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Opening Sequence
The Case and Mental Model For Agile
Credits to come ….
Technology organizations are still relying on century old thinking
2
Cost, as easy metric to measure, causes us to focus on driving efficiency within our organization
3
Build that Widget
“A Comprehensive Manual”
R D B T D
Acme Acme
You can have any
car you like as
long as it’s black!
Acme
Acme
Acme
Acme
Acme
Acme
Acme
AcmeAcme
Traditional thinking is suited to times of economic scarcity
4
R D B T D
You can have any
car you like as
long as it’s black!
Expires 9/9/9999
#FAIL!
70 % chance of rain
15 months from now
Expires 2033Expires 2014Tomorrow!
Today’s business environment takes a radically different approach
5
• Agile manifesto
• Principles of Lean software development
• Toyota principles • Test-driven development
• User stories
• A3
• Behavior-driven development
• Retrospectives
• Daily standups
• Sprint planning
• Scrum
• Extreme Programming
• Kanban
Agile and Lean provide a vision for success in a complex customer-centric world
6
An overview of Lean & Agile
What is Lean? Maximize Value through
Experimentation & Innovation
What is Agile? Maximize Customer
Feedback & Iterate
7
5. Learn &
Adjust
1. Identify
Value &
Plan
2. Build
Experiment
3. Deliver
Value
4. Measure
Impact
• A framework that guides organizations to manage
complexity through constant learning
• Employees at all levels are empowered to experiment
• Value is delivered in small batches to increase
feedback & improvement
• Focus is on delivering working software frequently
• Emphasis on collaboration and face-to-face
conversation
• Team behavior regularly reviewed and adjusted for
continuous improvement
Lean and Agile in Action: Taking inspiration from other industries
http://www.youtube.com/watch?v=szr0ezLyQHY
8
May, 2014
IT Lean-Agile Governance
An Executive Toolkit
The title of this presentation could be…
May, 2014
Governing an Ecosystem of Complex Highly
Randomized, First Order Learning Entities That
Constantly Adapt to Produce Value
An Executive Toolkit
or the title of this presentation could be…
May, 2014
A Survival Guide To Hosting My Extended Family
Over the Summer Holidays
An Executive Toolkit
For now lets title the presentation…
Talk about
• Known Chicago Journalist
• RIP Google 2014
A story about my uncle john
during the last year of his
life
Dimensions of complexity when planning a family event
13
John was determined to organize a family get
together, dauntingly complex affair
A distributed team of interested contributors quickly self organized to realize
Jon’s vision into a plan based on delegated authority
I know this is a way off but, FYI, I
thought I'd let you know that my children
are planning a celebration in honor of the
50th anniversary of my emigration to
Chicago which is coming up in June.
Actual logistics are a little fuzzy but it
appears that everybody (me, Pamela,
three kids, six grandchildren) will be in
Montréal for the centerpiece of the
event, a gathering-cookout, probably in
Tim and Karen's backyard on Sunday
afternoon, June 16th.
If you and Tom are anywhere in the
vicinity, we'd love to see you.
love from,
Jon + Pamela.
(Similar message sent to Heather.)
love from,
Jon.
Event Date Owner Attendees?
Stay-overJune 12-
June 16
Jon 25
Chicago Bus
tour
June 13 Pamela 12
Parkside
BBQ
June 14 Karen 20
Family
Restaurant
June 15 Tim 20
Kids day @
the Pool
June 14 Karen 10
Night of
Hockey &
Beer
June 15 Jeff 10
Other?
Other?
The Vision The Plan
14
No amount of planning could have anticipated the inherent variation in the problem space
“I was just speaking to Heather and she said that she never
received an email invite from you and has since spent the
last few weeks in therapy wondering what she did wrong
(LOL)…”
“Jeff, my son just grabbed your 2 year old daughter. They are on
a 5th floor of the fire escape!!!!!”
