LACE (CCSQ Lean Agile Center of Excellence)

Page tree

You are viewing an old version of this page. View the current version.

Compare with Current View Page History

« Previous Version 22 Next »

Delivery Predictability :: Historical Delivery by Work Type :: Time in Status :: Defect Management :: Average time to Realized Value :: Cumulative Flow :: Planning Variance



Delivery Predictability

The delivery predictability 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  team resources 
  • No time for refinement 
  • Dependencies on other teams
  • Under estimating the effort
  • Over estimating available time




Historical Delivery By Work Type

This chart shows the different work item types by percentage in a team’s backlog. 

Similar to the program backlog, teams are responsible for applying capacity allocation to team backlog in order to determine how much of their total efforts can be used for each type of activity in a given iteration. 

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:

  • Balanced long-term product health
  • Value delivery
  • Percentage allocation to each type can be adjusted over time





 

Time in Status

This chart shows the number of days that a work item spends in each
status the team utilizes.

Seeing which statuses the team uses gives insight into how the team
manages work, the flow and throughput of the team, the depth of the team backlog, the batch size of the teams work, and more.

Typically, the Statuses before in progress will be significantly higher than the rest of the statuses, with the exception of abandoned, which will increase until the team closes abandoned items

High times in specific statuses indicate potential bottlenecks/opportunities to improve flow




Defect Management

The Defect Resolution Time Graph 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

Average time to Realized Value


This report shows the average 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

Cumulative Flow


Click here to see Anti-Patterns with 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

  • No labels