Modular Monolith - a Practical Alternative to Microservices @ Devoxx UK 2024
Methodology scrum white board simulation
1. Methodology
SCRUM WhiteBoard simulation
the Goal:
• Understand the standard structure of a SCRUM whiteboard
• How to use it during Scrum events
• Change process is not difficult
• Change human behavior is
Try SCRUM
Training support: based on client’s questions during implementation
2. Why & How?
• Why do I need to change?
• How can I manage the change?
Disclaimer: this is my understanding of Jeff Sutherland’s enhanced with my experience
• Are you satisfied with your time to market?
• Are you satisfied with your productivity?
• Is your work rhythm sustainable?
• is your team working as a team or as individual?
Build the context to support the Change with Scrum
3. Scrum WhiteBoard simulation training
• Definition, objectives & pre-requisites
• Agenda
the key points: methodologies & tools needs to be adapted to people who wants to use them
to be efficient. First learn the standard (theory), then ‘break’ the standard if needed
Definition
• Scrum is the most popular Agile methodology used today in the IT industry
• The Scrum framework is based on events like the Daily Stand-up where the team
discuss about its action plan to fulfill the goals of the iteration
• the Scrum team is using a WhiteBoard to visualise and monitor its iteration
Objectives
• Understand the standard structure of the WhiteBoard and the rules
• So that the team can make it efficient, adapting it to its own context & constraints
Pre requisite
• Agile Manifesto
• Scrum iteration, events & roles
Agenda
• The lean IT White Board principles
• Case 1: everything’s fine
• Case 2: the sponsor changes the sprint content
• Case 3: one team member is blocked on one task
• Case 4: one team member is blocked on several tasks
• A few lessons learnt from implementation
4. Scrum WhiteBoard simulation training
Detailed Agenda
the key points: illustration through use cases (small stories)
The lean IT White Board principles
• The whiteboard meeting is a critical part of the performance management and problem solving
Case 1: everything’s fine (slide 7 to 17)
• Illustrate, in a normal case, the main principles of the white board
Case 2: the sponsor changes the sprint content (slide 19 to 30)
• the problem is visible on the burn down
Case 3: one team member is blocked on one task (slide 32 to 44)
• the problem is not visible on the burn down
• When a task is blocked in « in progress », I reestimate the remaining in ideal hours
• To complete my day, I can split a task in 2
Case 4: one team member is blocked on several tasks (slide 46 to 63)
• the problem is visible on the burn down
• to chase the blocked tasks I use the « blocked » box
A few lessons learnt from implementation
5. The lean IT White Board principles
During the daily Stand-up the team is managing dynamically the iteration
• A good whiteboard should give transparency on the iteration content & team activities
• Everyone should be clear on what are the team goals and if the team is on track or not
• The team owns the whiteboard: it has to live & improve the team spirit (rugby scrum)
the key points: the team leader should use the daily to make its team grow i.e. become more
autonomous (management by delegation, empowerment)
Key features Description Benefits
Goals &
priorities
Problem
solving
Other
Performance
Whiteboard clearly shows
o Sorted goals to be reached by priority
o Who’s working on what
o Whiteboard provides a clear overview of out-standing
problems, owner, & deadlines
o Help the team in scheduling problem solving sessions
o Coaching:
Helps team scheduling coaching sessions and sits-in
for entire week
o Team Morale:
Provides teams a tool to express and discuss team
morale
o Training:
Provides a clear overview of current team skill mix and
training opportunities
o a better workload balance
o Empower team member to take ownership of activities, while being
more autonomous
o Reduce rigidity within the team
o Allow team members to collectively discuss problems, identify
corrective actions, and address root causes
o Increase level of transparency on outstanding problems
o Foster continuous improvement
o Foster a feedback culture within the team
o Help to reduce skill and individual variability
o Foster and improve team spirit
o Help addressing mindset issues as soon as they pop up
o Help identifying skill gaps within the team and knowledgeable people
who can help address them
o Foster performance dialogues in a timely manner
o Create a regular and appropriate forum for continuous improvement
Whiteboard clearly shows if the team is on track or not
6. Understand the standard structure of the SCRUM WhiteBoard and the rules
• Illustrate, in a normal case, the main principles
• use case: slide 7 to 17
Case 1
everything’s fine
7. Case 1: everything’s fine (1/11)
sprint plan built and validated (day 0)
• we have planned the first sprint (5 days)
• we have 32 ideal hours to burn (ideally 6.4 ideal hours per day: 32 / 5 days)
• We have checked that the « todo list » was matching our team capacity
• Todo list: 32 ideal hours
• Team capacity in the sprint: 5 days * 6 ih * 2 people = 60 ideal hours for the sprint
PRJ-XXX
# SP
< … >
PRJ-XXX
# ih
< … >
PRJ-YYYStory
Goal. Often
functional
Task
How achieve
the goal
Stories DoneSpec > Dev > Test
CI Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
4h
Design
Spec
MEB-112
MEB-111
4h
Design
tests
MEB-113
MEB-111
4h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
MEB-111
4h
Dev
MEB-114 32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
Continuous Improvement
day0
day
Support
Unplanned
KPIreal
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Sprint Burn-down chart
Waste
Team barometer
the key points: SCRUM is evolving. This presentation is based on task & ideal hours to assess the average
workload. But you might find it heavy. if so, try to move the US from step to step and use only story points
8. Case 1: everything’s fine (2/11):
sprint plan start (day 1: morning meeting)
Day 1: morning meeting
• Joe takes the task MEB-112 for 4 ideal hours
• He’s confident!
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
4h
Design
tests
MEB-113
MEB-111
4h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
MEB-111
4h
Dev
MEB-114
32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
MEB-111
4h
Design
Spec
MEB-112
Joe (BA)
day0 day1 day2 day3 day5day4
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
9. Case 1: everything’s fine(3/11):
sprint plan chasing (day 1: end of the day)
Day 1: end of the day
• Joe has finished his task MEB-112 and moves it in the done column
• The team leader burns 4 ideal hours: 32 – 4 = 28
• It remains 28 ideal hours for the team to reach the goal at the end of the sprint: it seems they’re not on
the track.
