih • As he has find the expert: the problem is closed on the problem solving board • As Joe will be able to work on the blocked tasks • Says to Will he can’t take this « integration » task as they have to finish before all the development tasks Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Alert ! 1 2 2 1
  • 54. Case 4: one team member is blocked on several tasks (9/18): sprint plan built and validated (day 3: morning meeting) Day 3: morning meeting (2/3) • Joe & Will take all the blocked tasks • The team leader • explains that now the velocity is no more of 10 ih but of 17 ih = 50 ih / 3 days • And discuss with the team of the different solutions • Descope a story • Make more hours • Punctually increase the team capacity Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Alert !
  • 55. Case 4: one team member is blocked on several tasks (10/18): sprint plan built and validated (day 3: morning meeting) Day 3: morning meeting (3/3) After discussion • The team leader will try to get one more BA for a few days, creates a new line in the problem solving board • William agrees to make overtime and takes one more task • Decsope is useless and avoidable for the moment Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Alert ! Team leader opencap acity 1 more BA 1 2
  • 56. Case 4: one team member is blocked on several tasks (11/18): sprint plan built and validated (day 3: during the day) Day 3: during the day • The team leader has closed it’s line on the problem solving board • He has convinced it’s area manager to get David for a few days • David takes 2 tasks Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Alert ! Team leader closedcap acity 1 more BA 1 David (BA) 2 1 2
  • 57. Case 4: one team member is blocked on several tasks (12/18): sprint plan built and validated (day 3: end of the day) Day 3: end of the day (1/2) • The team leader burns 18 ideal hours: 50 – 18 = 32 • Ideally with the original team we should be at 24 ideal hours: the team is on delay! • But the team has one more people now, so we have to recalculate • the velocity: 32 ih / 2 days = 16 ih • The team capacity: 6 ih * 3 people * 2 days = 32 ih • But we could have a lock on the BA side: 26 ih for a capacity of 6 ih * 2 people * 2 days = 24 ih • It should be ok and Will could help on test or training tasks! Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integration Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Team leader closedcap acity 1 more BA David (BA) MEB-111 2h Design tests MEB-113
  • 58. Case 4: one team member is blocked on several tasks (13/18): sprint plan built and validated (day 3: end of the day) Day 3: end of the day (2/2) • The team takes for 16 ih • We should be again on the track! Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Integratio n MEB-116 MEB-111 2h Integration Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Exec. tests MEB-215 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Team leader closedcap acity 1 more BA David (BA)
  • 59. Case 4: one team member is blocked on several tasks (14/18): sprint plan built and validated (day 4: morning meeting) Day 4: morning meeting The team leader • Points out an alert : a « delay » on the burn down • But it’s because it’s the old velocity • There’s no noticeable KPI • The team barometer increases • With the new one (16 ih), the team is on the track Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Integratio n MEB-116 MEB-111 2h Integration Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Exec. tests MEB-215 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Team leader closedcap acity 1 more BA David (BA)
  • 60. Case 4: one team member is blocked on several tasks (15/18): sprint plan built and validated (day 4: end of the day) Day 4: end of the day (1/2) • The team leader burns 16 ideal hours: 32 – 16 = 16 • Ideally the team should be at 32 ideal hours: the team is on track! Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Integratio n MEB-116 MEB-111 2h Integration Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Exec. tests MEB-215 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Team leader closedcap acity 1 more BA David (BA)
  • 61. Case 4: one team member is blocked on several tasks (16/18): sprint plan built and validated (day 4: end of the day) Day 4: end of the day (2/2) The team takes for 16 ih Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Users training MEB-219 MEB-311 8SP Booking CDS MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT CDS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Team leader closedcap acity 1 more BA David (BA) MEB-111 2h UAT OPT MEB-118 MEB-211 2h UAT EQS MEB-218
  • 62. Case 4: one team member is blocked on several tasks (17/18): sprint plan built and validated (day 5: morning meeting) Day 5: morning meeting The team leader • Points out an alert : a light « delay » on the burn down • But it’s because it’s the old velocity. The team is on track • There’s no noticeable KPI Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Users training MEB-219 MEB-311 8SP Booking CDS MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT CDS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Team leader closedcap acity 1 more BA David (BA) MEB-111 2h UAT OPT MEB-118 MEB-211 2h UAT EQS MEB-218
  • 63. Case 4: one team member is blocked on several tasks (18/18): sprint plan built and validated (day 5: end of the day) Day 5: end of the day All is done! Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Users training MEB-219 MEB-311 8SP Booking CDS MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT CDS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Team leader closedcap acity 1 more BA David (BA) MEB-111 2h UAT OPT MEB-118 MEB-211 2h UAT EQS MEB-218 Done
  • 64. A few lessons learnt from implementation • it’s all about change management, about team building • It takes times (a few months) because it’s a learning journey the key points: Lean, Agile methodologies, Change Management Be carefull if … the number of tickets is exploding. It might deteriorate visibility, performance of IT systems like JIRA • maybe don’t use task, just User Story you move through the board the burndown analysis doesn’t bring so much value • try several ones. One by Release, projects, … don’t forget your basics of project management your team is splitted into several locations • Think about electronic whiteboard to share it, combined with video conference tool (like Lync) you keep doing static planning with a ‘look & feel’ Agile • Check you’re pulling the flow i.e. managing dynamically and not following a predefined calendar team is not covering all the process & not stable • a mature team should be 80% autonomous & stable you apply theory ‘by the book’ without taking into account your context • Find your implementation. Only the result matters