agile-meetings

Agile Meetings

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Agile Meetings are essential components of the Agile framework, promoting collaboration and progress within development teams. These meetings include Sprint Planning, Daily Standup, Sprint Review, and Sprint Retrospective. Each meeting serves specific purposes, such as planning, synchronization, feedback gathering, and process improvement, leading to increased productivity and successful project outcomes.

Key Components

1. Sprint Planning

Sprint Planning is the launchpad for each sprint. Held at the start of a sprint, this meeting brings the entire team together to plan the work ahead. The primary objectives are to define sprint goals and select user stories to work on during the sprint. The team collaborates to outline the scope of the sprint and align on the work to be accomplished.

2. User Story Estimation

User Story Estimation is a practice used to estimate the effort required to complete user stories. Techniques like Planning Poker are commonly employed, involving team members assigning story points to user stories. This process helps in setting realistic expectations and prioritizing tasks.

3. Task Allocation

Task Allocation occurs after user stories are selected. During this meeting, the team assigns specific tasks to individual team members based on their expertise and availability. It ensures that the workload is evenly distributed and aligns with the sprint goals.

4. Backlog Refinement

Backlog Refinement is an ongoing process of collaboratively refining and prioritizing backlog items for upcoming sprints. This meeting helps keep the backlog organized, ensures that high-priority items are ready for sprint planning, and maintains alignment with project objectives.

5. Daily Standup

The Daily Standup is a cornerstone of Agile methodology. It is a brief daily meeting where the development team synchronizes their activities. Each team member shares what they accomplished, what they plan to do next, and any obstacles they encountered. It promotes transparency, accountability, and quick problem-solving.

6. Sprint Review

At the end of each sprint, the Sprint Review meeting takes place. Its purpose is to demonstrate the completed work to stakeholders and gather feedback. It offers an opportunity to showcase the product increment and ensure it aligns with stakeholder expectations.

7. Sprint Retrospective

The Sprint Retrospective is another critical meeting held at the end of each sprint. In this session, the team reflects on their performance and processes. They discuss what went well, what could be improved, and identify actionable steps for process enhancement in the upcoming sprint.

Key Benefits of Agile Meetings

  • Efficient Planning: Agile meetings provide a structured approach to planning, ensuring that the team is aligned on goals and tasks.
  • Continuous Feedback: Daily Standup, Sprint Review, and Sprint Retrospective meetings facilitate feedback loops, promoting quick adjustments and improvements.
  • Transparency: These meetings foster transparency and open communication among team members and stakeholders.
  • Optimized Productivity: Agile meetings help eliminate bottlenecks, align team members, and maintain focus, leading to increased productivity.

Challenges of Agile Meetings

  • Time Management: Ensuring that meetings are concise and time-bound can be a challenge, as they are frequent in Agile.
  • Remote Collaboration: In distributed teams or remote work settings, effective communication and collaboration during meetings may require additional tools and techniques.
  • Overhead: If not managed effectively, too many meetings can become counterproductive, leading to a sense of being overburdened.

Case Studies

  • Sprint Planning:
    • User Story Estimation: The team uses Planning Poker to estimate the effort needed for user stories, like “Implement user registration.”
    • Task Allocation: Team members allocate tasks based on their skills and availability, e.g., “John, you’ll handle the front-end; Sarah, the back-end.”
    • Backlog Refinement: The team collaboratively reviews and prioritizes backlog items for the upcoming sprint, including “Prioritize adding social login feature.”
  • Daily Standup:
    • Daily Progress Tracking: Team members share their daily progress, such as “Yesterday, I completed the user profile page.”
    • Quick Problem-Solving: If someone faces a roadblock like “I’m waiting for API documentation,” the team discusses solutions.
    • Sprint Goal Setting: The Scrum Master reminds the team of the sprint goal: “Our goal this sprint is to improve user onboarding.”
  • Sprint Review:
    • Product Feedback: Stakeholders provide feedback, saying, “The new search feature is great, but it could be faster.”
    • Product Increment Presentation: The development team demonstrates the working increment, showcasing features like “Here’s the new search functionality in action.”
  • Sprint Retrospective:
    • Process Improvements: Team members discuss what worked well and what didn’t, like “Our automated testing saved us time but could be more comprehensive.”
    • Action Planning: They decide on actions to improve, such as “Let’s increase test coverage and refine our user story descriptions.”
    • Team Collaboration: Team members collaboratively identify areas for improvement and plan together.

