Methodology scrum white board simulation

1. Methodology SCRUM WhiteBoard simulation the Goal: • Understand the standard structure of a SCRUM whiteboard • How to use it during Scrum events • Change process is not difficult • Change human behavior is Try SCRUM Training support: based on client’s questions during implementation

2. Why & How? • Why do I need to change? • How can I manage the change? Disclaimer: this is my understanding of Jeff Sutherland’s enhanced with my experience • Are you satisfied with your time to market? • Are you satisfied with your productivity? • Is your work rhythm sustainable? • is your team working as a team or as individual? Build the context to support the Change with Scrum

3. Scrum WhiteBoard simulation training • Definition, objectives & pre-requisites • Agenda the key points: methodologies & tools needs to be adapted to people who wants to use them to be efficient. First learn the standard (theory), then ‘break’ the standard if needed Definition • Scrum is the most popular Agile methodology used today in the IT industry • The Scrum framework is based on events like the Daily Stand-up where the team discuss about its action plan to fulfill the goals of the iteration • the Scrum team is using a WhiteBoard to visualise and monitor its iteration Objectives • Understand the standard structure of the WhiteBoard and the rules • So that the team can make it efficient, adapting it to its own context & constraints Pre requisite • Agile Manifesto • Scrum iteration, events & roles Agenda • The lean IT White Board principles • Case 1: everything’s fine • Case 2: the sponsor changes the sprint content • Case 3: one team member is blocked on one task • Case 4: one team member is blocked on several tasks • A few lessons learnt from implementation

4. Scrum WhiteBoard simulation training Detailed Agenda the key points: illustration through use cases (small stories) The lean IT White Board principles • The whiteboard meeting is a critical part of the performance management and problem solving Case 1: everything’s fine (slide 7 to 17) • Illustrate, in a normal case, the main principles of the white board Case 2: the sponsor changes the sprint content (slide 19 to 30) • the problem is visible on the burn down Case 3: one team member is blocked on one task (slide 32 to 44) • the problem is not visible on the burn down • When a task is blocked in « in progress », I reestimate the remaining in ideal hours • To complete my day, I can split a task in 2 Case 4: one team member is blocked on several tasks (slide 46 to 63) • the problem is visible on the burn down • to chase the blocked tasks I use the « blocked » box A few lessons learnt from implementation

5. The lean IT White Board principles During the daily Stand-up the team is managing dynamically the iteration • A good whiteboard should give transparency on the iteration content & team activities • Everyone should be clear on what are the team goals and if the team is on track or not • The team owns the whiteboard: it has to live & improve the team spirit (rugby scrum) the key points: the team leader should use the daily to make its team grow i.e. become more autonomous (management by delegation, empowerment) Key features Description Benefits Goals & priorities Problem solving Other Performance Whiteboard clearly shows o Sorted goals to be reached by priority o Who’s working on what o Whiteboard provides a clear overview of out-standing problems, owner, & deadlines o Help the team in scheduling problem solving sessions o Coaching: Helps team scheduling coaching sessions and sits-in for entire week o Team Morale: Provides teams a tool to express and discuss team morale o Training: Provides a clear overview of current team skill mix and training opportunities o a better workload balance o Empower team member to take ownership of activities, while being more autonomous o Reduce rigidity within the team o Allow team members to collectively discuss problems, identify corrective actions, and address root causes o Increase level of transparency on outstanding problems o Foster continuous improvement o Foster a feedback culture within the team o Help to reduce skill and individual variability o Foster and improve team spirit o Help addressing mindset issues as soon as they pop up o Help identifying skill gaps within the team and knowledgeable people who can help address them o Foster performance dialogues in a timely manner o Create a regular and appropriate forum for continuous improvement Whiteboard clearly shows if the team is on track or not

6. Understand the standard structure of the SCRUM WhiteBoard and the rules • Illustrate, in a normal case, the main principles • use case: slide 7 to 17 Case 1 everything’s fine

7. Case 1: everything’s fine (1/11) sprint plan built and validated (day 0) • we have planned the first sprint (5 days) • we have 32 ideal hours to burn (ideally 6.4 ideal hours per day: 32 / 5 days) • We have checked that the « todo list » was matching our team capacity • Todo list: 32 ideal hours • Team capacity in the sprint: 5 days * 6 ih * 2 people = 60 ideal hours for the sprint PRJ-XXX # SP < … > PRJ-XXX # ih < … > PRJ-YYYStory Goal. Often functional Task How achieve the goal Stories DoneSpec > Dev > Test CI Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Design Spec MEB-112 MEB-111 4h Design tests MEB-113 MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day Continuous Improvement day0 day Support Unplanned KPIreal hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Sprint Burn-down chart Waste Team barometer the key points: SCRUM is evolving. This presentation is based on task & ideal hours to assess the average workload. But you might find it heavy. if so, try to move the US from step to step and use only story points

