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Kanban System for Software Engineering Kanban System for Software Engineering – KSSE Introduction Definitions Roles Acronyms Metrics Queue sizes Process Getting Things into TIP and on through to production Self-organization Get Things Done Releasing Constraints Other Interesting Work Kaizen Generating and Verifying Acceptance Criteria Stand-up Measures of Success Visual tracking Tradeshow For Finished Features Retrospective Regular Cadence Whole Team Incentives Introduction Kanban (in kanji where kan, means “visual,” and ban, means “card” or “board”) is a concept related to lean and just-in-time (JIT) production. Kanban is a signaling system. As its name suggests, Kanban historically uses cards to signal the … Continue reading
Introduction On September 25th I facilitated a Product-level retrospective. The purpose of this retrospective was to look back at how user stories find their way to production, and to find ways to shorten the process and increase quality. The format of the retrospective was taken directly from the book Agile Retrospectives. This style can be used on iteration/release/product cycles. It breaks the meeting down in to 5 components: Set the Stage, Gather Data, Generate Insights, Decide What To Do, and Closing. There are many activities which can be used to help with each phase. Choosing the correct activities becomes much … Continue reading
After my team’s daily stand up, I went to join the embedded team. Looking over all the tasks entered the day before I tried to figure out what feature they belonged to, writing down the task, ID, feature and hours on sticky notes. Endeavoring to finish before stand up which happens at mid day, I wasn’t even a third the way through by then. I did manage to write down impediments to put up in a visible list tomorrow but really had no idea if they were talking about the tasks entered, and no idea which feature in the white … Continue reading
The day started with an end and beginning to a Sprint. With the cycle being so short, the team was devoting 30 minutes each to review and retrospective and an entire hour for Sprint Planning. I could see where the review could handle the short length and knew planning could be short since most of it was done for the team already the day before. I was hoping as the new Scrum Master to have the chance to run the meetings, but they went on routinely and it was obvious all I should do is just listen in. Of course, … Continue reading
It took a little while to get it going, since I’ve been employed now for 6 weeks. Same as our new CEO. As a matter of fact, my orientation was cut short for an all-hands to inform us of the matter. It makes for an interesting background to my entree into this company. For me the objective when I started was simple; shadow another coach, and find a team needing help with Scrum and embed with them. Stand ups were attended, training delivered, some work off loaded from other team members and contacts made. It was through one of these … Continue reading