Agile Meetings Highlights

  • Essential Components: Agile Meetings are crucial elements in Agile methodology, fostering collaboration and progress within development teams.
  • Meetings: Include Sprint Planning, Daily Standup, Sprint Review, and Sprint Retrospective.
  • Sprint Planning: Involves User Story Estimation, Task Allocation, Backlog Refinement, and Sprint Goal Setting.
  • Daily Standup: Focuses on Daily Progress Tracking, Quick Problem-Solving, and Synchronization.
  • Sprint Review: Encompasses Product Feedback, Product Increment Presentation, and Task Identification.
  • Sprint Retrospective: Involves Process Improvements, Action Planning, and Team Collaboration for enhancement.

Related Frameworks, Models, or ConceptsDescriptionWhen to Apply
Daily Stand-up (Scrum)– The Daily Stand-up, also known as the Daily Scrum, is a short, time-boxed meeting held by Scrum teams to synchronize activities, discuss progress, and identify impediments. During the Daily Stand-up, team members answer three questions: What did I do yesterday? What will I do today? Are there any impediments blocking my progress? The Daily Stand-up fosters transparency, collaboration, and accountability, enabling teams to align on goals and adapt their plans daily.– When working in iterative and incremental development environments, such as Scrum, Kanban, or Lean, or when seeking to improve team communication, coordination, and responsiveness to changes. – Applicable in industries such as software development, product management, and project delivery to promote Agile principles and practices through daily synchronization meetings.
Sprint Review (Scrum)– The Sprint Review is a Scrum event where the Scrum team demonstrates the increment of work completed during the sprint to stakeholders and receives feedback. The Sprint Review allows stakeholders to inspect the product increment, provide feedback, and collaborate with the team on future priorities. It helps ensure that the product increment meets stakeholders’ expectations and aligns with the product vision and objectives.– At the end of each sprint in Scrum or other iterative development approaches, or when seeking to gather feedback from stakeholders and validate product increments iteratively. – Applicable in industries such as software development, product management, and customer service to engage stakeholders, gather feedback, and prioritize work based on customer needs and market insights.
Backlog Refinement (Product Backlog Grooming)– Backlog Refinement, also known as Product Backlog Grooming, is an ongoing activity in Agile methodologies where the Scrum team collaborates to refine and prioritize items in the product backlog. During Backlog Refinement sessions, the team reviews and discusses backlog items, clarifies requirements, estimates effort, and identifies dependencies. The goal is to ensure that backlog items are well-defined, actionable, and ready for inclusion in future sprints.– Throughout the product development lifecycle in Agile methodologies like Scrum, Kanban, or Lean, or when preparing backlog items for upcoming sprints or iterations. – Applicable in industries such as software development, product management, and marketing to maintain a prioritized backlog of work items and ensure alignment with business goals and customer needs.
Retrospective (Scrum)– The Retrospective is a Scrum event where the Scrum team reflects on their collaboration, processes, and outcomes of the sprint and identifies opportunities for improvement. During the Retrospective, team members discuss what went well, what could be improved, and action items for the next sprint. The Retrospective fosters a culture of continuous improvement, empowers teams to adapt their processes, and enhances collaboration and team dynamics.– At the end of each sprint in Scrum or at regular intervals in iterative development approaches, or when seeking to reflect on team performance, identify bottlenecks, and implement process improvements. – Applicable in industries such as software development, project management, and Agile transformation to foster a culture of learning, collaboration, and continuous improvement within teams and organizations.
Sprint Planning (Scrum)– Sprint Planning is a Scrum event where the Scrum team plans the work to be done in the upcoming sprint. Sprint Planning involves collaborative discussions to select backlog items, define sprint goals, and create a sprint backlog. The team considers capacity, dependencies, and priorities to commit to delivering a potentially shippable increment by the end of the sprint. Sprint Planning sets the direction for the sprint and aligns the team on the sprint goals and deliverables.– At the beginning of each sprint in Scrum or at the start of new iterations in iterative development approaches, or when seeking to prioritize work, allocate resources, and define sprint goals and commitments. – Applicable in industries such as software development, marketing, and product management to establish a shared understanding of sprint objectives and deliverables among team members and stakeholders.
