Flow Metrics for Scrum Teams
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Flow Metrics for Scrum Teams

Because story points were never a part of Scrum anyway

About the Book

Is it a 5 or a 13? Or an XL?’ If you're the kind of person tired of these conversations, we've got something for you. This book is a practical guide to leave behind wasteful guesstimation and use revolutionary science from the 1600s instead! Well, not that revolutionary we guess. But for some strange reason, using probability mathematics within Scrum is still new. So we made a book to help you save the time you now spend planning, giving you more time for doing. All in a language your customer understands: time. We present to you: Flow Metrics for Scrum Teams.

About the Editors

Daniel Vacanti
Daniel Vacanti

Daniel Vacanti has spent most of the last 20 years focusing on Lean and Agile practices.  In 2007, he helped to develop the Kanban Method for knowledge work.  He managed the world’s first project implementation of Kanban that year, and has been conducting Kanban training, coaching, and consulting ever since.  In 2011 he founded Corporate Kanban, Inc., which provides world-class Lean training and consulting to clients all over the globe—including several Fortune 100 companies.  In 2013 he founded ActionableAgileTM which provides industry leading predictive analytics tools and services to any flow-based process. Daniel holds a Masters in Business Administration and regularly teaches a class on lean principles for software management at the University of California Berkeley.

Daniel Vacanti

Episode 235

Will Seele
Will Seele

Will Seele is curious about why organizations and their employees do the things they do. His focus areas include organizational and behavioral design as well as Evidence Based Management. He has been involved in several major transformations in sectors such as banking, insurance and marketing, and these days is often asked to provide a ‘second opinion’ on the quality of product development and delivery organizations.

He holds a Bachelor of Science in Information Science and Master of Science in Business Informatics.

Besides this, he is a Professional Scrum Trainer for Scrum.org and a Professional Kanban Trainer with Prokanban.org.

Table of Contents

  • Why This Book
    • Thanks
  • Chapter 1 - Let’s Begin
    • What Is Flow?
    • Setting Up To Measure Flow
    • Conclusion
  • Chapter 2 - The Basic Metrics of Flow
    • Work In Progress
    • Cycle Time
    • Work Item Age
    • Throughput
    • Data Collection and Calculation
    • Randomness
    • Conclusion
    • Endnotes
  • Chapter 3 - Probabilistic Thinking
    • The End of Determinism
    • The Flaw of Averages
    • Conclusion
    • Endnotes
  • Chapter 4 - Two Charts
    • The Cycle Time Scatterplot
    • The Most Important Chart That You Have Never Heard Of (And How to Use It)
    • Conclusion
    • Endnotes
  • Chapter 5 - Sprint Planning, Part I
    • What Can Be Done In This Sprint?
    • MCS in Sprint Planning
    • The Language of Forecasting
    • But What About Complexity?
    • Endnotes
  • Chapter 6 - Sprint Planning, Part II
    • Right Sizing
    • Tooling
    • Drastically Reduce Planning Time
    • Conclusion
    • Endnotes
  • Chapter 7 - The Daily Scrum
    • The SLE
    • Percentiles as Intervention Triggers
    • What If PBIs Aren’t Flowing As Expected
    • A Daily Scrum Example
    • Conclusion
    • Endnotes
  • Chapter 8 - The Sprint Review
    • What Did We Learn Last Sprint?
    • When Is It Done?
    • What Can Be Done?
    • Now What?
    • Conclusion
    • Endnotes
  • Chapter 9 - The Sprint Retrospective
    • The Triangle
    • Clusters of Dots
    • Gaps
    • Internal and External Variability
    • Conclusion
    • Endnotes
  • Chapter 10 - Tooling
    • What To Look For In A Tool
    • Red Flags
    • Conclusion
    • Endnotes
  • Chapter 11 - Getting Started
    • Starting Steps
    • Conclusion
  • Bibliography

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