8. Case 1: everything’s fine (2/11): sprint plan start (day 1: morning meeting) Day 1: morning meeting • Joe takes the task MEB-112 for 4 ideal hours • He’s confident! Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Design tests MEB-113 MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 MEB-111 4h Design Spec MEB-112 Joe (BA) day0 day1 day2 day3 day5day4 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

9. Case 1: everything’s fine(3/11): sprint plan chasing (day 1: end of the day) Day 1: end of the day • Joe has finished his task MEB-112 and moves it in the done column • The team leader burns 4 ideal hours: 32 – 4 = 28 • It remains 28 ideal hours for the team to reach the goal at the end of the sprint: it seems they’re not on the track. Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Design tests MEB-113 MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Design Spec MEB-112 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

10. Case 1: everything’s fine (4/11): sprint plan chasing (day 2: morning meeting) Day 2: morning meeting The team leader • points out an alert : a « delay » on the burn down • there’s no noticeable KPI to explain this « delay » • explains it’s normal because the team has burnt 4 ih instead of 6.4 but it was planned and the « delay » should be recovered as today Joe and william should burn 8 ih Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Design tests MEB-113 MEB-111 4h Dev MEB-114 Alert! Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

11. Case 1: everything’s fine (5/11): sprint plan chasing (day 2: end of the day) Day 2: end of the day • Joe and William have finished their tasks MEB-113 and MEB-114 and move them in the done column • The team leader burns 8 ideal hours: 28 – 8 = 20 • It remains 20 ideal hours for the team to reach the goal at the end of the sprint: they’re on track Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Design tests MEB-113 MEB-111 4h Dev MEB-114 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

12. Case 1: everything’s fine (6/11): sprint plan chasing (day 3: morning meeting) Day 3: morning meeting The team leader • points out there’s no « delay » on the burn down: the team is on track • there’s no noticeable KPI • Joe takes the task MEB-112 for 4 ideal hours Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Exec. tests MEB-115 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

13. Case 1: everything’s fine (7/11): sprint plan chasing (day 3: end of the day) Day 3: end of the day • Joe has finished his task MEB-115 and moves it in the done column • The team leader burns 4 ideal hours: 20 – 4 = 16 • It remains 16 ideal hours instead of 12.8 ideally: it seems they’re not on track Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Exec. tests MEB-115 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

14. Case 1: everything’s fine (8/11): sprint plan chasing (day 4: morning meeting) Day 4: morning meeting The team leader • points out an alert : a « delay » on the burn down • there’s no noticeable KPI • explains it’s normal because the team has burnt 4 ih instead of 6.4 but it was planned and the « delay » should be recovered as today Joe and william should burn 12 ih Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 Alert! MEB-111 2h Integration MEB-116 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 MEB-111 4h Users training MEB-119 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

15. Case 1: everything’s fine (9/11): sprint plan chasing (day 4: end of the day) Day 4: end of the day • Joe and William have finished their tasks and move them in the done column • The team leader burns 12 ideal hours: 16 – 12 = 4 • It remains 4 ideal hours for the team to reach the goal at the end of the sprint: they’re on track even in advance! Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 2h Integration MEB-116 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 MEB-111 4h Users training MEB-119 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

16. Case 1: everything’s fine (10/11): sprint plan chasing (day 5: morning meeting) Day 5: morning meeting The team leader • points out there’s no « delay » on the burn down: the team is on track even in advance • there’s no noticeable KPI Joe takes the task MEB-120 for 4 ideal hours Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h MEP MEB-120 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

17. Case 1: everything’s fine (11/11): sprint plan chasing (day 5: end of the day) Day 5: end of the day • William has finished his task MEB-120 and moves it in the done column • The team leader burns the last 4 ideal hours: 4 – 4 = 0 • The Story is done. The team has achieved it’s goal! Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h MEP MEB-120 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer Done

18. Understand the standard structure of the SCRUM WhiteBoard and the rules • the problem is visible on the burn down • use case: slide 19 to 30 Case 2 the sponsor changes the sprint content

19. Case 2: the sponsor changes the sprint content (1/12) sprint plan built and validated (day 0) • we have planned the first sprint (5 days) • we have 32 ideal hours to burn (ideally 6.4 ideal hours per day: 32 / 5 days) • We have checked that the « todo list » was matching our team capacity • Todo list: 32 ideal hours • Team capacity in the sprint: 5 days * 6 ih * 2 people = 60 ideal hours PRJ-XXX # SP < … > PRJ-XXX # ih < … > PRJ-YYYStory Goal. Often functional Task How achieve the goal Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Design Spec MEB-112 MEB-111 4h Design tests MEB-113 MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

