Community Blog

In business, the quest for predictability is universal. We all want to grab hold of the reality we face everyday and, somehow, bend it to our will.

The terms "iterative" and "incremental" are used so frequently and naturally in the context of agile that their meaning is no longer challenged.

One of the things leaders often say they want most is predictability. Predictability is defined as the consistent repetition of a state, course of action, behavior, or the like, making it possible to know in advance what to expect.

The most important question to stakeholders is often “When can it be done?” There is a lot that goes into answering that seemingly simple question. What is involved in the work?

Velocity, as a metric used by some Scrum teams, is rife with trouble. David's concise article highlights a common pitfall.

A discussion is raging among Project Managers about the Iron Triangle because the authors of Scrum say “Scrum breaks the Iron Triangle”.

I first met Sally,and then later Francis her husband, at a local user group - Agile in Leeds, where Sally delivered a fantastic 10 minute talk on how she implemented Scrum to help Francis with ADHD. 

Bottom line - Toyota Improvement and Coaching Kata is the perfect partner for flow-based retrospectives.

Bottom line - PSK improves the performance of Scrum teams, but WiP must be optimized for flow and work in progress should not relatively age compared with other in progress items

Bottom line - WiP limits must be applied to improve flow of the delivery of value. It's a key lever to improve the performance of Professional Scrum Teams, and it's required by the Kanban Guide for Scrum.

An analogy I can think of is... I want my dart to hit the dart board, and not necessarily the bull's eye.... as it calls for a lot of details which apparently is missing during estimation.

You need quality enablement to achieve predictable delivery for your organisation which takes effort to achieve.