Lean Coffee– Lean Coffee is a structured, agenda-less meeting format designed to facilitate focused discussions and decision-making in a collaborative and time-efficient manner. In Lean Coffee sessions, participants generate discussion topics, vote on their priority, and engage in time-boxed discussions on the most voted topics. Lean Coffee promotes inclusivity, autonomy, and emergent agenda setting, allowing participants to address pressing issues and share knowledge iteratively.– When facilitating group discussions, decision-making, or knowledge sharing sessions in Agile teams, communities of practice, or cross-functional groups, or when seeking to promote engagement, participation, and collaboration in meetings. – Applicable in industries such as software development, Agile coaching, and organizational development to foster open dialogue, exchange ideas, and drive consensus through participatory decision-making processes.
Kanban Replenishment Meeting– The Kanban Replenishment Meeting is a periodic gathering in Kanban systems where stakeholders review and replenish the work queue based on capacity and demand. During the Replenishment Meeting, the team discusses incoming work items, prioritizes them based on business value and urgency, and adds them to the Kanban board as needed. The Replenishment Meeting ensures that the team’s work queue remains balanced, optimized, and aligned with organizational goals and customer needs.– At regular intervals in Kanban systems or when managing work intake, prioritization, and capacity planning in Agile teams, service delivery units, or project portfolios. – Applicable in industries such as IT operations, customer support, and product development to maintain flow, visibility, and responsiveness to changing demands using Kanban principles and practices.
Agile Estimation Techniques– Agile Estimation Techniques are methods and approaches used by Agile teams to estimate the size, effort, and complexity of work items or user stories. Agile estimation techniques include relative sizing (e.g., Planning Poker, T-shirt sizing), story points, ideal days, and affinity estimating. These techniques enable teams to forecast delivery timelines, allocate resources, and prioritize backlog items effectively. Agile estimation promotes collaboration, transparency, and informed decision-making in Agile planning and delivery.– When planning releases, iterations, or sprints in Agile methodologies like Scrum, Kanban, or Lean, or when estimating backlog items, user stories, or tasks to facilitate prioritization and resource allocation. – Applicable in industries such as software development, marketing, and project management to improve predictability, reduce uncertainty, and optimize planning and delivery processes using Agile estimation practices.
Agile Metrics and Dashboards– Agile Metrics and Dashboards are tools and techniques used to track and visualize key performance indicators (KPIs), progress, and outcomes in Agile projects and teams. Agile metrics include lead time, cycle time, velocity, burn-up/burn-down charts, and cumulative flow diagrams. Agile dashboards provide real-time insights into team performance, project health, and delivery trends, enabling teams and stakeholders to make data-driven decisions and course corrections.– Throughout the project lifecycle in Agile methodologies like Scrum, Kanban, or Lean, or when monitoring team performance, project progress, and delivery metrics to identify bottlenecks and improve delivery predictability. – Applicable in industries such as software development, product management, and Agile coaching to measure, analyze, and optimize Agile processes and outcomes using data-driven approaches and visualization tools.
Agile Decision Making– Agile Decision Making is a collaborative and iterative approach to making informed decisions quickly and effectively in Agile teams and organizations. Agile decision-making principles emphasize transparency, accountability, and empiricism, allowing teams to gather relevant information, explore options, and reach consensus through structured discussions and experimentation. Agile decision making promotes adaptability, resilience, and alignment with organizational goals and values.– When facing complex problems, uncertainties, or changes in Agile projects, programs, or business operations, or when seeking to involve stakeholders, build consensus, and make timely decisions based on empirical evidence and feedback. – Applicable in industries such as software development, business strategy, and organizational change to foster agility, innovation, and collaboration in decision-making processes using Agile principles and values.
Agile Governance– Agile Governance is the process of establishing policies, frameworks, and mechanisms to guide and oversee Agile initiatives and practices within an organization. Agile governance frameworks provide structures for decision-making, risk management, and compliance while enabling agility, autonomy, and innovation. Agile governance promotes transparency, accountability, and continuous improvement in Agile delivery processes and outcomes.– Throughout Agile transformations, projects, or initiatives in organizations adopting Agile methodologies like Scrum, Kanban, or Lean, or when seeking to align Agile practices with corporate governance, regulatory requirements, and strategic objectives. – Applicable in industries such as finance, healthcare, and government to ensure compliance, manage risks, and optimize value delivery through Agile governance frameworks and practices.