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
4h
Design
tests
MEB-113
MEB-111
4h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
MEB-111
4h
Dev
MEB-114
32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-111
4h
Design
Spec
MEB-112
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
10. Case 1: everything’s fine (4/11):
sprint plan chasing (day 2: morning meeting)
Day 2: morning meeting
The team leader
• points out an alert : a « delay » on the burn down
• there’s no noticeable KPI to explain this « delay »
• explains it’s normal because the team has burnt 4 ih instead of 6.4 but it was planned and the « delay »
should be recovered as today Joe and william should burn 8 ih
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
4h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-111
4h
Design
tests
MEB-113
MEB-111
4h
Dev
MEB-114
Alert!
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
11. Case 1: everything’s fine (5/11):
sprint plan chasing (day 2: end of the day)
Day 2: end of the day
• Joe and William have finished their tasks MEB-113 and MEB-114 and move them in the done column
• The team leader burns 8 ideal hours: 28 – 8 = 20
• It remains 20 ideal hours for the team to reach the goal at the end of the sprint: they’re on track
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
4h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-111
4h
Design
tests
MEB-113
MEB-111
4h
Dev
MEB-114
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
12. Case 1: everything’s fine (6/11):
sprint plan chasing (day 3: morning meeting)
Day 3: morning meeting
The team leader
• points out there’s no « delay » on the burn down: the team is on track
• there’s no noticeable KPI
• Joe takes the task MEB-112 for 4 ideal hours
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
2h
Integration
MEB-116
32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-111
4h
Exec.
tests
MEB-115
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
13. Case 1: everything’s fine (7/11):
sprint plan chasing (day 3: end of the day)
Day 3: end of the day
• Joe has finished his task MEB-115 and moves it in the done column
• The team leader burns 4 ideal hours: 20 – 4 = 16
• It remains 16 ideal hours instead of 12.8 ideally: it seems they’re not on track
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
2h
Integration
MEB-116
32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-111
4h
Exec.
tests
MEB-115
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
14. Case 1: everything’s fine (8/11):
sprint plan chasing (day 4: morning meeting)
Day 4: morning meeting
The team leader
• points out an alert : a « delay » on the burn down
• there’s no noticeable KPI
• explains it’s normal because the team has burnt 4 ih instead of 6.4 but it was planned and the « delay »
should be recovered as today Joe and william should burn 12 ih
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
32
Ideal
hours
day
day
real
hours
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
Joe (BA)
day0 day1 day2 day3 day5day4
Alert!
MEB-111
2h
Integration
MEB-116
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
MEB-111
4h
Users
training
MEB-119 Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
15. Case 1: everything’s fine (9/11):
sprint plan chasing (day 4: end of the day)
Day 4: end of the day
• Joe and William have finished their tasks and move them in the done column
• The team leader burns 12 ideal hours: 16 – 12 = 4
• It remains 4 ideal hours for the team to reach the goal at the end of the sprint: they’re on track even in
advance!
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
32
Ideal
hours
day
day
real
hours
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-111
2h
Integration
MEB-116
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
MEB-111
4h
Users
training
MEB-119 Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
16. Case 1: everything’s fine (10/11):
sprint plan chasing (day 5: morning meeting)
Day 5: morning meeting
The team leader
• points out there’s no « delay » on the burn down: the team is on track even in advance
• there’s no noticeable KPI
Joe takes the task MEB-120 for 4 ideal hours
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
32
Ideal
hours
day
day
real
hours
Integration > UAT > MEP
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-111
4h
MEP
MEB-120
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
17. Case 1: everything’s fine (11/11):
sprint plan chasing (day 5: end of the day)
Day 5: end of the day
• William has finished his task MEB-120 and moves it in the done column
• The team leader burns the last 4 ideal hours: 4 – 4 = 0
• The Story is done. The team has achieved it’s goal!
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
32
Ideal
hours
day
day
real
hours
Integration > UAT > MEP
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-111
4h
MEP
MEB-120
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Done
18. Understand the standard structure of the SCRUM WhiteBoard and the rules
• the problem is visible on the burn down
• use case: slide 19 to 30
Case 2
the sponsor changes the sprint content
19. Case 2: the sponsor changes the sprint content (1/12)
sprint plan built and validated (day 0)
• we have planned the first sprint (5 days)
• we have 32 ideal hours to burn (ideally 6.4 ideal hours per day: 32 / 5 days)
• We have checked that the « todo list » was matching our team capacity
• Todo list: 32 ideal hours
• Team capacity in the sprint: 5 days * 6 ih * 2 people = 60 ideal hours
PRJ-XXX
# SP
< … >
PRJ-XXX
# ih
< … >
PRJ-YYYStory
Goal. Often
functional
Task
How achieve
the goal
Stories DoneSpec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
4h
Design
Spec
MEB-112
MEB-111
4h
Design
tests
MEB-113
MEB-111
4h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
MEB-111
4h
Dev
MEB-114 32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day0
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
20. Case 2: the sponsor changes the sprint content (2/12):
sprint plan start (day 1: morning meeting)
Day 1: morning meeting
• Joe takes the task MEB-112 for 4 ideal hours
• He’s confident!
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
4h
Design
tests
MEB-113
MEB-111
4h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
MEB-111
4h
Dev
MEB-114
32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
MEB-111
4h
Design
Spec
MEB-112
Joe (BA)
day0 day1 day2 day3 day5day4
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
21. Case 2: the sponsor changes the sprint content (3/12):
sprint plan chasing (day 1: end of the day)
Day 1: end of the day
• Joe has finished his task MEB-112 and moves it in the done column
• The team leader burns 4 ideal hours: 32 – 4 = 28
• It remains 28 ideal hours for the team to reach the goal at the end of the sprint: it seems they’re not on
track
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
4h
Design
tests
MEB-113
MEB-111
4h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
MEB-111
4h
Dev
MEB-114
32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-111
4h
Design
Spec
MEB-112
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
22. Case 2: the sponsor changes the sprint content (4/12):
sprint plan chasing (day 2: morning meeting)
Day 2: morning meeting
The team leader
• points out an alert : a « delay » on the burn down
• explains it’s normal because the team has burnt 4 ih instead of 6.4 but it was planned and the « delay »
should be recovered as today Joe and william should burn 8 ih
• No noticeable KPI
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
4h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-111
4h
Design
tests
MEB-113
MEB-111
4h
Dev
MEB-114
Alert!