“Aunt Flory got redirected to the Boston airport and is now
stuck until tomorrow”
15
Successful family event planning requires complex behavior that is both adaptive and emergent
• Realizing value is assessed through common units of measure
(attendance)
• Addressing cost, constraints & risk became an emergent
responsibility based on individual capability
• Centrally defined vision, distributed planning responsibilities,
execution through individual adaptation
• Constant feedback used to alter the plan just-in-time
• Teams formed organically to resolve issues just-in-time as they arose
• Cost while important was subordinate to both timing & value
16
May, 2014
ES Lean-Agile Governance
An Executive Toolkit
A.K.A. Governing an Ecosystem of Complex
Highly Randomized, First Order Learning Entities
That Constantly Adapt to Produce Value
Agile Governance is the practice of enabling continuous change based on the outcome of uncertain events
Stories
DeliveryPlanning
Project Idea
Validate
Production ready
code
Every 2 WeeksEvery Month Every 2 Months
Team Lvl Work
Visualization
Program Lvl Work
Visualization Methods
Improvement
Every WeekEvery
Month
Vision &
Strategy
Capability &
Results
Execution &
Experimentation
Team is delivering according to
expected lead times
Impediments to the team are quickly
dealt with by management
The team is continually learning
and improving as necessary to
improve productivity
Team is frequently building and demonstrating business value
with customer
Realization of value is measured according to
throughput & velocity
1
2
3
54
Execs
Every Month
Managemen
t
18
Agile governance supports the emergent, adaptive behavior necessary to manage the complexity found in delivering value in the modern technology environment
• Make commitments that are fine-grained, and based on agreed-upon
capability and capacity
• Use centralized authority to design decision rules that enable local
innovation required to address global concerns
• Use feedback and flow as the primary input to determine
organizational performance, problems, and potential
• Deliver all value as a sequence of experiments, optimizing outcomes
through continuous course correction
• Build structure to deliver through diverse, stable, and cross functional
teams
• Manage and measure to the maximum creation of value, not the
minimal cost incurred
Agile Governance Principles
19
Exercise: Design The First Iteration Of Your Lean–Agile Governance
Instructions:
- Split into groups and discuss
- Which principles resonate with you?
- Which would you try to implement first?
- Work together to design a solution based on one or more of these principles into
your group
- Provide a specific description of solution
- Explain how you would implement it
20
The remainder of this session will be dedicated to practical applications of
techniques that you can use to enable agile governance
Kanban
• Flow, focus, fine-grained units of value
• Continuous improvement & constant
innovation
• Self organized, empowered knowledge
workers
Cost Of
Delay
• Estimating value
• Optimizing on lead-time
• Avoiding “Black Swan” events
Beyond
Governance
• Define centralized objectives through
simple metrics and explicit decision rules
• Achieve objectives through local innovation
• Target global optimization over local ones
Agile for
Execs
• Principles, practices, and methods to enable
delivery agility
• Key thinking tools and terms that describe
how IT will deliver
21
Agile 4 Execs
Agile Governance can be enabled through the application of
Kanban systems and Lean Continuous Improvement methods
Execution Teams
Quality Management Office
Enterprise Improvements
Improvement Kanban
Enterprise Execution Metrics
Operational Reviews
Enterprise Portfolio
Performance, Productivity &
Problems
Team Improvements
Enterprise Risk / Issues / Blockers
Projects
Small
Enterprise Kanban Portfolio Metrics
Prioritized MMFs
23
24
Key Agile Thinking Tools
25
Breaking down work enables delivery teams to self organize around realizing business value incrementally
“Epics ”
Business or Architecture goals to be realized by the system e.g. Get ready for work
Overarching business capability or long lived business processe.g. Go to work
Map the “Story” of the Product / Application
Break
work
down
units of
value and
prioritize
“User Story”
Meaningful unit of work that can be completed by a team within a sprint, typically one
distinct function e.g. wear socks
Delivering incremental value through a re-occurring set of
activities maximizing feedback
Product Owner
Inputs from Business,
Customers, Managers,
Execs
Product
Backlog
Scrum Team
Iteration
Backlog
Scrum
Master
Daily Stand-up
Meeting
Iteration end date
and scope remain
fixed
Acceptance Review
Completed Stories
(Ready for E2E
Int. Test)
Iteration
Retrospective
2–4 Week
Iteration
Story Elaboration,
Development
1
2 3
4
5
6
7
Iteration
Planning
26
Excellence is achieved through knowledge workers who can self organize through
explicit constraints and dynamic team interaction to avoid risk and deliver value
27
28
We often suffer from a lack of
common awareness in our work
Detailed plans are only accurate
to a short time horizon
Good long term
planning means
being prepared with
the right tools to
respond to likely
challenges
Visualization of
work makes it
possible to change
tactics in real time
Lean–Agile Visualization (Kanban) allow organizations reduce the reliance on long-term planning to achieve business results
29
Make fine-grained commitments by breaking down larger ones into the smallest possible increment the value ( Minimum Marketable Feature Set)
Project
Project
Minimum
Marketable
Features
(MMF)
Business
Valued
Stories
Big projects and big
releases are hard!