Connected Agile & Lean Frameworks

AIOps

aiops
AIOps is the application of artificial intelligence to IT operations. It has become particularly useful for modern IT management in hybridized, distributed, and dynamic environments. AIOps has become a key operational component of modern digital-based organizations, built around software and algorithms.

AgileSHIFT

AgileSHIFT
AgileSHIFT is a framework that prepares individuals for transformational change by creating a culture of agility.

Agile Methodology

agile-methodology
Agile started as a lightweight development method compared to heavyweight software development, which is the core paradigm of the previous decades of software development. By 2001 the Manifesto for Agile Software Development was born as a set of principles that defined the new paradigm for software development as a continuous iteration. This would also influence the way of doing business.

Agile Program Management

agile-program-management
Agile Program Management is a means of managing, planning, and coordinating interrelated work in such a way that value delivery is emphasized for all key stakeholders. Agile Program Management (AgilePgM) is a disciplined yet flexible agile approach to managing transformational change within an organization.

Agile Project Management

agile-project-management
Agile project management (APM) is a strategy that breaks large projects into smaller, more manageable tasks. In the APM methodology, each project is completed in small sections – often referred to as iterations. Each iteration is completed according to its project life cycle, beginning with the initial design and progressing to testing and then quality assurance.

Agile Modeling

agile-modeling
Agile Modeling (AM) is a methodology for modeling and documenting software-based systems. Agile Modeling is critical to the rapid and continuous delivery of software. It is a collection of values, principles, and practices that guide effective, lightweight software modeling.

Agile Business Analysis

agile-business-analysis
Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.

Agile Leadership

agile-leadership
Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles. 

Andon System

andon-system
The andon system alerts managerial, maintenance, or other staff of a production process problem. The alert itself can be activated manually with a button or pull cord, but it can also be activated automatically by production equipment. Most Andon boards utilize three colored lights similar to a traffic signal: green (no errors), yellow or amber (problem identified, or quality check needed), and red (production stopped due to unidentified issue).

Bimodal Portfolio Management

bimodal-portfolio-management
Bimodal Portfolio Management (BimodalPfM) helps an organization manage both agile and traditional portfolios concurrently. Bimodal Portfolio Management – sometimes referred to as bimodal development – was coined by research and advisory company Gartner. The firm argued that many agile organizations still needed to run some aspects of their operations using traditional delivery models.

Business Innovation Matrix

business-innovation
Business innovation is about creating new opportunities for an organization to reinvent its core offerings, revenue streams, and enhance the value proposition for existing or new customers, thus renewing its whole business model. Business innovation springs by understanding the structure of the market, thus adapting or anticipating those changes.

