Methodology scrum white board simulation
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Transcript of Methodology scrum white board simulation
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
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-YYY Story
Goal. Often
functional
Task
How achieve
the goal
Stories Done Spec > 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
KPI 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 day5 day4
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
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 day5 day4
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team barometer
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 day5 day4
MEB-111
4h
Design
Spec
MEB-112
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team barometer
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 day5 day4
MEB-111
4h
Design
tests
MEB-113
MEB-111
4h
Dev
MEB-114
Alert!
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team barometer
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 day5 day4
MEB-111
4h
Design
tests
MEB-113
MEB-111
4h
Dev
MEB-114
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team barometer
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 day5 day4
MEB-111
4h
Exec.
tests
MEB-115
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team barometer
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 day5 day4
MEB-111
4h
Exec.
tests
MEB-115
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team barometer
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 day5 day4
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
CI Team barometer
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 day5 day4
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
CI Team barometer
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 day5 day4
MEB-111
4h
MEP
MEB-120
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team barometer
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 day5 day4
MEB-111
4h
MEP
MEB-120
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team barometer
Done
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
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-YYY Story
Goal. Often
functional
Task
How achieve
the goal
Stories Done Spec > 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 day5 day4
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team barometer
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 day5 day4
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team barometer
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 day5 day4
MEB-111
4h
Design
Spec
MEB-112
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team barometer
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 day5 day4
MEB-111
4h
Design
tests
MEB-113
MEB-111
4h
Dev
MEB-114
Alert!
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team barometer
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 day5 day4
MEB-111
4h
Design
tests
MEB-113
MEB-111
4h
Dev
MEB-114
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team barometer
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 day5 day4
MEB-111
4h
Exec.
tests
MEB-115
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team barometer
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 day5 day4
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
CI Team barometer
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 day5 day4
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
CI Team barometer
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 day5 day4
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
CI Team barometer
2
1
3
Alert !
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 day5 day4
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
CI Team barometer
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 day5 day4
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
CI Team barometer
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 day5 day4
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
CI Team barometer
Done
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
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-YYY Story
Goal. Often
functional
Task
How achieve
the goal
Stories Done Spec > 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 day5 day4
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
CI Team barometer
Sprint Burn-down chart
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 Done Spec > 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 day5 day4
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-112 MEB-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
CI Team barometer
Sprint Burn-down chart
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 Done Spec > 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 day5 day4
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-112 MEB-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
CI Team barometer
Sprint Burn-down chart
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 Done Spec > 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 day5 day4
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
CI Team barometer
Sprint Burn-down chart
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 Done Spec > 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 day5 day4
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
CI Team barometer
Sprint Burn-down chart
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 Done Spec > 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 day5 day4
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
CI Team barometer
Sprint Burn-down chart
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 Done Spec > 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 day5 day4
MEB-211
8SP
Booking
EQS
MEB-211
4h
UAT
MEB-218
MEB-211
4h
Users
training
MEB-219
Dan (BA)
In time MEB-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
CI Team barometer
Sprint Burn-down chart
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 Done Spec > 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 day5 day4
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
CI Team barometer
Sprint Burn-down chart
1
2h 2
3
1
2
3
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 Done Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
68
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Alert !
Sprint Burn-down chart
1
2
1
2h
MEB-111
4h
Users
Training
MEB-119
3
1
2
3
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 Done Spec > 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 day5 day4
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
CI Team barometer
Sprint Burn-down chart 1
2h
MEB-111
2h
Users
Training2/2
MEB-121
1
2
3
1
2
3
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 Done Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
68
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William
(IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Sprint Burn-down chart
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 Done Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
68
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William
(IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Sprint Burn-down chart
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 Done Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
68
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William
(IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Sprint Burn-down chart
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
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-YYY Story
Goal. Often
functional
Task
How achieve
the goal
Stories Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team 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
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
Support
Unplanned
KPI
Waste
Continuous Improvement
CI Team 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
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
Alert !
Alert !
Alert !
Alert !
spec
KO
Expertise
lack
Team
leader
open See
business
expert
Pb 1
2
3
4
1
2
3
4
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
spec
KO
Expertise
lack
Team
leader
open See
business
expert
Pb
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
spec
KO
Expertise
lack
Team
leader
open See
business
expert
Pb
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
spec
KO
Expertise
lack
Team
leader
On going
See
business
expert
Pb
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
spec
KO
Expertise
lack
Team
leader
closed See
business
expert
Pb
Alert ! 1
2
2
1
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
spec
KO
Expertise
lack
Team
leader
closed See
business
expert
Pb
Alert !
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
spec
KO
Expertise
lack
Team
leader
closed See
business
expert
Pb
Alert !
Team
leader
open cap
acity
1 more
BA 1
2
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
spec
KO
Expertise
lack
Team
leader closed
See
business
expert
Pb
Alert !
Team
leader closed cap
acity
1 more
BA 1
David (BA)
2
1
2
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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-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
CI Team barometer
Root
cause
owner status Solution
spec
KO
Expertise
lack
Team
leader
closed See
business
expert
Pb
Team
leader
closed cap
acity
1 more
BA
David (BA)
MEB-111
2h
Design
tests
MEB-113
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
spec
KO
Expertise
lack
Team
leader closed
See
business
expert
Pb
Team
leader closed cap
acity
1 more
BA
David (BA)
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
spec
KO
Expertise
lack
Team
leader
closed See
business
expert
Pb
Team
leader
closed cap
acity
1 more
BA
David (BA)
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
spec
KO
Expertise
lack
Team
leader closed
See
business
expert
Pb
Team
leader closed cap
acity
1 more
BA
David (BA)
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
spec
KO
Expertise
lack
Team
leader closed
See
business
expert
Pb
Team
leader closed cap
acity
1 more
BA
David (BA)
MEB-111
2h
UAT OPT
MEB-118
MEB-211
2h
UAT EQS
MEB-218
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
spec
KO
Expertise
lack
Team
leader
closed See
business
expert
Pb
Team
leader
closed cap
acity
1 more
BA
David (BA)
MEB-111
2h
UAT OPT
MEB-118
MEB-211
2h
UAT EQS
MEB-218
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 Done Spec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0 day
real
hours Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5 day4
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
CI Team barometer
Root
cause
owner status Solution
spec
KO
Expertise
lack
Team
leader closed
See
business
expert
Pb
Team
leader closed cap
acity
1 more
BA
David (BA)
MEB-111
2h
UAT OPT
MEB-118
MEB-211
2h
UAT EQS
MEB-218
Done
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