20. Case 2: the sponsor changes the sprint content (2/12): sprint plan start (day 1: morning meeting) Day 1: morning meeting • Joe takes the task MEB-112 for 4 ideal hours • He’s confident! Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Design tests MEB-113 MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 MEB-111 4h Design Spec MEB-112 Joe (BA) day0 day1 day2 day3 day5day4 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

21. Case 2: the sponsor changes the sprint content (3/12): sprint plan chasing (day 1: end of the day) Day 1: end of the day • Joe has finished his task MEB-112 and moves it in the done column • The team leader burns 4 ideal hours: 32 – 4 = 28 • It remains 28 ideal hours for the team to reach the goal at the end of the sprint: it seems they’re not on track Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Design tests MEB-113 MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Design Spec MEB-112 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

22. Case 2: the sponsor changes the sprint content (4/12): sprint plan chasing (day 2: morning meeting) Day 2: morning meeting The team leader • points out an alert : a « delay » on the burn down • explains it’s normal because the team has burnt 4 ih instead of 6.4 but it was planned and the « delay » should be recovered as today Joe and william should burn 8 ih • No noticeable KPI Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Design tests MEB-113 MEB-111 4h Dev MEB-114 Alert! Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

23. Case 2: the sponsor changes the sprint content ( 5/12): sprint plan chasing (day 2: end of the day) Day 2: end of the day • Joe and William have finished their tasks MEB-113 and MEB-114 and move them in the done column • The team leader burns 8 ideal hours: 28 – 8 = 20 • It remains 20 ideal hours for the team to reach the goal at the end of the sprint: they’re on track Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Design tests MEB-113 MEB-111 4h Dev MEB-114 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

24. Case 2: the sponsor changes the sprint content (6/12): sprint plan chasing (day 3: morning meeting) Day 3: morning meeting The team leader • points out there’s no « delay » on the burn down: the team is on track • No noticeable KPI • Joe takes the task MEB-112 for 4 ideal hours Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Exec. tests MEB-115 Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

25. Case 2: the sponsor changes the sprint content (7/12): sprint plan chasing (day 3: end of the day) Day 3: end of the day • Joe has has finished his task MEB-115 • But the sponsor arrives with a blocker and unplanned demand • The team leader • burns the 4 ideal hours • Rescopes 18 ideal hours. It remains 20 + 18 = 38 ideal hours In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 2h Integration MEB-116 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Exec. tests MEB-115 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-112 MEB-211 2h Design tests MEB-113 MEB-211 2h Exec. tests MEB-115 MEB-211 2h Dev MEB-114 MEB-211 2h Integration MEB-116 MEB-211 2h Integration Test MEB-117 MEB-211 2h UAT MEB-118 MEB-211 2h Users training MEB-119 MEB-211 2h MEP MEB-120 rescope Sprint Burn-down chart Support Unplanned KPI Waste Continuous Improvement CITeam barometer

26. Case 2: the sponsor changes the sprint content (8/12): sprint plan chasing (day 4: morning meeting) Day 4: morning meeting The team leader • points out a big « delay » on the burn down: the team is in the red. • The team is over capacity: 38 ideal hours to do for a 24 ih capacity (2 days * 2 people * 6 ideal hours) • The team leader quickly makes the correlation with the rescope curve • The team leader has to see it’s sponsor to descope a story Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 2h Integration MEB-116 Sprint Burn-down chart 32 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 Joe (BA) day0 day1 day2 day3 day5day4 MEB-111 4h Exec. tests MEB-115 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-112 MEB-211 2h Design tests MEB-113 MEB-211 2h Exec. tests MEB-115 MEB-211 2h Dev MEB-114 MEB-211 2h Integration MEB-116 MEB-211 2h Integration Test MEB-117 MEB-211 2h UAT MEB-118 MEB-211 2h Users training MEB-119 MEB-211 2h MEP MEB-120 Alert ! rescope Support Unplanned KPI Waste Continuous Improvement CITeam barometer

27. Case 2: the sponsor changes the sprint content (9/12): sprint plan chasing (day 4: morning meeting) • Day 4: morning meeting • Finally the sponsor has descoped the story « Booking Option » (20 ihs were remaining) • The team leader descopes the burn down for 20 ideal hours. It remains 18 ideal hours • 24 hours of KPI Unplanned are the consequence of the sponsor switch of goal • Team barometer is bad! • The team takes today for 8 ideal hours 1 2 3 Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP Joe (BA) day0 day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 2h Integration MEB-116 MEB-211 2h Integration Test MEB-117 MEB-211 2h UAT MEB-118 MEB-211 2h Users training MEB-119 MEB-211 2h MEP MEB-120 MEB-211 2h Design Spec MEB-112 MEB-211 2h Design tests MEB-113 MEB-211 2h Dev MEB-114 MEB-211 2h Exec. tests MEB-115 descope Sprint Burn-down chart rescope 2 4 Alert ! Support Unplanned KPI Waste Continuous Improvement CITeam barometer 2 1 3 Alert !