Business Model Innovation

business-model-innovation
Business model innovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.

Constructive Disruption

constructive-disruption
A consumer brand company like Procter & Gamble (P&G) defines “Constructive Disruption” as: a willingness to change, adapt, and create new trends and technologies that will shape our industry for the future. According to P&G, it moves around four pillars: lean innovation, brand building, supply chain, and digitalization & data analytics.

Continuous Innovation

continuous-innovation
That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problem and not the technical solution of its founders.

Design Sprint

design-sprint
A design sprint is a proven five-day process where critical business questions are answered through speedy design and prototyping, focusing on the end-user. A design sprint starts with a weekly challenge that should finish with a prototype, test at the end, and therefore a lesson learned to be iterated.

Design Thinking

design-thinking
Tim Brown, Executive Chair of IDEO, defined design thinking as “a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Therefore, desirability, feasibility, and viability are balanced to solve critical problems.

DevOps

devops-engineering
DevOps refers to a series of practices performed to perform automated software development processes. It is a conjugation of the term “development” and “operations” to emphasize how functions integrate across IT teams. DevOps strategies promote seamless building, testing, and deployment of products. It aims to bridge a gap between development and operations teams to streamline the development altogether.

Dual Track Agile

dual-track-agile
Product discovery is a critical part of agile methodologies, as its aim is to ensure that products customers love are built. Product discovery involves learning through a raft of methods, including design thinking, lean start-up, and A/B testing to name a few. Dual Track Agile is an agile methodology containing two separate tracks: the “discovery” track and the “delivery” track.

eXtreme Programming

extreme-programming
eXtreme Programming was developed in the late 1990s by Ken Beck, Ron Jeffries, and Ward Cunningham. During this time, the trio was working on the Chrysler Comprehensive Compensation System (C3) to help manage the company payroll system. eXtreme Programming (XP) is a software development methodology. It is designed to improve software quality and the ability of software to adapt to changing customer needs.

Feature-Driven Development

feature-driven-development
Feature-Driven Development is a pragmatic software process that is client and architecture-centric. Feature-Driven Development (FDD) is an agile software development model that organizes workflow according to which features need to be developed next.

Gemba Walk

gemba-walk
A Gemba Walk is a fundamental component of lean management. It describes the personal observation of work to learn more about it. Gemba is a Japanese word that loosely translates as “the real place”, or in business, “the place where value is created”. The Gemba Walk as a concept was created by Taiichi Ohno, the father of the Toyota Production System of lean manufacturing. Ohno wanted to encourage management executives to leave their offices and see where the real work happened. This, he hoped, would build relationships between employees with vastly different skillsets and build trust.

GIST Planning

gist-planning
GIST Planning is a relatively easy and lightweight agile approach to product planning that favors autonomous working. GIST Planning is a lean and agile methodology that was created by former Google product manager Itamar Gilad. GIST Planning seeks to address this situation by creating lightweight plans that are responsive and adaptable to change. GIST Planning also improves team velocity, autonomy, and alignment by reducing the pervasive influence of management. It consists of four blocks: goals, ideas, step-projects, and tasks.

ICE Scoring

ice-scoring-model
The ICE Scoring Model is an agile methodology that prioritizes features using data according to three components: impact, confidence, and ease of implementation. The ICE Scoring Model was initially created by author and growth expert Sean Ellis to help companies expand. Today, the model is broadly used to prioritize projects, features, initiatives, and rollouts. It is ideally suited for early-stage product development where there is a continuous flow of ideas and momentum must be maintained.

Innovation Funnel

innovation-funnel
An innovation funnel is a tool or process ensuring only the best ideas are executed. In a metaphorical sense, the funnel screens innovative ideas for viability so that only the best products, processes, or business models are launched to the market. An innovation funnel provides a framework for the screening and testing of innovative ideas for viability.

