![]() ![]() Existing teams can track their velocity to ensure consistent performance over time, and can confirm that a particular process change made improvements or not. New teams can expect to see an increase in velocity as the team optimizes relationships and the work process. It's important to monitor how velocity evolves over time. The product owner can reasonably assume the team will need 10 iterations (give or take) to complete the required work. We know that the development team generally completes 50 story points per iteration. Let's say the product owner wants to complete 500 story points in the backlog. The product owner can use velocity to predict how quickly a team can work through the backlog, because the report tracks the forecasted and completed work over several iterations–the more iterations, the more accurate the forecast. Velocity is the average amount of work a scrum team completes during a sprint, measured in either story points or hours, and is very useful for forecasting. The epic and release burn down charts keep everyone aware of the ebb and flow of work inside the epic and version. As the team moves through the project, the product owner may decide to take on or remove work based on what they're learning. While tolerating scope creep during a sprint is bad practice, scope change within epics and versions is a natural consequence of agile development. For example, if the team is delivering a new website for the company, scope creep would be asking for new features after the initial requirements had been sketched out. "Scope creep" is the injection of more requirements into a previously-defined project. Since a sprint (for scrum teams) may contain work from several epics and versions, it's important to track both the progress of individual sprints as well as epics and versions. * Information listed above is at the time of submission.Epic and release (or version) burndown charts track the progress of development over a larger body of work than the sprint burndown, and guide development for both scrum and kanban teams. ![]() TaskTop Viz) and will also be compatible with Centil’s FlowLab dashboard. The patent pending methodology will be developed as a plug-in to commonly available VSM tools (e.g. ![]() VPI applies queue theory and throughput metrics to Agile development backlogs in a manner that provides a continuous empirical value that indicates the likelihood of a program’s on time completion. ACAT I, II) Agile development programs?” Centil intends to answer this question with its Value Performance Index (VPI). In conversations with DoD acquisition leaders, most understand that EVM is often incongruent with Agile principles, but are left with the unanswered question “How do I report progress, predict success and satisfy oversight requirements for large (i.e. Centil has consulted on several programs that have been directed to use Earned Value Management (EVM) and has observed consistent anti-patterns that emerge as a result. For this SBIR Phase I, we propose basic and applied research to develop and demonstrate our Value Performance Index methodology (patent pending) for managing Agile software development. Centil is an emerging provider of Value Stream Management (VSM) services, providing consulting and coaching for large software development programs. ![]()
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