A New Copy!

Chapter 11 of Daniel S. Vacanti’s Actionable Agile Metrics for Predictability: An Introduction (buy a copy today) is titled Interpreting Cycle Time Scatterplots.  Daniel Vacanti opens Chapter 11 with a reminder that, “your policies shape your data and your data shapes your policies.”  As a leader or coach, this missive is a reminder that you need to use data visualization as a trigger to ask what policies are in place and WHY they cause your data to look the way they do.

There are many common patterns that are useful triggers for discussion.  The trends Vacanti references in Chapter 11 include: (more…)


A New Copy!

We are back!  Today we begin Part 3 of Daniel S. Vacanti’s Actionable Agile Metrics for Predictability: An Introduction (buy a copy today) with Chapter 10 which  is titled, Introduction to Cycle Time Scatterplots. Scatterplots take us beyond the analysis of average cycle time (or even approximate average cycle time).  Scatterplots provide a visual representation of the data so we can begin to use the data to predict the future.

A New Copy!


Chapter 9 of Daniel S. Vacanti’s Actionable  Actionable Agile Metrics for Predictability: An Introduction (buy a copy today) is titled, “Flow Debt.” The chapter on flow debt caps this section of the book on integrating flow metrics and the cumulative flow diagram.  In this chapter, we use the approximate average cycle time (defined in Chapter 5) to identify flow debt and to guide teams and other stakeholders to ask good questions. Identifying when and where flow debt is being incurred allows teams to take action so that the flow of value can be improved! (more…)

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SPaMCAST 473 features our essay on 6 Important Flow Metrics!  Getting the most value out of a process is important to any leader.  Balancing getting the most value with getting value sooner complicates the discussion.  In some cases, getting some value sooner is worth more than the same value delivered later.  Guiding the delivery of value is more complicated than a rank ordering a list of user stories and then magically hoping that everything will happen in the most effective and efficient manner possible.  Measurement is an important tool to help teams and organizations ask the right questions.  The 6 flow metrics provide process transparency into organizations that leverage continuous flow, scrumban, and/or Scrum as the basis for their Agile implementations.

We will also complete our discussion of part 3 (3 of 3) of chapter 20 of Tame The Flow: Hyper-Productive Knowledge-Work Performance, The TameFlow Approach and Its Application to Scrum and Kanban  (buy a copy here).


Re-Read Saturday News

This week,  we tackle Chapter 8 of Actionable Agile Metrics for Predictability: An Introduction by Daniel S. Vacanti. Chapter 8 is titled, Conversion of Flow Part II.  Remember that requirement in Little’s Law.that work that enters the process, completes and leaves.  We do a deeper dive on why that is important.  Buy your copy today and read along! (more…)

A New Copy!

Today we tackle Chapter 8 of  Daniel S. Vacanti’s Actionable  Actionable Agile Metrics for Predictability: An Introduction (buy a copy today).  The chapter is titled, “Conservation of Flow Part II.”  In this chapter, we dive even deeper into the conversation of flow and why the assumption that work that enters a process completes and exits is important. (more…)

Cycle time?

In Part 1 we examined Work in Process and Story Escape Rate.  These two metrics are powerful but are not sufficient to provide a full picture of the flow of value through a process.  We continue with four more metrics to complete the pallet.

A blur!

I was recently asked to explain the difference between a number of metrics.  One difference that seems to generate some confusion is that between velocity and cycle time.


Velocity is one of the common metrics used by most Agile teams.  Velocity is the average amount of “stuff” completed in a sprint.  I use the term stuff to encompass whatever measure a team is using to identify or size work.  For example, some teams measure stories in story points, function points or simply as units. If in three sprints, a team completes 20, 30 and 10 story points, the velocity for the team would be the average of these values; that is, 20 story points. The calculation would be the same regardless of the unit of measure.  

Typical Assumptions (more…)