Innovation Matrix

types-of-innovation
According to how well defined is the problem and how well defined the domain, we have four main types of innovations: basic research (problem and domain or not well defined); breakthrough innovation (domain is not well defined, the problem is well defined); sustaining innovation (both problem and domain are well defined); and disruptive innovation (domain is well defined, the problem is not well defined).

Innovation Theory

innovation-theory
The innovation loop is a methodology/framework derived from the Bell Labs, which produced innovation at scale throughout the 20th century. They learned how to leverage a hybrid innovation management model based on science, invention, engineering, and manufacturing at scale. By leveraging individual genius, creativity, and small/large groups.

Lean vs. Agile

lean-methodology-vs-agile
The Agile methodology has been primarily thought of for software development (and other business disciplines have also adopted it). Lean thinking is a process improvement technique where teams prioritize the value streams to improve it continuously. Both methodologies look at the customer as the key driver to improvement and waste reduction. Both methodologies look at improvement as something continuous.

Lean Startup

startup-company
A startup company is a high-tech business that tries to build a scalable business model in tech-driven industries. A startup company usually follows a lean methodology, where continuous innovation, driven by built-in viral loops is the rule. Thus, driving growth and building network effects as a consequence of this strategy.

Minimum Viable Product

minimum-viable-product
As pointed out by Eric Ries, a minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort through a cycle of build, measure, learn; that is the foundation of the lean startup methodology.

Leaner MVP

leaner-mvp
A leaner MVP is the evolution of the MPV approach. Where the market risk is validated before anything else

Kanban

kanban
Kanban is a lean manufacturing framework first developed by Toyota in the late 1940s. The Kanban framework is a means of visualizing work as it moves through identifying potential bottlenecks. It does that through a process called just-in-time (JIT) manufacturing to optimize engineering processes, speed up manufacturing products, and improve the go-to-market strategy.

Jidoka

jidoka
Jidoka was first used in 1896 by Sakichi Toyoda, who invented a textile loom that would stop automatically when it encountered a defective thread. Jidoka is a Japanese term used in lean manufacturing. The term describes a scenario where machines cease operating without human intervention when a problem or defect is discovered.

PDCA Cycle

pdca-cycle
The PDCA (Plan-Do-Check-Act) cycle was first proposed by American physicist and engineer Walter A. Shewhart in the 1920s. The PDCA cycle is a continuous process and product improvement method and an essential component of the lean manufacturing philosophy.

Rational Unified Process

rational-unified-process
Rational unified process (RUP) is an agile software development methodology that breaks the project life cycle down into four distinct phases.

Rapid Application Development

rapid-application-development
RAD was first introduced by author and consultant James Martin in 1991. Martin recognized and then took advantage of the endless malleability of software in designing development models. Rapid Application Development (RAD) is a methodology focusing on delivering rapidly through continuous feedback and frequent iterations.

Retrospective Analysis

retrospective-analysis
Retrospective analyses are held after a project to determine what worked well and what did not. They are also conducted at the end of an iteration in Agile project management. Agile practitioners call these meetings retrospectives or retros. They are an effective way to check the pulse of a project team, reflect on the work performed to date, and reach a consensus on how to tackle the next sprint cycle. These are the five stages of a retrospective analysis for effective Agile project management: set the stage, gather the data, generate insights, decide on the next steps, and close the retrospective.

Scaled Agile

scaled-agile-lean-development
Scaled Agile Lean Development (ScALeD) helps businesses discover a balanced approach to agile transition and scaling questions. The ScALed approach helps businesses successfully respond to change. Inspired by a combination of lean and agile values, ScALed is practitioner-based and can be completed through various agile frameworks and practices.

SMED

smed
The SMED (single minute exchange of die) method is a lean production framework to reduce waste and increase production efficiency. The SMED method is a framework for reducing the time associated with completing an equipment changeover.