28. Case 2: the sponsor changes the sprint content (10/12): sprint plan chasing (day 4: end of the day) Day 4: end of the day • Joe and William have finished their tasks and move them in the done column • The team leader burns 8 ideal hours: 18 – 8 = 10 • It remains 10 ideal hours for the team to reach the goal at the end of the sprint: they’re again on track Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP Joe (BA) day0 day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 2h Integration MEB-116 MEB-211 2h Integration Test MEB-117 MEB-211 2h UAT MEB-118 MEB-211 2h Users training MEB-119 MEB-211 2h MEP MEB-120 MEB-211 2h Design Spec MEB-112 MEB-211 2h Design tests MEB-113 MEB-211 2h Dev MEB-114 MEB-211 2h Exec. tests MEB-115 descope Sprint Burn-down chart rescope 2 4 Support Unplanned KPI Waste Continuous Improvement CITeam barometer

29. Case 2: the sponsor changes the sprint content (11/12): sprint plan chasing (day 5: morning meeting) Day 5: morning meeting • The team leader • points out there’s no more « delay » on the burn down: the team is again on track • No noticeable KPI • The team takes tasks for 10 ideal hours. Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP Joe (BA) day0 day1 day2 day3 day5day4 MEB-211 8SP Booking EQS descope Sprint Burn-down chart rescope 2 4 MEB-211 2h Integration MEB-116 MEB-211 2h Integration Test MEB-117 MEB-211 2h UAT MEB-118 MEB-211 2h Users training MEB-119 MEB-211 2h MEP MEB-120 Support Unplanned KPI Waste Continuous Improvement CITeam barometer

30. Case 2: the sponsor changes the sprint content (12/12): sprint plan chasing (day 5: end of the day) Day 5: end of the day • William and Joe have finished their daily tasks and move them in the done column • The team leader burns the last 10 ideal hours: 10 – 10 = 0 • The Story is done. The team has achieved it’s goal Stories In Progress Done William (IT) Spec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 32 Ideal hours day day real hours Integration > UAT > MEP Joe (BA) day0 day1 day2 day3 day5day4 MEB-211 8SP Booking EQS descope Sprint Burn-down chart rescope 2 4 MEB-211 2h Integration MEB-116 MEB-211 2h Integration Test MEB-117 MEB-211 2h UAT MEB-118 MEB-211 2h Users training MEB-119 MEB-211 2h MEP MEB-120 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Done

31. Understand the standard structure of the SCRUM WhiteBoard and the rules • the problem is not visible on the burn down • use case: slide 32 to 44 Case 2 one team member is blocked on one task the problem is not visible on the burn down

32. Case 3: one team member blocked on one task (1/13): sprint plan built and validated (day 0) • we have planned the first sprint (5 days) • we have 68 ideal hours to burn (ideally 13.6 ideal hours per day: 68 / 5 days) • We have checked that the « todo list » was matching our team capacity • Todo list: 68 ideal hours • Team capacity in the sprint: 5 days * 6 ih * 3 people = 90 ideal hours PRJ-XXX # SP < … > PRJ-XXX # ih < … > PRJ-YYYStory Goal. Often functional Task How achieve the goal Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 68 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 4h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test MEB-217 MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) MEB-111 7h Non reg Test OPT MEB-121 MEB-211 4h Non reg Test EQS MEB-123 MEB-111 7h Non reg Test FUT MEB-122 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart

33. Case 3: one team member is blocked on one task (2/13): sprint plan start (day 1: morning meeting) Day 1: morning meeting • Joe, Dan & Will take for 16 ideal hours • They’re confident! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 68 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h Exec. tests MEB-215 MEB-211 2h Integration Test MEB-217 MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) MEB-111 7h Non reg Test OPT MEB-121 MEB-211 4h Non reg Test EQS MEB-123 MEB-111 7h Non reg Test FUT MEB-122 MEB-111 2h Design Spec MEB-112MEB-111 2h Design tests MEB-113 MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-111 4h Dev MEB-114 MEB-211 4h Dev MEB-214 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart

34. Case 3: one team member is blocked on one task (3/13): sprint plan chasing (day 1: end of the day) Day 1: end of the day • Everyone has finished it’s tasks and moves them in the column done • The team leader burns 16 ideal hours: 68 – 16 = 52 • Ideally the team should be at 54.4 ideal hours: the team is in advance! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option MEB-111 4h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 68 MEB-111 2h Integration Test MEB-117 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h Exec. tests MEB-215 MEB-211 2h Integration Test MEB-217 MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) MEB-111 7h Non reg Test OPT MEB-121 MEB-211 4h Non reg Test EQS MEB-123 MEB-111 7h Non reg Test FUT MEB-122 MEB-111 2h Design Spec MEB-112MEB-111 2h Design tests MEB-113 MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-111 4h Dev MEB-114 MEB-211 4h Dev MEB-214 In advance! Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart

35. Case 3: one team member is blocked on one task (4/13): sprint plan chasing (day 2: morning meeting) Day 2: morning meeting • The team leader point’s out the team success! • No noticeable KPI • Joe, Dan & Will take for 12 ideal hours • They’re confident!! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) MEB-111 7h Non reg Test OPT MEB-121 MEB-211 4h Non reg Test EQS MEB-123 MEB-111 7h Non reg Test FUT MEB-122 In advance!MEB-111 4h Exec. tests MEB-115 MEB-211 4h Exec. tests MEB-215 MEB-111 2h Integration MEB-116 MEB-111 2h Integration Test MEB-117 MEB-211 2h Integration Test MEB-217 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart

36. Case 3: one team member is blocked on one task (5/13): sprint plan chasing (day 2: end of the day) Day 2: end of the day • Everyone has finished it’s tasks and moves them in the column done • The team leader burns 12 ideal hours: 52 – 12 = 40 • Ideally the team should be at 40.8 ideal hours: the team is on track! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) MEB-111 7h Non reg Test OPT MEB-121 MEB-211 4h Non reg Test EQS MEB-123 MEB-111 7h Non reg Test FUT MEB-122 In time MEB-111 4h Exec. tests MEB-115 MEB-211 4h Exec. tests MEB-215 MEB-111 2h Integration MEB-116 MEB-111 2h Integration Test MEB-117 MEB-211 2h Integration Test MEB-217 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart

37. Case 3: one team member is blocked on one task (6/13): sprint plan chasing (day 3: morning meeting) Day 3: morning meeting • The team leader point’s out the team success! • No noticeable KPI • Joe, Dan take for 11 ideal hours • They’re confident! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) MEB-111 7h Non reg Test FUT MEB-122 In time MEB-111 7h Non reg Test OPT MEB-121 MEB-211 4h Non reg Test EQS MEB-123 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart

38. Case 3: one team member is blocked on one task (7/13): sprint plan chasing (day 3: during the day) Day 3: during the day • Joe has finished in advance the non reg test OPT and takes for 7 ideal hours • He’s confident! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) In timeMEB-111 7h Non reg Test FUT MEB-122 MEB-211 4h Non reg Test EQS MEB-123 MEB-111 7h Non reg Test OPT MEB-121 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart

39. Case 3: one team member is blocked on one task (8/13): sprint plan chasing (day 3: end of the day) Day 3: end of the day • The team leader burns 14 ideal hours: 40 – 14 = 26 • Ideally the team should be at 27.2 ideal hours: the team is on track! • Dan • has a problem with it’s test. It’s task remains in the column « In progress ». • has to redo its tests because a module was not up on the test platform • reestimates the remaining of it’s task to 2 ih as he knows now perfectly the subject • Fill almost one day of waste: 6 real hours Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 4h Users Training MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) In advance MEB-211 4h Non reg Test EQS MEB-123 MEB-111 7h Non reg Test OPT MEB-121 MEB-111 7h Non reg Test FUT MEB-122 6 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart 1 2h 2 3 1 2 3

40. Case 3: one team member is blocked on one task (9/13): sprint plan chasing (day 4: morning meeting) Day 4: morning meeting (1/2) • Ideally the team should be at 27.2 ideal hours. It’s 26. The team is on track! • But the team leader • Point’s out an alert. Dan’s task is still in the column “In progress ’ (and has fed 6 hours of waste) • feeds the Problem Solving board to take an action! • The problem seems IT. William has forgotten to start the module ‘X’. • As William has time (capacity) he doesn’t create a task to start the module ‘X’ • Dan is not really happy of it’s waste and points it out in the team barometer Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hoursIntegration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) In advance MEB-211 4h Non reg Test EQS MEB-123 Alert ! Pb Root cause owner status Test Dan KO Modu le ‘X’ down Will open 6 Solution Start Modu le ‘X’ Alert ! Support Unplanned KPI Waste Continuous Improvement CITeam barometer Alert ! Sprint Burn-down chart 1 2 1 2h MEB-111 4h Users Training MEB-119 3 1 2 3