Lots of variability and
unknowns!
Lots of dependencies!
30
The Lean Change approach focuses on an approach that is based on learning, co-creation, and experimentation
Exercise: Incorporate Agile Thinking Tools into your Lean–Agile governance model
Instructions:
- Split into groups and discuss
- Which agile thinking tools would you incorporate?
- How would you prioritize
- Work together to design/enhance your solution based on one or more of these
principles into your group
- Provide a specific description of solution
- Explain how you would implement it
Kanban
Make a promise and keep it
Deliver when we say we will
When there are surprises we will make sure we don't make the same
mistake twice
Our performance will improve over time
Visualize Work
Limit Work in Progress
Measure and Manage Flow
Make Process Policies Explicit
Enable Continuous Improvement
Kanban core properties
The Kanban Promise
Kanban is a method built on “lean thinking” to help IT organizations deliver on their promises to the business
33
Kanban is about introducing a set of small J-Curve effects to a less
disruptive path to agility
Performan
ce
Tim
e
Old
“waterfall”
world
New “agile”
world
Big “C” change
approach
Kanban allows teams to apply “Lean” thinking to everyday work and acts as an incremental change agent
Kanban
approach to
change
34
GetKanban
Background
• Your team is a leading product development company.
• You make products with a subscription-based revenue model.
• The more subscribers you can attract, the more money you will make.
• You bill your customers at the end of every third day. We call this the
billing cycle.
• Your goal is to maximize profit by attracting subscribers and therefore
growing your revenue stream.
36
37
Each Ticket Represents a unit of Product Functionality (Feature)
Marketing has estimated the market value of each Standard ticket as High, Medium, or Low. High value tickets
are expected to attract more subscribers. Marketing is usually right, but not always.
38
As you roll dice during the game, you will strike work off the corresponding section of the ticket.You may choose to assign your team members to work in other specialties, but they are generally not as
effective.
2 Analysts
(Product / BA)3 Developers
2 Testers
Your Team
This is your team. You have two analysts, represented by two dice with large red numbers, three developers
represented by blue dice, and two testers represented by green dice.
Developer
assigned to
Analysis
39
If you choose to, you may divide the dice among the team, such that one player
is responsible for Analysis, another for Development, and another for Testing
Pro
ject M
an
ag
er
CFD
Tra
cker
Choose your Role & Divide Material Among the Team
40
Rules: Dice, Work, Tickets
• Dice allocation must be done at the stand-up meeting. All dice must be
allocated before any are rolled.
• Tickets within each column should be prioritized during the stand-up
meeting. When work is struck off tickets, start with the ticket at the top
of the column, and work down (i.e. in priority order).
• Tickets may be pulled in any order, both from the backlog, and across
the board, and may be pulled into any position in the receiving column.
• Tickets must be pulled to satisfy WIP limits if possible.
• There are no additional rules to restrict how dice are rolled, how work is
struck off tickets, or how tickets are selected or pulled.
41
Let’s get started!
Debrief
Congratulations to the winning team!
The CFD
What stories does your CFD tell? Can you see the
impact of the events that transpired in the game?
The Team
Did you choose to divide the dice among the team?
If so:
• how did the players responsible for each
specialization interact with each other?
• what impact did the visibility of flow across the
value stream have on decision making?
What sorts of things were you discussing in your
stand-up meetings?
How did you make decisions, were you making
quantitative, objective assessments? If so, what data
were you using?
Who was participating in the analysis and decision
making, one person, or many people? How well did
this work?
The Work
Did you analyze the backlog to select which tickets
to pull, and if so, what factors did you take into
account?
The Blocker
How long did it take teams to resolve the blocker?
Was there high variability in resolution times
between the teams?
Carlos’ Testing Policies
What did you observe when Carlos arrived?
What caused this effect?
Why did the problem become manifest so quickly?
Are the effects of policy decisions always so
obvious? Why, or why not?
General Questions
Several different events took place during the
course of the game. Can you see the effects of
these on the charts? Can you see immediate
impact? Can you see longer lasting effects?
What are they?
What policies were made explicit? Did these
help to streamline discussion?
Was planning effective? What information was
used on a day-to-day basis to make decisions?
Did we see “swarming” happening in the game?
When did it happen? Was it effective?
43
Identifying risk using Kanban
Kanban scenario one: What issue would you highlight on this board?