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
23. Case 2: the sponsor changes the sprint content ( 5/12):
sprint plan chasing (day 2: end of the day)
Day 2: end of the day
• Joe and William have finished their tasks MEB-113 and MEB-114 and move them in the done column
• The team leader burns 8 ideal hours: 28 – 8 = 20
• It remains 20 ideal hours for the team to reach the goal at the end of the sprint: they’re on track
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
4h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-111
4h
Design
tests
MEB-113
MEB-111
4h
Dev
MEB-114
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
24. Case 2: the sponsor changes the sprint content (6/12):
sprint plan chasing (day 3: morning meeting)
Day 3: morning meeting
The team leader
• points out there’s no « delay » on the burn down: the team is on track
• No noticeable KPI
• Joe takes the task MEB-112 for 4 ideal hours
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
2h
Integration
MEB-116
32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-111
4h
Exec.
tests
MEB-115
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
25. Case 2: the sponsor changes the sprint content (7/12):
sprint plan chasing (day 3: end of the day)
Day 3: end of the day
• Joe has has finished his task MEB-115
• But the sponsor arrives with a blocker and unplanned demand
• The team leader
• burns the 4 ideal hours
• Rescopes 18 ideal hours. It remains 20 + 18 = 38 ideal hours
In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
2h
Integration
MEB-116
32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-111
4h
Exec.
tests
MEB-115
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-112
MEB-211
2h
Design
tests
MEB-113
MEB-211
2h
Exec.
tests
MEB-115
MEB-211
2h
Dev
MEB-114
MEB-211
2h
Integration
MEB-116
MEB-211
2h
Integration
Test
MEB-117
MEB-211
2h
UAT
MEB-118
MEB-211
2h
Users
training
MEB-119
MEB-211
2h
MEP
MEB-120
rescope
Sprint Burn-down chart
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
26. Case 2: the sponsor changes the sprint content (8/12):
sprint plan chasing (day 4: morning meeting)
Day 4: morning meeting
The team leader
• points out a big « delay » on the burn down: the team is in the red.
• The team is over capacity: 38 ideal hours to do for a 24 ih capacity (2 days * 2 people * 6 ideal hours)
• The team leader quickly makes the correlation with the rescope curve
• The team leader has to see it’s sponsor to descope a story
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
2h
Integration
MEB-116
Sprint Burn-down chart
32
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-111
4h
Exec.
tests
MEB-115
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-112
MEB-211
2h
Design
tests
MEB-113
MEB-211
2h
Exec.
tests
MEB-115
MEB-211
2h
Dev
MEB-114
MEB-211
2h
Integration
MEB-116
MEB-211
2h
Integration
Test
MEB-117
MEB-211
2h
UAT
MEB-118
MEB-211
2h
Users
training
MEB-119
MEB-211
2h
MEP
MEB-120
Alert !
rescope
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
27. Case 2: the sponsor changes the sprint content (9/12):
sprint plan chasing (day 4: morning meeting)
• Day 4: morning meeting
• Finally the sponsor has descoped the story « Booking Option » (20 ihs were remaining)
• The team leader descopes the burn down for 20 ideal hours. It remains 18 ideal hours
• 24 hours of KPI Unplanned are the consequence of the sponsor switch of goal
• Team barometer is bad!
• The team takes today for 8 ideal hours
1
2
3
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
32
Ideal
hours
day
day
real
hours
Integration > UAT > MEP
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
MEB-211
2h
Integration
MEB-116
MEB-211
2h
Integration
Test
MEB-117
MEB-211
2h
UAT
MEB-118
MEB-211
2h
Users
training
MEB-119
MEB-211
2h
MEP
MEB-120
MEB-211
2h
Design
Spec
MEB-112
MEB-211
2h
Design
tests
MEB-113
MEB-211
2h
Dev
MEB-114
MEB-211
2h
Exec.
tests
MEB-115
descope
Sprint Burn-down chart
rescope
2
4 Alert !
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
2
1
3
Alert !
28. Case 2: the sponsor changes the sprint content (10/12):
sprint plan chasing (day 4: end of the day)
Day 4: end of the day
• Joe and William have finished their tasks and move them in the done column
• The team leader burns 8 ideal hours: 18 – 8 = 10
• It remains 10 ideal hours for the team to reach the goal at the end of the sprint: they’re again on track
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
32
Ideal
hours
day
day
real
hours
Integration > UAT > MEP
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
MEB-211
2h
Integration
MEB-116
MEB-211
2h
Integration
Test
MEB-117
MEB-211
2h
UAT
MEB-118
MEB-211
2h
Users
training
MEB-119
MEB-211
2h
MEP
MEB-120
MEB-211
2h
Design
Spec
MEB-112
MEB-211
2h
Design
tests
MEB-113
MEB-211
2h
Dev
MEB-114
MEB-211
2h
Exec.
tests
MEB-115
descope
Sprint Burn-down chart
rescope
2
4
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
29. Case 2: the sponsor changes the sprint content (11/12):
sprint plan chasing (day 5: morning meeting)
Day 5: morning meeting
• The team leader
• points out there’s no more « delay » on the burn down: the team is again on track
• No noticeable KPI
• The team takes tasks for 10 ideal hours.