Spotify Model

spotify-model
The Spotify Model is an autonomous approach to scaling agile, focusing on culture communication, accountability, and quality. The Spotify model was first recognized in 2012 after Henrik Kniberg, and Anders Ivarsson released a white paper detailing how streaming company Spotify approached agility. Therefore, the Spotify model represents an evolution of agile.

Test-Driven Development

test-driven-development
As the name suggests, TDD is a test-driven technique for delivering high-quality software rapidly and sustainably. It is an iterative approach based on the idea that a failing test should be written before any code for a feature or function is written. Test-Driven Development (TDD) is an approach to software development that relies on very short development cycles.

Timeboxing

timeboxing
Timeboxing is a simple yet powerful time-management technique for improving productivity. Timeboxing describes the process of proactively scheduling a block of time to spend on a task in the future. It was first described by author James Martin in a book about agile software development.

Scrum

what-is-scrum
Scrum is a methodology co-created by Ken Schwaber and Jeff Sutherland for effective team collaboration on complex products. Scrum was primarily thought for software development projects to deliver new software capability every 2-4 weeks. It is a sub-group of agile also used in project management to improve startups’ productivity.

Scrumban

scrumban
Scrumban is a project management framework that is a hybrid of two popular agile methodologies: Scrum and Kanban. Scrumban is a popular approach to helping businesses focus on the right strategic tasks while simultaneously strengthening their processes.

Scrum Anti-Patterns

scrum-anti-patterns
Scrum anti-patterns describe any attractive, easy-to-implement solution that ultimately makes a problem worse. Therefore, these are the practice not to follow to prevent issues from emerging. Some classic examples of scrum anti-patterns comprise absent product owners, pre-assigned tickets (making individuals work in isolation), and discounting retrospectives (where review meetings are not useful to really make improvements).

Scrum At Scale

scrum-at-scale
Scrum at Scale (Scrum@Scale) is a framework that Scrum teams use to address complex problems and deliver high-value products. Scrum at Scale was created through a joint venture between the Scrum Alliance and Scrum Inc. The joint venture was overseen by Jeff Sutherland, a co-creator of Scrum and one of the principal authors of the Agile Manifesto.

Six Sigma

six-sigma
Six Sigma is a data-driven approach and methodology for eliminating errors or defects in a product, service, or process. Six Sigma was developed by Motorola as a management approach based on quality fundamentals in the early 1980s. A decade later, it was popularized by General Electric who estimated that the methodology saved them $12 billion in the first five years of operation.

Stretch Objectives

stretch-objectives
Stretch objectives describe any task an agile team plans to complete without expressly committing to do so. Teams incorporate stretch objectives during a Sprint or Program Increment (PI) as part of Scaled Agile. They are used when the agile team is unsure of its capacity to attain an objective. Therefore, stretch objectives are instead outcomes that, while extremely desirable, are not the difference between the success or failure of each sprint.

Toyota Production System

toyota-production-system
The Toyota Production System (TPS) is an early form of lean manufacturing created by auto-manufacturer Toyota. Created by the Toyota Motor Corporation in the 1940s and 50s, the Toyota Production System seeks to manufacture vehicles ordered by customers most quickly and efficiently possible.

Total Quality Management

total-quality-management
The Total Quality Management (TQM) framework is a technique based on the premise that employees continuously work on their ability to provide value to customers. Importantly, the word “total” means that all employees are involved in the process – regardless of whether they work in development, production, or fulfillment.

Waterfall

waterfall-model
The waterfall model was first described by Herbert D. Benington in 1956 during a presentation about the software used in radar imaging during the Cold War. Since there were no knowledge-based, creative software development strategies at the time, the waterfall method became standard practice. The waterfall model is a linear and sequential project management framework. 

Read Also: Continuous Innovation, Agile Methodology, Lean Startup, Business Model Innovation, Project Management.

Read Next: Agile Methodology, Lean Methodology, Agile Project Management, Scrum, Kanban, Six Sigma.

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