45
Kanban scenario two: What issue would you highlight on this board?
46
Kanban scenario three: What issue would you highlight on this board?
47
Standard work
Legend
Expedite Fixed date Competitive advantage
Kanban scenario four: What issue would you highlight on this board?
48
Kanban scenario five: What is wrong with this picture?
49
Cumulative Flow Diagrams (CFD) help teams to monitor WIP levels
50
WIP
At the end of sprint 5, approximately how much WIP
is in Design?
WIP in Design = Done Analysis – Done Design
WIP in Design = 45 – 28 = 17 user stories
17 stories
Cumulative Flow Diagrams (CFD) help teams to predict future cycle time trends
51
Process Cycle Time
How many sprints does it take to deploy the first 10 stories?
Cycle Time = End of sprint where 10th story was deployed – Start
of sprint where 10th story was taken in
Cycle Time = Sprint 5 end – Sprint 1 start = 5 Sprints
5 sprints
Cumulative Flow Diagrams (CFD) visualize a team’s throughput and can help in setting project timelines
52
What is the approximate throughput of the team?
Calculate the slope of the straight line between sprint 1 and the
final sprint.
Throughput = 25 stories / 8 sprints = 3 stories / sprint
Exercise: 50 features in 15 weeks, can the team deliver?
53
Current Week
15 features in 11 weeks
implies: 1.4 features
per week on average
4 weeks
remaining implies:
5 additional
features at current
throughput
Exercise: Jagged flow, what can we understand from this graph?
What could these
parallel jagged lines
mean?
54
What could this jagged
flow mean?What could this flat
lines mean?
Exercise: Is this team doing well?
55
Where could there be bottlenecks?
At what points would you have been worried about the status/progress of this project?
Exercise: Idleness and resource utilization
56
During sprint 5, which process could have been idle? How should’ve these resources been utilized?
Metrics will promote a culture of continuous improvement and, in context, can tell the narrative of the team
57
Metrics can provide the indicators for when and where
management can assist
Beyond Governance
59
In which are values most important?
Which is most efficient?
Which is most difficult?
Beyond Governance – why it’s different, difficult, and powerful
60
Agile
GovernanceIdea
Recip
e
Theory X Theory Y
Many leadership theories
Complex theory
Lean, Agile, Holacracy
Balanced Scorecard
Budgeting
TQM, ABC etc…
Granularity
Coverage
Many “Ambition to Action’s” across the company
61
…and more
Internal competition will lead to an increase in
experimentation, and ultimately to global optimization
From fixed targets to relative targets
62
Team to Team
(Throughput)
1. Team A 5
2. Team B 6
3. Team C 10
4. Team D 11
5. Team E 12
6. Team F 15
7. Team G 25
8. Team H 26
9. Team I 27
10. Team J 30
Department to
Department
(Avrg MMF Lead Time)
1. Dept. A 5
2. Dept. B 6
3. Dept. C 10
4. Dept. D 11
5. Dept. E 12
6. Dept. F 15
7. Dept. G 25
8. Dept. H 26
9. Dept. I 27
10. Dept. J 30
Area to Area
(Avrg Time to Market)
1. Area A 2 months
2. Area B 3 months
3. Area C 5 months
4. Area D 6 months
5. Area E 7 months
6. Area F 8 months
7. Area G 10 months
8. Area H 13 months
9. Area I 15 months
10. Area J 16 months
Comparison to
• Peers
• Competitors
• World Class
Benchmark
Exercise: Incorporate these concepts into your Lean–Agile governance model
Instructions:
- Split into groups and discuss
- Which aspects of beyond governance would you incorporate?
- How would you prioritize
Using value as the primary driver of behavior
How much does queuing cost us?
65
Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
Value Add
Risk Reduction
Waiting
Opportunity
Identified
10 Weeks waiting 11 Weeks waiting 9 Weeks waiting
PoC
(24 hrs)
Dev & Test
(160 hrs)Go-Live
• Your organization has identified an Epic with the cost of delay being
$150,000 per week. The value stream below illustrates the progression of
the Epic through an organization’s system of work:
• How much did queuing, or waiting time cost this organization?
The 30 weeks that this opportunity spent waiting in various queues cost the
organization $4.5m in lost revenues
Cost of Delay: Putting a price tag on time
66
Cost of Delay
Business value of the
feature or Epic
Information
Discovery of Value
How value decays
over time
A framework for thinking about value
67
Protect Revenue
Reduce Costs
Increase Revenue
Avoid Costs
Increasing sales to new or existing customers. Delighting
or Disrupting to increase market share and size
Improvements and incremental innovation to sustain
current market share and revenue figures
Costs that we are currently incurring, that can be reduced.