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
32
Ideal
hours
day
day
real
hours
Integration > UAT > MEP
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
descope
Sprint Burn-down chart
rescope
2
4
MEB-211
2h
Integration
MEB-116
MEB-211
2h
Integration
Test
MEB-117
MEB-211
2h
UAT
MEB-118
MEB-211
2h
Users
training
MEB-119
MEB-211
2h
MEP
MEB-120
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
30. Case 2: the sponsor changes the sprint content (12/12):
sprint plan chasing (day 5: end of the day)
Day 5: end of the day
• William and Joe have finished their daily tasks and move them in the done column
• The team leader burns the last 10 ideal hours: 10 – 10 = 0
• The Story is done. The team has achieved it’s goal
Stories In Progress Done
William (IT)
Spec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
32
Ideal
hours
day
day
real
hours
Integration > UAT > MEP
Joe (BA)
day0 day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
descope
Sprint Burn-down chart
rescope
2
4
MEB-211
2h
Integration
MEB-116
MEB-211
2h
Integration
Test
MEB-117
MEB-211
2h
UAT
MEB-118
MEB-211
2h
Users
training
MEB-119
MEB-211
2h
MEP
MEB-120
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Done
31. Understand the standard structure of the SCRUM WhiteBoard and the rules
• the problem is not visible on the burn down
• use case: slide 32 to 44
Case 2
one team member is blocked on one task
the problem is not visible on the burn down
32. Case 3: one team member blocked on one task (1/13):
sprint plan built and validated (day 0)
• we have planned the first sprint (5 days)
• we have 68 ideal hours to burn (ideally 13.6 ideal hours per day: 68 / 5 days)
• We have checked that the « todo list » was matching our team capacity
• Todo list: 68 ideal hours
• Team capacity in the sprint: 5 days * 6 ih * 3 people = 90 ideal hours
PRJ-XXX
# SP
< … >
PRJ-XXX
# ih
< … >
PRJ-YYYStory
Goal. Often
functional
Task
How achieve
the goal
Stories DoneSpec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
2h
Design
Spec
MEB-112
MEB-111
2h
Design
tests
MEB-113
MEB-111
4h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
MEB-111
4h
Dev
MEB-114 68
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day0
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-211
4h
Exec.
tests
MEB-215
MEB-211
4h
Dev
MEB-214
MEB-211
2h
Integration
Test
MEB-217
MEB-211
4h
UAT
MEB-218
MEB-211
4h
Users
training
MEB-219
Dan (BA)
MEB-111
7h
Non reg
Test OPT
MEB-121
MEB-211
4h
Non reg
Test EQS
MEB-123
MEB-111
7h
Non reg
Test FUT
MEB-122
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Sprint Burn-down chart
33. Case 3: one team member is blocked on one task (2/13):
sprint plan start (day 1: morning meeting)
Day 1: morning meeting
• Joe, Dan & Will take for 16 ideal hours
• They’re confident!
Stories DoneSpec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
4h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
68
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day0
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
MEB-211
4h
Exec.
tests
MEB-215
MEB-211
2h
Integration
Test
MEB-217
MEB-211
4h
UAT
MEB-218
MEB-211
4h
Users
training
MEB-219
Dan (BA)
MEB-111
7h
Non reg
Test OPT
MEB-121
MEB-211
4h
Non reg
Test EQS
MEB-123
MEB-111
7h
Non reg
Test FUT
MEB-122
MEB-111
2h
Design
Spec
MEB-112MEB-111
2h
Design
tests
MEB-113
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-111
4h
Dev
MEB-114
MEB-211
4h
Dev
MEB-214
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Sprint Burn-down chart
34. Case 3: one team member is blocked on one task (3/13):
sprint plan chasing (day 1: end of the day)
Day 1: end of the day
• Everyone has finished it’s tasks and moves them in the column done
• The team leader burns 16 ideal hours: 68 – 16 = 52
• Ideally the team should be at 54.4 ideal hours: the team is in advance!
Stories DoneSpec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
MEB-111
4h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
68
MEB-111
2h
Integration
Test
MEB-117
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day0
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
MEB-211
4h
Exec.
tests
MEB-215
MEB-211
2h
Integration
Test
MEB-217
MEB-211
4h
UAT
MEB-218
MEB-211
4h
Users
training
MEB-219
Dan (BA)
MEB-111
7h
Non reg
Test OPT
MEB-121
MEB-211
4h
Non reg
Test EQS
MEB-123
MEB-111
7h
Non reg
Test FUT
MEB-122
MEB-111
2h
Design
Spec
MEB-112MEB-111
2h
Design
tests
MEB-113
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-111
4h
Dev
MEB-114
MEB-211
4h
Dev
MEB-214
In advance!
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Sprint Burn-down chart
35. Case 3: one team member is blocked on one task (4/13):
sprint plan chasing (day 2: morning meeting)
Day 2: morning meeting
• The team leader point’s out the team success!
• No noticeable KPI
• Joe, Dan & Will take for 12 ideal hours
• They’re confident!!
Stories DoneSpec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
68
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day0
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
MEB-211
4h
UAT
MEB-218
MEB-211
4h
Users
training
MEB-219
Dan (BA)
MEB-111
7h
Non reg
Test OPT
MEB-121
MEB-211
4h
Non reg
Test EQS
MEB-123
MEB-111
7h
Non reg
Test FUT
MEB-122
In advance!MEB-111
4h
Exec.
tests
MEB-115
MEB-211
4h
Exec.
tests
MEB-215
MEB-111
2h
Integration
MEB-116
MEB-111
2h
Integration
Test
MEB-117
MEB-211
2h
Integration
Test
MEB-217
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Sprint Burn-down chart
36. Case 3: one team member is blocked on one task (5/13):
sprint plan chasing (day 2: end of the day)
Day 2: end of the day
• Everyone has finished it’s tasks and moves them in the column done
• The team leader burns 12 ideal hours: 52 – 12 = 40
• Ideally the team should be at 40.8 ideal hours: the team is on track!
Stories DoneSpec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
68
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day0
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
MEB-211
4h
UAT
MEB-218
MEB-211
4h
Users
training
MEB-219
Dan (BA)
MEB-111
7h
Non reg
Test OPT
MEB-121
MEB-211
4h
Non reg
Test EQS
MEB-123
MEB-111
7h
Non reg
Test FUT
MEB-122
In time
MEB-111
4h
Exec.
tests
MEB-115
MEB-211
4h
Exec.
tests
MEB-215
MEB-111
2h
Integration
MEB-116
MEB-111
2h
Integration
Test
MEB-117
MEB-211
2h
Integration
Test
MEB-217
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Sprint Burn-down chart
37. Case 3: one team member is blocked on one task (6/13):
sprint plan chasing (day 3: morning meeting)
Day 3: morning meeting
• The team leader point’s out the team success!
