Initiator: Sarah Urriste - HealthSystems
Note Taker: Reid Manchester
Mary Carleton, William Davis, Asif Haque, Allison Ramoy, George Spanti..., Vicky Braun, Dan Crowley
- Scrum struggle was that staff would sometimes be idle, stories would be too large, teams could not agree on points for features.
- Velocity is measured in points delivered per sprint. This can still be used in kanban.
- Still use refinement session in an ad-hoc fashion
- Do hold retrospectives, but less process orientation and more of a team-building and prep for the upcoming sprint cycle
- Still use a scrum/flow master
- Implement a WIP limit. Some team members will resist sharing their WIP load for fear of receiving more work, but press them to communicate, don't let them get away with it
- Some teams may find value in running Kanban within Kanban, further breaking up their work within the lane.
- It's still valuable to measure and track cycle time, to see that points delivered goes up or down and how long it takes to deliver that value
- Ensure that WIP items being reported by the team are truly In Progress. If it's not being worked on right after the stand-up meeting, it's not In Progress. Falsely reporting items as IP creates waste and prevents others from working on that item
- Use a Bi-weekly prioritization process that covers business value delivered and other metrics. Dimensions to be used could be things like: Business Value, standardization, complexity, compliance
- Use an 'Expedite' lane on the board to cover customer supported tickets, and talk about those tickets first in the stand-up