LACE (CCSQ Lean Agile Center of Excellence)

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

 

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 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. 

The composition of the team's work helps optimize the delivery of value.

This chart shows:

  • Value delivery through enablers and user stories.
  • The team’s support of program capacity allocation.
  • If any adjustments to capacity allocation should be made.


 

Time in Status

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

This chart also shows:

  • Visualizing the statuses used, gives insight into the team's delivery process.
  • The time in status shows the flow of work through the team’s delivery process and highlights any bottlenecks.
  • It also indicates the depth of the team backlog, and the size of the team's work.


Note: The abandoned, to do and backlog will be significantly higher than other statuses.







Defect Management

Defect 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.




Average Time to Realized Value

This report shows the average resolution time 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




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.









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


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