More efficient, improved margin or contribution
Improvements to sustain current cost base. Costs we are
not currently incurring but may do in the future
Why should we put a cost on time?
68
Why? Why?
Increase
Revenue
Protect
Revenue
Reduce
CostsAvoid Costs
If we can’t estimate the value, is it worthless?
1. Long-life, unaffected peak
69
Delay
Cost
Time
$ B
en
efi
ts /
Week
Late Entry
2. Short-life, affected peak
70
Delay
Cost
Time
$ B
en
efi
ts /
Week
Late Entry
Reduced Peak
3. Long-life, affected peak
71
Delay
Cost
Time
$ B
en
efi
ts /
Week
Late Entry
Reduced Peak
For ideas with a very long-life, with reduced peak due to later delivery
4. Seasonal or Date-Driven
72
Delay
Cost
Time
$ B
en
efi
ts /
Week
Late
Entry
Last responsible
moment
Black Swans: Value is rare and extreme
73
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
0 5 10 15 20 25
Co
st o
f D
ela
y /
week
Requirements sorted by Cost of Delay
A small number of
features have a very high
Cost of Delay
For scheduling decisions: CD3 Cost of Delay Divided by Duration
74
Cost of Delay
Business value of the
feature or Epic
Information
Discovery of Value
How value decays
over time
Duration
CD3
Score
Without information about
VALUEthe system optimizes for other things
Why should this surprise anyone?
Cost of delay
o Creates focus on value for money
o Enables better trade-off decisions
o Changes the focus of the conversation
Value
Increase Revenue
Increasing sales to new or
existing customers. Delighting or
disrupting to increase market
share and size to attract
additional revenue
Protect Revenue
Sustaining our current
market share and
revenues through
incremental innovation
and improvements for
existing customers
Reduce Costs
Reducing costs that we are
currently incurring. Ideas
that make things more
efficient, improving
margin or contribution
Avoid Costs
Costs that we are not
currently incurring but
may do in the future.
Improvements to avoid
likely increases in our cost
base
Urgency1. Long-life cycle. Peak unaffected by delay 2. Short-life cycle. Peak affected by delay
3. Long-life cycle. Peak affected by delay 4. Impacted by an external deadline
Cost of Delay profiles
One of your colleagues has a bright idea to
offer business cards on LinkedIn. Using profile
data (name, job title, phone number, email) you
will display a customized business card
alongside users’ profiles.
Users will be able to easily design and order
business cards using their details on LinkedIn,
saving them time
Imagine your work for Vistaprint
An example of a typical LinkedIn profile
Title
LinkedIn Business CardsCD3 Priority Score
What is the idea / problem / opportunity?Increase Revenue Protect Revenue
Reduce Cost Avoid Cost
What are the benefits for the organization?
What are the key assumptions we need to test?
Urgency Profile
Cost of Delay
Duration
Key Takeaways
Recognizing adoption challenges amongst managers
82
Change Planning – Evidence
of experimentation based
improvements
Managers coaching in Lean-
Agile
Actively removing
impediments and escalating
when necessary
Team retrospectives are
occurring on a regular
cadence
Team standups are occurring
on a regular cadence
• Recognize opportunities to develop the
manager community in areas where
adoption is challenged
• Celebrate areas with the highest
adoption and continue to refine
behavior to ensure it remains dominant
Agile Adoption in the Manager Community
at Grainger
Executive
Community
Agile Behaviors
• Moving to Agile puts the most change pressure on the managers of the organization
• It is important to recognize the characteristics of an effective Agile team manager and enable
the organization to develop Agile management capability
• Executives must keep a pulse on the health of Agile adoption by first observing the manager
community and identifying challenged areas with opportunities for improvement
• There are several Agile Manager
behaviors that can be tracked to
determine the level of adoption
amongst managers
Managers are key to the success of the Agile adoption.
