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Health checks » Scrum & Kanban

WEBHealth checks. There are lots of ‘health check models’ out there. Most of them attempt to summarise and visualise how teams are doing, and seek areas of improvements. They …

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Team Health Check » Scrum & Kanban

WEBTeam Health Check. Our team health check has become so popular, we thought it should have its own page. In early 2015, we created this health check as an alternative to other …

Category:  Health Go Health

Theme, Epic, Story, Task » Scrum & Kanban

WEBEpics. An epic is a big story. A requirement that is just too big to deliver in a single sprint. Epics need to be broken into smaller deliverables (stories). This helps them support the …

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Story Points & Velocity (with Planning Poker) » Scrum & Kanban

WEBThe DT and the PO have a shared understanding of each story in the sprint backlog. The SM has ensured that the team have not planned too much work by checking the story …

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Acceptance Criteria and Conditions of Satisfaction

WEBConditions of Satisfaction (aka CoS) will usually be given by the Product Owner when a work item is presented to the team, and help describe what the user wants. The high …

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Team Health Check

WEBHow to use the Team Health Check There are lots of ‘health check models’ out there. Most of them attempt to summarise and visualise how teams are doing, and seek areas

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Individuals and Interactions over Processes and Tools

WEBDuring a talk last week about certain aspects of the Agile Manifesto I began thinking about the manifesto’s first statement Individuals and Interactions over processes and tools. I’m …

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What makes a good user story

WEBS – Size / Small. The story should be a good size (i.e. not an epic) to allow the team to be able to complete it within an iteration. The difference between estimate and size was …

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Sprint Reports » Scrum & Kanban

WEBThere are many objections you could throw at all of what I’ve written above, but the main defence is that this report should only take minutes to produce. I’d suggest that it should …

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What makes a great Retrospective

WEBMake sure people feel safe to talk (maybe start with the Prime Directive) Show respect. Encourage an open culture. Make sure everyone has an equal voice. Give everyone a …

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Slicing stories vertically » Scrum & Kanban

WEBRichard Lawrence gives a good suggestion in a user-friendly chart. Richard Lawrence’s guide to splitting stories. But there’s more to it than that: most people agree that we …

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About David » Scrum & Kanban

WEBAbout David. David Lowe is a coach, mentor, trainer and author. He has coached a variety of individuals and companies (ranging from start-ups to traditional organisations) over a …

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It's the law: Hofstadter's law » Scrum & Kanban

WEBAccording to this law, you will always underestimate how long something will take and, even though you know this and may try to compensate for it, you will still underestimate. It …

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Timeline ice-breaker » Scrum & Kanban

WEBThis is how it works: Get into pairs. First person (“person A”) imagines a line on the floor: one end of the line is the present moment; the other end of the line represents the start …

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Monte Carlo simulators » Scrum & Kanban

WEBI expect my costs to be between £100,000 and £300,000. The simulator then runs 100 scenarios (one scenario per row in the sheet), which: Generates a single figure for the …

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Pull or Push #1: The coffee shop » Scrum & Kanban

WEBThis is a strict PULL system with a WIP of 1: each customer orders and receives their order before the next customer is dealt with. Lyle’s knows that you don’t go there because …

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Little's Law » Scrum & Kanban

WEBThat was the law proposed by John Little in the mid-1900s. This is commonly expressed as L = λW (where “L” is the average number of customers, “λ” is average arrival rate and …

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Little's Law and CFDs » Scrum & Kanban

WEBMathematically, no. Little’s Law says DR = WIP / CT. So, if you reduced WIP but keep Cycle Time constant, then Delivery Rate actually worsens. I n the real world, if you work on …

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Flow Efficiency » Scrum & Kanban

WEBFlow efficiency = work time / ( work time + wait time ) For example, if a work item took 10 days to complete, but you only spent a total of 16 hours actually working on it, then you …

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