• No noticeable KPI
• Joe, Dan take for 11 ideal hours
• They’re confident!
Stories DoneSpec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
68
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day0
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
MEB-211
4h
UAT
MEB-218
MEB-211
4h
Users
training
MEB-219
Dan (BA)
MEB-111
7h
Non reg
Test FUT
MEB-122
In time
MEB-111
7h
Non reg
Test OPT
MEB-121
MEB-211
4h
Non reg
Test EQS
MEB-123
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Sprint Burn-down chart
38. Case 3: one team member is blocked on one task (7/13):
sprint plan chasing (day 3: during the day)
Day 3: during the day
• Joe has finished in advance the non reg test OPT and takes for 7 ideal hours
• He’s confident!
Stories DoneSpec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
68
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day0
day
real
hours
MEB-111
4h
Users
training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
MEB-211
4h
UAT
MEB-218
MEB-211
4h
Users
training
MEB-219
Dan (BA)
In timeMEB-111
7h
Non reg
Test FUT
MEB-122
MEB-211
4h
Non reg
Test EQS
MEB-123
MEB-111
7h
Non reg
Test OPT
MEB-121
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Sprint Burn-down chart
39. Case 3: one team member is blocked on one task (8/13):
sprint plan chasing (day 3: end of the day)
Day 3: end of the day
• The team leader burns 14 ideal hours: 40 – 14 = 26
• Ideally the team should be at 27.2 ideal hours: the team is on track!
• Dan
• has a problem with it’s test. It’s task remains in the column « In progress ».
• has to redo its tests because a module was not up on the test platform
• reestimates the remaining of it’s task to 2 ih as he knows now perfectly the subject
• Fill almost one day of waste: 6 real hours
Stories DoneSpec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
68
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day0
day
real
hours
MEB-111
4h
Users
Training
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
MEB-211
4h
UAT
MEB-218
MEB-211
4h
Users
training
MEB-219
Dan (BA)
In advance
MEB-211
4h
Non reg
Test EQS
MEB-123
MEB-111
7h
Non reg
Test OPT
MEB-121
MEB-111
7h
Non reg
Test FUT
MEB-122
6
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Sprint Burn-down chart
1
2h 2
3
1
2
3
40. Case 3: one team member is blocked on one task (9/13):
sprint plan chasing (day 4: morning meeting)
Day 4: morning meeting (1/2)
• Ideally the team should be at 27.2 ideal hours. It’s 26. The team is on track!
• But the team leader
• Point’s out an alert. Dan’s task is still in the column “In progress ’ (and has fed 6 hours of waste)
• feeds the Problem Solving board to take an action!
• The problem seems IT. William has forgotten to start the module ‘X’.
• As William has time (capacity) he doesn’t create a task to start the module ‘X’
• Dan is not really happy of it’s waste and points it out in the team barometer
Stories DoneSpec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
68
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day0
day
real
hoursIntegration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
MEB-211
4h
UAT
MEB-218
MEB-211
4h
Users
training
MEB-219
Dan (BA)
In advance
MEB-211
4h
Non reg
Test EQS
MEB-123
Alert !
Pb Root
cause
owner status
Test
Dan
KO
Modu
le ‘X’
down
Will open
6
Solution
Start
Modu
le ‘X’
Alert !
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Alert !
Sprint Burn-down chart
1
2
1
2h
MEB-111
4h
Users
Training
MEB-119
3
1
2
3
41. Case 3: one team member is blocked on one task (10/13):
sprint plan chasing (day 4: morning meeting)
Day 4: morning meeting (2/2)
• As Dan has reestimated it’s previous task of « non reg test » to 2 ihs, he can take another task.
• As it’s daily capacity is of 4 ihs (defined with the team leader), he looks for a task of 2 ihs on the board
• As there isn’t, he splits the task MEB-119 of 4 ih in 2 tasks of 2 ihs
• and takes the first part
• Dan has now 4 ihs for today
Stories DoneSpec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
68
MEB-111
4h
UAT
MEB-118
Ideal
hours
day
day0
day
real
hours
MEB-111
2h
Users
Training1/2
MEB-119
Integration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
MEB-211
4h
UAT
MEB-218
MEB-211
4h
Users
training
MEB-219
Dan (BA)
In advance
MEB-211
4h
Non reg
Test EQS
MEB-123
Pb Root
cause
owner status
Test
Dan
KO
Modu
le ‘X’
down
Will open
6
Solution
Start
Modu
le ‘X’
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Sprint Burn-down chart
1
2h
MEB-111
2h
Users
Training2/2
MEB-121
1
2
3
1
2
3
42. Case 3: one team member is blocked on one task (11/13):
sprint plan chasing (day 4: end of the day)
Day 4: end of the day
• The team leader burns 12 ideal hours: 26 – 12 = 14
• Ideally the team should be at 13.6 ideal hours: the team is on track!
Stories DoneSpec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
68
Ideal
hours
day
day0
day
real
hoursIntegration > UAT > MEP
MEB-111
4h
MEP
MEB-120
In Progress
William
(IT)
Joe (BA)
day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS
MEB-211
4h
UAT
MEB-218
MEB-211
4h
Users
training
MEB-219
Dan (BA)
In time
MEB-211
4h
Non reg
Test EQS
MEB-123
Pb Root
cause
owner status
Test
Dan
KO
Modu
le ‘X’
down
Will open
6
Solution
Start
Modu
le ‘X’
MEB-111
4h
UAT
MEB-
118
MEB-111
4h
Users
training
MEB-119
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Sprint Burn-down chart
43. Case 3: one team member is blocked on one task (12/13):
sprint plan chasing (day 5: morning meeting)
Day 4: morning meeting
• Ideally the team should be at 13.6 ideal hours. It’s 14. The team is in time!
• the team leader
• Point’s out the team success
• No noticeable KPI
• closes the problem on the Problem Solving board
• The team takes for 12 ideal hours.