Your Agile COE has their hand on the pulse of the adoption and the needs of the
managers to be successful
Participating in EKB standups
The transformation pilot kanban is our mechanism to surface and address challenges
managers are facing related the change
83
Socializing
Transformation
Canvas
Training Create
Change
Solution
Design lean-agile
system, Onboard
work
Standup, Iterating systems, Frequent
demonstration of value, recurring
replenishment
Verify change
through
metrics
Limitin
g work
Change Persona: Agile Executive Leader
84
Observable Behavior
Learn Fast
Do Less
Be visible & be
collaborative
Limit work in progress at portfolio level, create focus, do
less in parallel, keep things simple
(e.g. Limit the prioritized backlog)
Hypothesis: 4-9 weeks (by Kernel Adoption)
Short feedback loops, tolerate mistakes, value
learning and continuous improvement
(e.g. create experiments to validate assumptions)
Hypothesis: 4-9 weeks (by Kernel Adoption)
Attend team events every week. Play nicely, be
supportive, give your people time, actively participate
in projects
(e.g. Perform Gemba walks, attend stand ups)
Hypothesis: 1 week
1. If I want my teams to be truly agile, my behaviors are supporting an environment where
agile can succeed
2. I am setting up agile for success within ES and with my business partners
3. I have the desire and patience for the team to self-sustain Agile
Critical Assumptions for Success
Executive Leader Persona continued
85
One Team, One
Goal
Focus on value
Lead By
Example
Focus on value over cost, deliver value earlier and
incrementally, concentrate on building the right product (e.g.
determine the cost of delay)
Hypothesis: 9 weeks (by Kernel Adoption)
Avoid silos by setting up product-oriented, co-
located, multi-disciplined teams with one shared
purpose; squash politics
(e.g. shared but explicit policies / agreements)
Hypothesis: 4-9 weeks (by Kernel Adoption)
Be Agile yourself, use Agile techniques, exhibit Agile
principles, adopt a servant leadership style
(e.g. reformat existing meetings into Agile ceremonies)
Hypothesis: 2-4 weeks
Actively
remove
impediments
Focus on resolving impediments that are getting in the
way of the organization delivering value
(e.g. attending Enterprise Kanban standups)
Hypothesis: 1 week
Observable Behavior
Key Takeaways
86
Lean & Agile will decrease lead time – if
we focus on smaller batches, managing
WIP and actively removing impediments
Use Kanban tools to manage the
system and focus on flow across
teams, departments and IT
Use of Agile thinking tools promote
collaboration and better decision making, help
enable this through empowerment
The ES Agile Transformation is well underway with teams
demonstrating adoption and many more teams about to initiate their
localized journeys
Think about value as an continuously
incurring cost to the organization by not
being in the market
Enabling a healthy internal competition
spawns local innovation which will lead to
global optimizationTo govern an agile organizations requires
executives to be comfortable with
empowering their teams to continuously
change and adapt
Managers are key to the success of the
Agile transformation and adoption
The organization’s success in self-
sustaining Agile is dependent on my
behaviors and actions
Appendix- Answers for CFD Exercises
- Answers for Kanban Exercises
Cumulative Flow Diagrams (CFD) visualize a team’s throughput and can help in setting project timelines
88
What is the approximate throughput of the team?
Calculate the slope of the straight line between sprint 1 and the
final sprint.
Throughput = 25 stories / 8 sprints = 3 stories / sprint
CFD Review: 50 features in 15 weeks, can the team deliver?
89
Current Week
15 features in 11 weeks
implies: 1.4 features
per week on average
4 weeks
remaining implies:
5 additional
features at current
throughput
CFD Review: Is this team doing well?
90
Where could there be bottlenecks?
At what points would you have been worried about the status/progress of this project?
CFD Review: Jagged flow, what can we understand from this graph?
What could these
parallel jagged lines
mean?
91
What could this jagged
flow mean?What could this flat
lines mean?
CFD Review: Idleness and resource utilization
92
During sprint 5, which process could have been idle? How should’ve these resources been utilized?
The Testing process could have been idle, as they had finished all the work they had pulled from
Development by the end of sprint 4
Kanban scenario one: What issue would you highlight on this board?
93
WIP Exceeded
Kanban scenario two: What issue would you highlight on this board?
94
BottleneckDev Idle
Kanban scenario three: What issue would you highlight on this board?
95
Standard work
Legend
Expedite Fixed date Competitive advantage
Majority of tickets are high risk (Expedite, Fixed date)
Kanban scenario four: What issue would you highlight on this board?
96
Bottleneck is
forming
Kanban scenario five: What is wrong with this picture?
97
WIP limit
exceeded
WIP limit
exceeded
WIP limit
exceeded
Developers
are idle
Analysts may
be
underutilized
WIP limit
exceeded
