Autonomy

Team performance incentives

Pay-for-performance

Parallel development

Team, Program, Large Solution, Portfolio

Exploration, Integration, Deployment, Release

Epic, Capability, Feature, Story

Portfolio, Value Stream, Program, Team

Use the Innovation and Planning iteration instead of the PI Planning process

Replace the PI Planning process with the Inspect and Adapt workshop when possible

Remove blocks such as Portfolio estimation

Use a cadence-based PI Planning process

The Product Owner

The Business Owners

The Agile Team

The Scrum Masters

Kanban teams find high value in trying to plan the Iteration in detail

Kanban teams do not commit to Service Level Agreements

Kanban teams publish Iteration Goals

Kanban teams estimate their velocity

How the team is doing on the Program Increment

How the team is increasing empowerment

How the team is demonstrating transparency of decision-making

How the team is responding to the stakeholders

How the team did on the Iteration

Arrival curve ("to do") and Evolution curve ("change")

Arrival curve (“to-do”) and Departure curve (“done”)

Implementation curve ("movement") and Departure curve ("done")

Backlog curve ("work") and Departure curve ("done")

To own and manage the team Backlog

To protect the team from external forces

To coach the team

To be a single voice for the customer and stakeholders

To ensure the team follows Agile principles and practices

To facilitate team meetings and drive Agile behavior

To sequence backlog items to program priorities, events, and dependencies

To foster adoption of Agile technical practices

To foster normalized estimating within the team

...1, 1, 3, 5, 5...

...5, 8, 13, 20, 40...

...5, 8, 13, 21, 34...

... 2, 4, 5, 9, 11...

Develop incrementally, build quality-in, maintain Iterations

Establish flow, preserve options, improve relentlessly

Build iteratively, demo frequently, maintain Iterations

Visualize work flow, limit WIP, improve flow

To optimize vertical communication

To enforce organizational boundaries between functions

To align around value

To reduce friction between the teams

Test-Driven Development

Iteration planning

Backlog refinement

Iteration goals publishing

Preserving options

Empowered solution authority

Deployment on demand

Culture of shared responsibility

To facilitate Agile Release Train processes and Solution Train execution

To be a stakeholder who has the primary business and technical responsibility for fitness for use

To coordinate Portfolio Epics through the Portfolio Kanban system

To act as a servant leader who helps teams self-organize, self-manage, and deliver using effective Agile practices

Regression testing is done

Stories are accepted by Product Management

Stories are accepted by the Product Owner

Customer documentation is ready

During the qualitative part of the team retrospective

During the features agreement retrospective

During the quantitative part of the team retrospective

During the time and materials retrospective

To implement continuous improvement methods

To manage dependencies

To guide the teams and support the Architectural Runway

To define the design for the system

It is not a required event but tasks move forward at higher velocity when the meeting occurs

It is very important and should be postponed until all participants can attend

It is an all-hands, two day event with the goal to identify impediments that could happen

As many team members as possible should attend remotely to reduce travel costs

10 – 15 people

5 – 11 people

3 – 5 people

8 – 12 people

Commitment, Competency, Collocation, Culture

Built-in Quality, Program Execution, Alignment, Transparency

People and Culture, Transparency, Collaboration, Respond to Change

Quality, Feedback, Alignment, Trust

Flow

Innovation

Value

Continuous Improvement

Lower WIP limits improve flow

Higher WIP limits result in lower utilization

Higher WIP limits provide richer feedback

Lower WIP limits result in fewer Stories being completed

To serve as the Scrum Master for the Agile Release Train

To coach teams to improve their results

To serve as the content authority at the Program level

To ensure the technical integrity of all development in the Agile Release Train

Maintenance tasks are not required to list for velocity; maintenance tasks fall outside this scope

Determining velocity is a new function in each Iteration; previous Iterations should not be transferred to a new Iteration

The team members assess their availability, acknowledging time off and other potential duties

Identify work on technical infrastructure, tooling, and other systemic impediments

Sync event

PI event

Program event

Team event

Exploration enablers do not need to be demonstrated

Show the acceptance tests written for the exploration

Show the knowledge gained by the exploration

Demonstrate working systems in the production environment

Conform

Card

Conversation

Concept

Confirmation

Pair work

Task boards

Stories

Unit tests

Release on demand

Weighted Shortest Job First

Program backlog

Team backlogs

Changing financial planners, a new Scrum Master, or new testers

Productivity changes, team location, and innovation measures

Changing team size, team makeup, and technical context

Product Owner changes, changing estimations, and new features

It allows teams to pivot

It uses informed decision-making through fast feedback

It builds long-term partnerships based on trust

It optimizes the whole

It serves as a way to estimate large ranges

It can be used to predict unit test coverage

It results in greater precision

It reflects the uncertainty in estimating larger items

It allows the release of different Solution elements at different times

It allows the Agile Release Train to demo value every two weeks

It allows Agile Teams to launch untested Features

It allows the Systems Team to integrate with ease

Decentralize decision making

Establish a work environment of shared responsibility

Build cross-functional Agile Release Trains around the flow of value to the customer

Keep everything under version control

Forward focus, develop, cross-domain plan, and expedite execution

Move forward, analyze future Stories, integrate, and iterate

New start, job sequence, funnel, and enable

Reflect, problem solve, and identify improvement actions

Agree to add a person from the System Team to complete the work

Support splitting a Story into a coding story and a testing story, and then moving the testing story into the next Iteration

Support pulling a Story that has not been started

Support adding an Innovation and Planning Iteration directly after the current Iteration

It involves only the team members who are most qualified to estimate the work

It involves Program Portfolio Management to prioritize the Stories presented by teams during the final plan review

It involves Product Management and Product Owners on the first day and the rest of the teams on the second day

It involves everyone in the Program over a two-day period

How am I splitting the Solutions into Capabilities and Enablers?

What did I do yesterday to advance the Iteration goals?

What will I do today to advance the Iteration goals?

How am I optimizing the full Solution?

Are there any impediments that will prevent the team from meeting the Iteration goals?

Visibility into progress and impediments

Visibility into System Solution Intent

Visibility into collaboration deployment

Visibility into single source design decisions

To measure the team’s progress by showing working Stories to the stakeholders and getting feedback from them

To show the backlog items and work on possible solutions for the backlog items

To identify where there is too much work in the system and where the teams are being overloaded

To serve as a forecasting meeting where the work is estimated for the Program Increments