Stories DoneSpec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
68
Ideal
hours
day
day0
day
real
hoursIntegration > UAT > MEP
In Progress
William
(IT)
Joe (BA)
day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS Dan (BA)
In time
Pb Root
cause
owner status
Test
Dan
KO
Modu
le ‘X’
down
Will done
6
Solution
Start
Modu
le ‘X’
MEB-211
4h
UAT
MEB-218
MEB-211
4h
Users
training
MEB-219
MEB-111
4h
MEP
MEB-120
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Sprint Burn-down chart
44. Case 3: one team member is blocked on one task (13/13):
sprint plan chasing (day 5: end of the day)
Day 4: end of the day
• The team leader burns the last 12 ideal hours: 12 – 12 = 0
• The Story is done. The team has achieved it’s goal!
Stories DoneSpec > Dev > Test
Blocked Descoped
MEB-111
8SP
Booking
Option
68
Ideal
hours
day
day0
day
real
hoursIntegration > UAT > MEP
In Progress
William
(IT)
Joe (BA)
day1 day2 day3 day5day4
MEB-211
8SP
Booking
EQS Dan (BA)
Done
Pb Root
cause
owner status
Test
Dan
KO
Modu
le ‘X’
down
Will done
6
Solution
Start
Modu
le ‘X’
MEB-211
4h
UAT
MEB-218
MEB-211
4h
Users
training
MEB-219
MEB-111
4h
MEP
MEB-120
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Sprint Burn-down chart
45. Understand the standard structure of the SCRUM WhiteBoard and the rules
• the problem is not visible on the burn down
• use case: slide 46 to 63
Case 3
one team member is blocked on several tasks
to chase the blocked tasks I use the ‘blocked’ box
46. Case 4: one team member is blocked on several tasks (1/18):
sprint plan built and validated (day 0)
• we have planned the first sprint (5 days)
• we have 60 ideal hours to burn (ideally 12 ideal hours per day: 60 / 5 days)
• We have checked that the « todo list » was matching our team capacity
• Todo list: 60 ideal hours
• Team capacity in the sprint: 5 days * 6 ih * 2 people = 60 ideal hours
PRJ-XXX
# SP
< … >
PRJ-XXX
# ih
< … >
PRJ-YYYStory
Goal. Often
functional
Task
How achieve
the goal
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hoursIntegration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Design
Spec
MEB-112
MEB-111
2h
Design
tests
MEB-113
MEB-111
2h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
MEB-111
4h
Dev
MEB-114
MEB-111
2h
Integration
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
4h
Dev
MEB-214
MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS
MEB-311
2h
Design
Spec
MEB-312
MEB-311
2h
Design
tests
MEB-313
MEB-311
2h
Exec.
tests
MEB-315
MEB-311
4h
Dev
MEB-314
MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
47. Case 4: one team member is blocked on several tasks (2/18):
sprint plan built and validated (day 1: morning meeting)
Day 1: morning meeting
• Joe & Will take for 10 ideal hours (the velocity)
• They’re confident!
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
CITeam barometer
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Design
Spec
MEB-112
MEB-111
2h
Design
tests
MEB-113
MEB-111
2h
Exec.
tests
MEB-115
MEB-111
2h
Integration
MEB-116
MEB-111
4h
Dev
MEB-114
MEB-111
2h
Integration
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
4h
Dev
MEB-214
MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS
MEB-311
2h
Design
Spec
MEB-312
MEB-311
2h
Design
tests
MEB-313
MEB-311
2h
Exec.
tests
MEB-315
MEB-311
4h
Dev
MEB-314
MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
48. Case 4: one team member is blocked on several tasks (3/18):
sprint plan built and validated (day 1: end of the day)
Day 1: end of the day
• Joe is blocked on the specification because a functionnal problem has been discovered
• Then William is also blocked on it’s development because he has no specification available!
• But they don’t fill KPI
• It’s not a new task « unplanned » on the sprint
• It’s not waste because it was not predictable
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Design
Spec
MEB-112
MEB-111
2h
Design
tests
MEB-113
MEB-111
2h
Exec.
tests
MEB-115
MEB-111
2h
Integratio
n
MEB-116
MEB-111
4h
Dev
MEB-114
MEB-111
2h
Integratio
n
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
4h
Dev
MEB-214
MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS
MEB-311
2h
Design
Spec
MEB-312
MEB-311
2h
Design
tests
MEB-313
MEB-311
2h
Exec.
tests
MEB-315
MEB-311
4h
Dev
MEB-314
MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
49. Case 4: one team member is blocked on several tasks (4/18):
sprint plan built and validated (day 2: morning meeting)
Day 2: morning meeting (1/3)
The team leader
• points out an alert : a « delay » on the burn down
• he talks with the team about the potential root causes
• This delay is due to the fact that nothing has been done: the tasks are still « In progress »
• Joe explains the user has a business problem that needs business expertise he has not on a special point
• A line is created on the problem solving board: the team leader will find who may be expert on this point
• The team barometer is not good
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Design
Spec
MEB-112
MEB-111
2h
Design
tests
MEB-113
MEB-111
2h
Exec.
tests
MEB-115
MEB-111
2h
Integratio
n
MEB-116
MEB-111
4h
Dev
MEB-114
MEB-111
2h
Integratio
n
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
4h
Dev
MEB-214
MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS
MEB-311
2h
Design
Spec
MEB-312
MEB-311
2h
Design
tests
MEB-313
MEB-311
2h
Exec.
tests
MEB-315
MEB-311
4h
Dev
MEB-314
MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
Alert !
Alert !
Alert !
Alert !
spec
KO
Expertise
lack
Team
leader
open
See
business
expert
Pb
1
2
3
4
1
2
3
4
50. Case 4: one team member is blocked on several tasks (5/18):
sprint plan built and validated (day 2: morning meeting)
Day 2: morning meeting (2/3)
All the blocked tasks are moved in the « Blocked » box
• Otherwise it’ll be a mess in the « In progress » box between the « blocked » tasks and the really « in
progress » task
• Furthermore, the check of the daily capacity is not easy as i could read that Joe or Will have more than 6
ih in their « In progress » box!