41. Case 3: one team member is blocked on one task (10/13): sprint plan chasing (day 4: morning meeting) Day 4: morning meeting (2/2) • As Dan has reestimated it’s previous task of « non reg test » to 2 ihs, he can take another task. • As it’s daily capacity is of 4 ihs (defined with the team leader), he looks for a task of 2 ihs on the board • As there isn’t, he splits the task MEB-119 of 4 ih in 2 tasks of 2 ihs • and takes the first part • Dan has now 4 ihs for today Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 MEB-111 4h UAT MEB-118 Ideal hours day day0 day real hours MEB-111 2h Users Training1/2 MEB-119 Integration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) In advance MEB-211 4h Non reg Test EQS MEB-123 Pb Root cause owner status Test Dan KO Modu le ‘X’ down Will open 6 Solution Start Modu le ‘X’ Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart 1 2h MEB-111 2h Users Training2/2 MEB-121 1 2 3 1 2 3

42. Case 3: one team member is blocked on one task (11/13): sprint plan chasing (day 4: end of the day) Day 4: end of the day • The team leader burns 12 ideal hours: 26 – 12 = 14 • Ideally the team should be at 13.6 ideal hours: the team is on track! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 Ideal hours day day0 day real hoursIntegration > UAT > MEP MEB-111 4h MEP MEB-120 In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 Dan (BA) In time MEB-211 4h Non reg Test EQS MEB-123 Pb Root cause owner status Test Dan KO Modu le ‘X’ down Will open 6 Solution Start Modu le ‘X’ MEB-111 4h UAT MEB- 118 MEB-111 4h Users training MEB-119 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart

43. Case 3: one team member is blocked on one task (12/13): sprint plan chasing (day 5: morning meeting) Day 4: morning meeting • Ideally the team should be at 13.6 ideal hours. It’s 14. The team is in time! • the team leader • Point’s out the team success • No noticeable KPI • closes the problem on the Problem Solving board • The team takes for 12 ideal hours. Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 Ideal hours day day0 day real hoursIntegration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS Dan (BA) In time Pb Root cause owner status Test Dan KO Modu le ‘X’ down Will done 6 Solution Start Modu le ‘X’ MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 MEB-111 4h MEP MEB-120 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart

44. Case 3: one team member is blocked on one task (13/13): sprint plan chasing (day 5: end of the day) Day 4: end of the day • The team leader burns the last 12 ideal hours: 12 – 12 = 0 • The Story is done. The team has achieved it’s goal! Stories DoneSpec > Dev > Test Blocked Descoped MEB-111 8SP Booking Option 68 Ideal hours day day0 day real hoursIntegration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 MEB-211 8SP Booking EQS Dan (BA) Done Pb Root cause owner status Test Dan KO Modu le ‘X’ down Will done 6 Solution Start Modu le ‘X’ MEB-211 4h UAT MEB-218 MEB-211 4h Users training MEB-219 MEB-111 4h MEP MEB-120 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart

45. Understand the standard structure of the SCRUM WhiteBoard and the rules • the problem is not visible on the burn down • use case: slide 46 to 63 Case 3 one team member is blocked on several tasks to chase the blocked tasks I use the ‘blocked’ box

46. Case 4: one team member is blocked on several tasks (1/18): sprint plan built and validated (day 0) • we have planned the first sprint (5 days) • we have 60 ideal hours to burn (ideally 12 ideal hours per day: 60 / 5 days) • We have checked that the « todo list » was matching our team capacity • Todo list: 60 ideal hours • Team capacity in the sprint: 5 days * 6 ih * 2 people = 60 ideal hours PRJ-XXX # SP < … > PRJ-XXX # ih < … > PRJ-YYYStory Goal. Often functional Task How achieve the goal Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hoursIntegration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integration Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Design Spec MEB-312 MEB-311 2h Design tests MEB-313 MEB-311 2h Exec. tests MEB-315 MEB-311 4h Dev MEB-314 MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320

47. Case 4: one team member is blocked on several tasks (2/18): sprint plan built and validated (day 1: morning meeting) Day 1: morning meeting • Joe & Will take for 10 ideal hours (the velocity) • They’re confident! Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement CITeam barometer Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integration MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integration Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Design Spec MEB-312 MEB-311 2h Design tests MEB-313 MEB-311 2h Exec. tests MEB-315 MEB-311 4h Dev MEB-314 MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320

48. Case 4: one team member is blocked on several tasks (3/18): sprint plan built and validated (day 1: end of the day) Day 1: end of the day • Joe is blocked on the specification because a functionnal problem has been discovered • Then William is also blocked on it’s development because he has no specification available! • But they don’t fill KPI • It’s not a new task « unplanned » on the sprint • It’s not waste because it was not predictable Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Design Spec MEB-312 MEB-311 2h Design tests MEB-313 MEB-311 2h Exec. tests MEB-315 MEB-311 4h Dev MEB-314 MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution

49. Case 4: one team member is blocked on several tasks (4/18): sprint plan built and validated (day 2: morning meeting) Day 2: morning meeting (1/3) The team leader • points out an alert : a « delay » on the burn down • he talks with the team about the potential root causes • This delay is due to the fact that nothing has been done: the tasks are still « In progress » • Joe explains the user has a business problem that needs business expertise he has not on a special point • A line is created on the problem solving board: the team leader will find who may be expert on this point • The team barometer is not good Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Design Spec MEB-312 MEB-311 2h Design tests MEB-313 MEB-311 2h Exec. tests MEB-315 MEB-311 4h Dev MEB-314 MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution Alert ! Alert ! Alert ! Alert ! spec KO Expertise lack Team leader open See business expert Pb 1 2 3 4 1 2 3 4

50. Case 4: one team member is blocked on several tasks (5/18): sprint plan built and validated (day 2: morning meeting) Day 2: morning meeting (2/3) All the blocked tasks are moved in the « Blocked » box • Otherwise it’ll be a mess in the « In progress » box between the « blocked » tasks and the really « in progress » task • Furthermore, the check of the daily capacity is not easy as i could read that Joe or Will have more than 6 ih in their « In progress » box! Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Design Spec MEB-312 MEB-311 2h Design tests MEB-313 MEB-311 2h Exec. tests MEB-315 MEB-311 4h Dev MEB-314 MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader open See business expert Pb

51. Case 4: one team member is blocked on several tasks (6/18): sprint plan built and validated (day 2: morning meeting) Day 2: morning meeting (3/3) • Joe & Will take tasks on the CDS story for 10 ih Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Design Spec MEB-312 MEB-311 2h Design tests MEB-313 MEB-311 2h Exec. tests MEB-315 MEB-311 4h Dev MEB-314 MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader open See business expert Pb

52. Case 4: one team member is blocked on several tasks (7/18): sprint plan built and validated (day 2: end of the day) Day 2: end of the day • The team leader burns 10 ideal hours: 60 – 10 = 50 • Ideally the team should be at 36 ideal hours: the team is on delay! • But the team leader has good expectations about finding the expert • For the next day • Joe didn’t know what he could work on • William had proposed to make the integration task Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Design Spec MEB-312 MEB-311 2h Design tests MEB-313 MEB-311 2h Exec. tests MEB-315 MEB-311 4h Dev MEB-314 MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader On going See business expert Pb

53. Case 4: one team member is blocked on several tasks (8/18): sprint plan built and validated (day 3: morning meeting) Day 3: morning meeting (1/3) The team leader • Points out an alert : a « delay » on the burn down • But the situation is under control • As they have burnt 10 ih • As he has find the expert: the problem is closed on the problem solving board • As Joe will be able to work on the blocked tasks • Says to Will he can’t take this « integration » task as they have to finish before all the development tasks Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Alert ! 1 2 2 1

54. Case 4: one team member is blocked on several tasks (9/18): sprint plan built and validated (day 3: morning meeting) Day 3: morning meeting (2/3) • Joe & Will take all the blocked tasks • The team leader • explains that now the velocity is no more of 10 ih but of 17 ih = 50 ih / 3 days • And discuss with the team of the different solutions • Descope a story • Make more hours • Punctually increase the team capacity Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Alert !

55. Case 4: one team member is blocked on several tasks (10/18): sprint plan built and validated (day 3: morning meeting) Day 3: morning meeting (3/3) After discussion • The team leader will try to get one more BA for a few days, creates a new line in the problem solving board • William agrees to make overtime and takes one more task • Decsope is useless and avoidable for the moment Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Alert ! Team leader opencap acity 1 more BA 1 2

56. Case 4: one team member is blocked on several tasks (11/18): sprint plan built and validated (day 3: during the day) Day 3: during the day • The team leader has closed it’s line on the problem solving board • He has convinced it’s area manager to get David for a few days • David takes 2 tasks Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Design tests MEB-113 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integratio n Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Alert ! Team leader closedcap acity 1 more BA 1 David (BA) 2 1 2

57. Case 4: one team member is blocked on several tasks (12/18): sprint plan built and validated (day 3: end of the day) Day 3: end of the day (1/2) • The team leader burns 18 ideal hours: 50 – 18 = 32 • Ideally with the original team we should be at 24 ideal hours: the team is on delay! • But the team has one more people now, so we have to recalculate • the velocity: 32 ih / 2 days = 16 ih • The team capacity: 6 ih * 3 people * 2 days = 32 ih • But we could have a lock on the BA side: 26 ih for a capacity of 6 ih * 2 people * 2 days = 24 ih • It should be ok and Will could help on test or training tasks! Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Design Spec MEB-112 MEB-111 2h Exec. tests MEB-115 MEB-111 2h Integratio n MEB-116 MEB-111 4h Dev MEB-114 MEB-111 2h Integration Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Design Spec MEB-212 MEB-211 2h Design tests MEB-213 MEB-211 2h Exec. tests MEB-215 MEB-211 4h Dev MEB-214MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Team leader closedcap acity 1 more BA David (BA) MEB-111 2h Design tests MEB-113

