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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

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Historical Delivery By Work Type

Product Owner in collobaration with the team typically selects the highest priority backlog item of each slice showing in the example to the left (story, bug, enabler, defect and spike)

Benefits:

Time in Status

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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 resolutions resolution days within a given time . This allows to see how many defects, bugs the team are rising to comprehend the number of defects/ bugs arising each iteration which helps with built-in quality by reducing technical defect debt during each iteration. This is a number that should obviously be going down, ideally at or close to zero.

Time to Realized Value

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

• The report can be configured by Time Period, Issue Type, Priority, and Assignee
• 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

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Planning Variance

This chart allows you to see the number of points completed based on the commitment at the beginning of the iteration. 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.

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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.

Cumulative flow diagram CFD shows the tasks at each stage of the project over time. For In the example on the left, the green purple area represents the tasks that are completed. In the chart example in the left. The blue , the yellow area represents items in progressdevelopment, while and the red light blue area covers the backlog ready for developmentrefinement.

Cumulative Flow Diagram CFD may seem complicated at first , but at a upon closer look, it can easily show provide a number of useful insights. For example, the vertical axis of the chart shows how many the number of tasks are currently being worked on or completed. It allows understanding the optimal work in progress limits.

Click below to see Anti-Patterns with Cumulative Flow

Cumulative Flow

Planning Variance

This chart allows you too see how many of the points completed were part the commitment at the beginning of the sprint. 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

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

The horizontal line represents cycle time. 

Click here to read more about CFD

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