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Design
Spec
MEB-112
MEB-111
2h
Design
tests
MEB-113
MEB-111
2h
Exec.
tests
MEB-115
MEB-111
2h
Integratio
n
MEB-116
MEB-111
4h
Dev
MEB-114
MEB-111
2h
Integratio
n
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
4h
Dev
MEB-214
MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS
MEB-311
2h
Design
Spec
MEB-312
MEB-311
2h
Design
tests
MEB-313
MEB-311
2h
Exec.
tests
MEB-315
MEB-311
4h
Dev
MEB-314
MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
spec
KO
Expertise
lack
Team
leader
open
See
business
expert
Pb
51. Case 4: one team member is blocked on several tasks (6/18):
sprint plan built and validated (day 2: morning meeting)
Day 2: morning meeting (3/3)
• Joe & Will take tasks on the CDS story for 10 ih
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Design
Spec
MEB-112
MEB-111
2h
Design
tests
MEB-113
MEB-111
2h
Exec.
tests
MEB-115
MEB-111
2h
Integratio
n
MEB-116
MEB-111
4h
Dev
MEB-114
MEB-111
2h
Integratio
n
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
4h
Dev
MEB-214
MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS
MEB-311
2h
Design
Spec
MEB-312
MEB-311
2h
Design
tests
MEB-313
MEB-311
2h
Exec.
tests
MEB-315
MEB-311
4h
Dev
MEB-314
MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
spec
KO
Expertise
lack
Team
leader
open
See
business
expert
Pb
52. Case 4: one team member is blocked on several tasks (7/18):
sprint plan built and validated (day 2: end of the day)
Day 2: end of the day
• The team leader burns 10 ideal hours: 60 – 10 = 50
• Ideally the team should be at 36 ideal hours: the team is on delay!
• But the team leader has good expectations about finding the expert
• For the next day
• Joe didn’t know what he could work on
• William had proposed to make the integration task
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Design
Spec
MEB-112
MEB-111
2h
Design
tests
MEB-113
MEB-111
2h
Exec.
tests
MEB-115
MEB-111
2h
Integratio
n
MEB-116
MEB-111
4h
Dev
MEB-114
MEB-111
2h
Integratio
n
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
4h
Dev
MEB-214
MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS
MEB-311
2h
Design
Spec
MEB-312
MEB-311
2h
Design
tests
MEB-313
MEB-311
2h
Exec.
tests
MEB-315
MEB-311
4h
Dev
MEB-314
MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
spec
KO
Expertise
lack
Team
leader
On
going
See
business
expert
Pb
53. Case 4: one team member is blocked on several tasks (8/18):
sprint plan built and validated (day 3: morning meeting)
Day 3: morning meeting (1/3)
The team leader
• Points out an alert : a « delay » on the burn down
• But the situation is under control
• As they have burnt 10 ih
• As he has find the expert: the problem is closed on the problem solving board
• As Joe will be able to work on the blocked tasks
• Says to Will he can’t take this « integration » task as they have to finish before all the development tasks
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Design
Spec
MEB-112
MEB-111
2h
Design
tests
MEB-113
MEB-111
2h
Exec.
tests
MEB-115
MEB-111
2h
Integratio
n
MEB-116
MEB-111
4h
Dev
MEB-114
MEB-111
2h
Integratio
n
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
4h
Dev
MEB-214
MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS
MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
spec
KO
Expertise
lack
Team
leader
closed
See
business
expert
Pb
Alert !
1
2
2
1
54. Case 4: one team member is blocked on several tasks (9/18):
sprint plan built and validated (day 3: morning meeting)
Day 3: morning meeting (2/3)
• Joe & Will take all the blocked tasks
• The team leader
• explains that now the velocity is no more of 10 ih but of 17 ih = 50 ih / 3 days
• And discuss with the team of the different solutions
• Descope a story
• Make more hours
• Punctually increase the team capacity
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Design
Spec
MEB-112
MEB-111
2h
Design
tests
MEB-113
MEB-111
2h
Exec.
tests
MEB-115
MEB-111
2h
Integratio
n
MEB-116
MEB-111
4h
Dev
MEB-114
MEB-111
2h
Integratio
n
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
4h
Dev
MEB-214
MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS
MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
spec
KO
Expertise
lack
Team
leader
closed
See
business
expert
Pb
Alert !
55. Case 4: one team member is blocked on several tasks (10/18):
sprint plan built and validated (day 3: morning meeting)
Day 3: morning meeting (3/3)
After discussion
• The team leader will try to get one more BA for a few days, creates a new line in the problem solving board
• William agrees to make overtime and takes one more task
• Decsope is useless and avoidable for the moment
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Design
Spec
MEB-112
MEB-111
2h
Design
tests
MEB-113
MEB-111
2h
Exec.
tests
MEB-115
MEB-111
2h
Integratio
n
MEB-116
MEB-111
4h
Dev
MEB-114
MEB-111
2h
Integratio
n
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
4h
Dev
MEB-214
MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS
MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
spec
KO
Expertise
lack
Team
leader
closed
See
business
expert
Pb
Alert !
Team
leader
opencap
acity
1 more
BA 1
2
56. Case 4: one team member is blocked on several tasks (11/18):
sprint plan built and validated (day 3: during the day)
Day 3: during the day
• The team leader has closed it’s line on the problem solving board
• He has convinced it’s area manager to get David for a few days
• David takes 2 tasks
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Design
Spec
MEB-112
MEB-111
2h
Design
tests
MEB-113
MEB-111
2h
Exec.
tests
MEB-115
MEB-111
2h
Integratio
n
MEB-116
MEB-111
4h
Dev
MEB-114
MEB-111
2h
Integratio
n
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
4h
Dev
MEB-214
MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS
MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
spec
KO
Expertise
lack
Team
leader
closed
See
business
expert
Pb
Alert !
Team
leader
closedcap
acity
1 more
BA
1
David (BA)
2
1
2
57. Case 4: one team member is blocked on several tasks (12/18):
sprint plan built and validated (day 3: end of the day)
Day 3: end of the day (1/2)
• The team leader burns 18 ideal hours: 50 – 18 = 32
• Ideally with the original team we should be at 24 ideal hours: the team is on delay!