58. Case 4: one team member is blocked on several tasks (13/18): sprint plan built and validated (day 3: end of the day) Day 3: end of the day (2/2) • The team takes for 16 ih • We should be again on the track! Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Integratio n MEB-116 MEB-111 2h Integration Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Exec. tests MEB-215 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Team leader closedcap acity 1 more BA David (BA)

59. Case 4: one team member is blocked on several tasks (14/18): sprint plan built and validated (day 4: morning meeting) Day 4: morning meeting The team leader • Points out an alert : a « delay » on the burn down • But it’s because it’s the old velocity • There’s no noticeable KPI • The team barometer increases • With the new one (16 ih), the team is on the track Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Integratio n MEB-116 MEB-111 2h Integration Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Exec. tests MEB-215 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Team leader closedcap acity 1 more BA David (BA)

60. Case 4: one team member is blocked on several tasks (15/18): sprint plan built and validated (day 4: end of the day) Day 4: end of the day (1/2) • The team leader burns 16 ideal hours: 32 – 16 = 16 • Ideally the team should be at 32 ideal hours: the team is on track! Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Integratio n MEB-116 MEB-111 2h Integration Test OPT MEB-117 MEB-111 2h UAT OPT MEB-118 MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Exec. tests MEB-215 MEB-211 2h Integration Test EQS MEB-217 MEB-211 2h UAT EQS MEB-218 MEB-211 2h Users training MEB-219 MEB-111 2h Non reg Test OPT MEB-121 MEB-211 2h Non reg Test EQS MEB-123 MEB-111 2h Non reg Test FUT MEB-122 MEB-311 8SP Booking CDS MEB-311 2h Integration Test CDS MEB-317 MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT EQS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Team leader closedcap acity 1 more BA David (BA)

61. Case 4: one team member is blocked on several tasks (16/18): sprint plan built and validated (day 4: end of the day) Day 4: end of the day (2/2) The team takes for 16 ih Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Users training MEB-219 MEB-311 8SP Booking CDS MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT CDS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Team leader closedcap acity 1 more BA David (BA) MEB-111 2h UAT OPT MEB-118 MEB-211 2h UAT EQS MEB-218

62. Case 4: one team member is blocked on several tasks (17/18): sprint plan built and validated (day 5: morning meeting) Day 5: morning meeting The team leader • Points out an alert : a light « delay » on the burn down • But it’s because it’s the old velocity. The team is on track • There’s no noticeable KPI Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Users training MEB-219 MEB-311 8SP Booking CDS MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT CDS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Team leader closedcap acity 1 more BA David (BA) MEB-111 2h UAT OPT MEB-118 MEB-211 2h UAT EQS MEB-218

63. Case 4: one team member is blocked on several tasks (18/18): sprint plan built and validated (day 5: end of the day) Day 5: end of the day All is done! Stories DoneSpec > Dev > Test Blocked Descoped 60 Ideal hours day day0 day real hours Integration > UAT > MEP In Progress William (IT) Joe (BA) day1 day2 day3 day5day4 Support Unplanned KPI Waste Continuous Improvement Sprint Burn-down chart MEB-111 8SP Booking Option MEB-111 2h Users Training MEB-119 MEB-111 2h MEP MEB-120 MEB-211 8SP Booking EQS MEB-211 2h Users training MEB-219 MEB-311 8SP Booking CDS MEB-311 2h Non reg Test EQS MEB-318 MEB-311 2h UAT CDS MEB-319 MEB-311 2h Users training MEB-320 CITeam barometer Root cause owner statusSolution spec KO Expertise lack Team leader closed See business expert Pb Team leader closedcap acity 1 more BA David (BA) MEB-111 2h UAT OPT MEB-118 MEB-211 2h UAT EQS MEB-218 Done

64. A few lessons learnt from implementation • it’s all about change management, about team building • It takes times (a few months) because it’s a learning journey the key points: Lean, Agile methodologies, Change Management Be carefull if … the number of tickets is exploding. It might deteriorate visibility, performance of IT systems like JIRA • maybe don’t use task, just User Story you move through the board the burndown analysis doesn’t bring so much value • try several ones. One by Release, projects, … don’t forget your basics of project management your team is splitted into several locations • Think about electronic whiteboard to share it, combined with video conference tool (like Lync) you keep doing static planning with a ‘look & feel’ Agile • Check you’re pulling the flow i.e. managing dynamically and not following a predefined calendar team is not covering all the process & not stable • a mature team should be 80% autonomous & stable you apply theory ‘by the book’ without taking into account your context • Find your implementation. Only the result matters

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