Page History

Delivery Predictability

The delivery predictability This report shows iterations over time in which the team delivered within the guard bands, or between 80 and 120 percent of their iteration commitment. 

In the example to the right, this team's delivery is unpredictable. 

There are a number or possible explanations for variance in this chart. Some examples are;

• Priority injection/changes from stakeholders
• Insufficient or misunderstood requirements
• New team or project/product
• Scarcity of  of team resources 
• No time for refinement 
• Dependencies on other teams
• Under estimating the effort
• Over estimating available time

Image Modified

Historical Delivery By Work Type

Time in Status

Image Modified

Defect Management

The Defect Resolution Time Graph Management chart shows the average life of defects and bugs, number of defects and bugs created vs resolved, and how many defects and bugs are currently unresolved

This chart also shows the average resolution days within a given time to comprehend the number of defects/ bugs arising each iteration which helps with built-in quality by reducing defect debt during each iteration.

Time to Realized Value

This report shows the average resolution time to deployment for all team level issue types.

• This report represents the total cycle time of an issue, from the time of creation until the time of resolution
• Ideally the line on this chart remains as flat as possible. but a decreasing trend indicates improvements

Potential Explanations for upward slope:

• Unused backlog items not being removed or abandoned
• Team size is not adequate for workload

Image Modified

Image Removed

Cumulative Flow

Click here to see Anti-Patterns with Cumulative Flow

Planning Variance

This chart allows you too to see how many the number of the points completed were part based on the commitment at the beginning of the sprintiteration. In high performing teams, this variance should be zero most of the time.

Potential reasons for seeing variance:

• Work injection from outside the team
• Work not well understood before commitment
• Adjusting story points during the iteration
• Splitting stories within the iteration
• priority changes post iteration planning 
• underestimating efforts
• changing in teams composition

The orange line, which represents the average variance, should remain at or close to zero.

Image Added

Image Added

The purple bar showing velocity(The number of points completed during the sprint) should remain relatively steady, regardless of variance

Cumulative Flow Diagram (CFD)

This is an area chart that shows the various statuses of work items for an application, version, or iteration. The horizontal x-axis in a CFD indicates time, and the vertical y-axis indicates cards (issues). Each colored area of the chart equates to a workflow status (a column on your board). Status groupings are used for standardization. (See Status Grouping Matrix for more detail)

The CFD can be useful for identifying bottlenecks. If your chart contains an area that is widening vertically over time, the column that equates to the widening area will generally be a bottleneck.

CFD shows the tasks at each stage of the project over time. In the example on the left, the purple area represents the tasks that are completed, the yellow area represents items in development, and the light blue area covers the backlog refinement.

CFD may seem complicated at first but upon closer look, it can provide a number of useful insights. For example, the vertical axis of the chart shows the number of tasks currently being worked or completed. 

The horizontal line represents cycle time. 

Click here to read more about CFD

Image Removed