Page § 97
Make Expedite class visible on the board
Backlog Analysis Development DoneTest
Doing Doing DoingDone Done Done
Fixed date Expedite
Page § 38
v Visualize the workflow
v Split the work into pieces, write each item on a card and put on the
v Use named columns to illustrate where each item is in the workflow.
v Limit Work In Progress (WIP) – assign explicit limits to how many
items may be in progress at each workflow state.
v Measure the lead time (average time to complete one item, sometimes
called “cycle time”), optimize the process to make lead time as small and
predictable as possible.
Page § 74
Managing and measuring Flow
Due Date Performance
Cumulative Flow Diagram
Issues and Blocked Work
In Agile, we use LEAN techniques to understand the
The demand ﬂow is a simple process: demand meets
capacity and, according to the capacity, demand can be
treated more or less swiftly.
Agile Demand Management
focus on the output
• delivering each time helps you to focus on what
matters and enables discussion between the
• delivering drives fear out!
focus on input
• managed by a single person to insure
• empowers PO’s position
• strong stakeholder’s engagement
BUSINESS A S USUA L
There are 3 types of generally accepted work:
• those that produce value (fruits)
• those used to produce value (roots)
• and routine (transactional) aka « business-as-
Fruits are the expected outcome of planting: CA, beneﬁts, etc ...
"Robots" are the feed channels for the existence and growth of fruits.
Anything that is neither "fruit" nor "roots" are called Business-as-usual
(BAU).The BAU is time consuming and can not be totally eliminated.
But it can be controlled by treatment.
BUSINESS AS USUAL
•Lean explains that you have to optimise the flow i.e. reducing the BAU, optimise
the « roots » so that each harvest produce the same « fruits ».
•Agile is more pragmatic. We consider that BAU cannot be eliminated but should be
•Scrum explain that you have to focus on business value i.e. increasing fruits
•Agile also explains that both development and production proceed in a sustainable
Usually performance indicators are on « BAU »:
• the process is deﬁned until the end-of-times
• each input produces almost the same output
Working hypothesis have never been validated nor experienced.They
are mostly driven by annual budget
Here the organisation is disconnected from reality and objective is to
reinforce functional silos (keeping the organisation performance at the
Important are the results (fruits)
• short term thinking
PR O DU CT IVITY E FF IC IEN CE
P RO D UCTI V ITY:
YOU D O A LOT OF WORK, BUT
IS IT THE GOOD WORK?
YOU DO YOUR WO RK EASILY,
BUT DID I T REAC H THE
YO U DO THE RIGH T WO RK AT
THE RIGH T TIME. IS THE
PROC ESS REP EATAB LE?
PUR POS E
Purpose = only start the
work with clear purpose
Autonomy = good results
come from autonomous
Mastery = mastery through
Result = it’s by combining
that you can create a
sustainable value delivering
PUR POS E
« DRIVE »D.PINK
MEA NI NG
PIERR E E. N EIS
Agile by Nature