• But the team has one more people now, so we have to recalculate
• the velocity: 32 ih / 2 days = 16 ih
• The team capacity: 6 ih * 3 people * 2 days = 32 ih
• But we could have a lock on the BA side: 26 ih for a capacity of 6 ih * 2 people * 2 days = 24 ih
• It should be ok and Will could help on test or training tasks!
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Design
Spec
MEB-112
MEB-111
2h
Exec.
tests
MEB-115
MEB-111
2h
Integratio
n
MEB-116
MEB-111
4h
Dev
MEB-114
MEB-111
2h
Integration
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Design
Spec
MEB-212
MEB-211
2h
Design
tests
MEB-213
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
4h
Dev
MEB-214MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS
MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
spec
KO
Expertise
lack
Team
leader
closed
See
business
expert
Pb
Team
leader
closedcap
acity
1 more
BA
David (BA)
MEB-111
2h
Design
tests
MEB-113
58. Case 4: one team member is blocked on several tasks (13/18):
sprint plan built and validated (day 3: end of the day)
Day 3: end of the day (2/2)
• The team takes for 16 ih
• We should be again on the track!
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Integratio
n
MEB-116
MEB-111
2h
Integration
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
spec
KO
Expertise
lack
Team
leader
closed
See
business
expert
Pb
Team
leader
closedcap
acity
1 more
BA
David (BA)
59. Case 4: one team member is blocked on several tasks (14/18):
sprint plan built and validated (day 4: morning meeting)
Day 4: morning meeting
The team leader
• Points out an alert : a « delay » on the burn down
• But it’s because it’s the old velocity
• There’s no noticeable KPI
• The team barometer increases
• With the new one (16 ih), the team is on the track
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Integratio
n
MEB-116
MEB-111
2h
Integration
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
spec
KO
Expertise
lack
Team
leader
closed
See
business
expert
Pb
Team
leader
closedcap
acity
1 more
BA
David (BA)
60. Case 4: one team member is blocked on several tasks (15/18):
sprint plan built and validated (day 4: end of the day)
Day 4: end of the day (1/2)
• The team leader burns 16 ideal hours: 32 – 16 = 16
• Ideally the team should be at 32 ideal hours: the team is on track!
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Integratio
n
MEB-116
MEB-111
2h
Integration
Test OPT
MEB-117
MEB-111
2h
UAT OPT
MEB-118
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Exec.
tests
MEB-215
MEB-211
2h
Integration
Test EQS
MEB-217
MEB-211
2h
UAT EQS
MEB-218
MEB-211
2h
Users
training
MEB-219
MEB-111
2h
Non reg
Test OPT
MEB-121
MEB-211
2h
Non reg
Test EQS
MEB-123
MEB-111
2h
Non reg
Test FUT
MEB-122
MEB-311
8SP
Booking
CDS MEB-311
2h
Integration
Test CDS
MEB-317
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT EQS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
spec
KO
Expertise
lack
Team
leader
closed
See
business
expert
Pb
Team
leader
closedcap
acity
1 more
BA
David (BA)
61. Case 4: one team member is blocked on several tasks (16/18):
sprint plan built and validated (day 4: end of the day)
Day 4: end of the day (2/2)
The team takes for 16 ih
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Users
training
MEB-219
MEB-311
8SP
Booking
CDS
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT CDS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
spec
KO
Expertise
lack
Team
leader
closed
See
business
expert
Pb
Team
leader
closedcap
acity
1 more
BA
David (BA)
MEB-111
2h
UAT OPT
MEB-118
MEB-211
2h
UAT EQS
MEB-218
62. Case 4: one team member is blocked on several tasks (17/18):
sprint plan built and validated (day 5: morning meeting)
Day 5: morning meeting
The team leader
• Points out an alert : a light « delay » on the burn down
• But it’s because it’s the old velocity. The team is on track
• There’s no noticeable KPI
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Users
training
MEB-219
MEB-311
8SP
Booking
CDS
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT CDS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
spec
KO
Expertise
lack
Team
leader
closed
See
business
expert
Pb
Team
leader
closedcap
acity
1 more
BA
David (BA)
MEB-111
2h
UAT OPT
MEB-118
MEB-211
2h
UAT EQS
MEB-218
63. Case 4: one team member is blocked on several tasks (18/18):
sprint plan built and validated (day 5: end of the day)
Day 5: end of the day
All is done!
Stories DoneSpec > Dev > Test
Blocked Descoped
60
Ideal
hours
day
day0
day
real
hours
Integration > UAT > MEP
In Progress
William (IT)
Joe (BA)
day1 day2 day3 day5day4
Support
Unplanned
KPI
Waste
Continuous Improvement
Sprint Burn-down chart
MEB-111
8SP
Booking
Option
MEB-111
2h
Users
Training
MEB-119
MEB-111
2h
MEP
MEB-120
MEB-211
8SP
Booking
EQS
MEB-211
2h
Users
training
MEB-219
MEB-311
8SP
Booking
CDS
MEB-311
2h
Non reg
Test EQS
MEB-318
MEB-311
2h
UAT CDS
MEB-319
MEB-311
2h
Users
training
MEB-320
CITeam barometer
Root
cause
owner statusSolution
spec
KO
Expertise
lack
Team
leader
closed
See
business
expert
Pb
Team
leader
closedcap
acity
1 more
BA
David (BA)
MEB-111
2h
UAT OPT
MEB-118
MEB-211
2h
UAT EQS
MEB-218
Done
64. A few lessons learnt from implementation
• it’s all about change management, about team building
• It takes times (a few months) because it’s a learning journey
the key points: Lean, Agile methodologies, Change Management
Be carefull if …
the number of tickets is exploding. It might deteriorate visibility, performance of IT systems like JIRA
• maybe don’t use task, just User Story you move through the board
the burndown analysis doesn’t bring so much value
• try several ones. One by Release, projects, … don’t forget your basics of project management
your team is splitted into several locations
• Think about electronic whiteboard to share it, combined with video conference tool (like Lync)
you keep doing static planning with a ‘look & feel’ Agile
• Check you’re pulling the flow i.e. managing dynamically and not following a predefined calendar
team is not covering all the process & not stable
• a mature team should be 80% autonomous & stable
you apply theory ‘by the book’ without taking into account your context
• Find your implementation. Only the result matters