scrum-ceremonies

Scrum Ceremonies

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Scrum Ceremonies are essential events in the Scrum framework, ensuring effective teamwork and continuous improvement. They include Sprint Planning, Daily Standup, Sprint Review, and Sprint Retrospective, each serving specific purposes in achieving project goals and enhancing product development.

Key Elements

Sprint Planning

Sprint Planning marks the beginning of each sprint. Its primary purpose is to set the direction for the sprint by defining sprint goals and selecting user stories for implementation. The key activities during this ceremony include:

  • Product Backlog Refinement: Ongoing review and estimation of backlog items to ensure they are ready for selection in the sprint.
  • Sprint Goal Setting: Defining the objectives and scope that the team aims to accomplish during the sprint.
  • Task Identification: Breaking down user stories into smaller, actionable tasks that can be accomplished within the sprint.
  • Team Collaboration: Collaboratively selecting tasks and estimating efforts to ensure alignment and commitment to the sprint goal.

Daily Standup

The Daily Standup is a cornerstone of Scrum, held every day during the sprint. It fosters daily synchronization and quick problem-solving. In this brief meeting, each team member provides an update on their progress by answering three key questions:

  • Progress Update: Sharing what they accomplished since the last standup.
  • Obstacles Removal: Identifying any impediments or roadblocks they are facing.
  • Commitment Renewal: Reconfirming their commitment to achieving the sprint goal.

Sprint Review

At the end of each sprint, the Sprint Review takes place. It serves as a collaborative forum for showcasing the product increment to stakeholders and gathering valuable feedback. The key elements of this ceremony are:

  • Product Increment Showcase: Demonstrating the completed work to stakeholders, highlighting what has been achieved during the sprint.
  • Feedback Collection: Gathering feedback from stakeholders, end-users, and the Scrum team to inform product improvement.
  • Product Backlog Adjustment: Updating the product backlog based on the feedback received, ensuring that it aligns with evolving requirements.

Sprint Retrospective

The Sprint Retrospective is a reflective ceremony held at the end of each sprint. It focuses on team reflection and continuous improvement. During this meeting, the team engages in:

  • Team Reflection: Identifying areas where they excelled and those that need improvement, emphasizing open and honest communication.
  • Action Planning: Collaboratively developing action items for process enhancement and improvement in the next sprint.

Key Benefits of Scrum Ceremonies

  • Clear Objectives: Scrum ceremonies provide clear objectives and structure for each phase of the sprint, ensuring alignment within the team.
  • Transparency: These ceremonies foster transparency, allowing team members and stakeholders to stay informed about progress, obstacles, and product changes.
  • Feedback Loops: The Sprint Review and Sprint Retrospective facilitate feedback loops, helping the team adapt, learn, and improve continuously.
  • Team Empowerment: Daily Standup empowers team members by highlighting their accomplishments and challenges, fostering a sense of ownership.

Challenges of Scrum Ceremonies

  1. Time Management: Ensuring that ceremonies are time-bound and remain focused can be challenging, especially in larger teams.
  2. Remote Collaboration: In geographically dispersed teams, effective participation in ceremonies may require additional tools and practices for remote collaboration.
  3. Over-ritualization: Excessive ceremony can lead to rigidity if not adapted to the team’s needs and context.

Case Studies

  • Sprint Planning:
    • Product Backlog Refinement: The development team reviews user stories, estimates their complexity, and clarifies any uncertainties.
    • Sprint Goal Setting: The team defines a clear objective for the upcoming sprint, such as “Enhance user registration process.”
    • Task Identification: The team breaks down user stories into tasks like “Design registration form” or “Implement password validation.”
    • Team Collaboration: Developers, testers, and designers collaborate to select tasks based on their capacity and skills.
  • Daily Standup:
    • Progress Update: Team members share what they accomplished yesterday, e.g., “Completed user login feature.”
    • Obstacles Removal: Any issues or roadblocks are identified, like “Waiting for API access from the third-party service.”
    • Commitment Renewal: Team members reaffirm their commitment to achieving the sprint goal, saying, “I’m focused on delivering the payment gateway integration.”
  • Sprint Review:
    • Product Increment Showcase: The team presents a working demo of the new features developed during the sprint.
    • Feedback Collection: Stakeholders provide feedback, such as “The new UI layout looks great, but can we simplify the navigation?”
    • Product Backlog Adjustment: Based on feedback, the product owner may add or revise items in the product backlog to address new requirements or changes.
  • Sprint Retrospective:
    • Team Reflection: Team members discuss what went well, e.g., “Our automated testing helped catch critical bugs early.”
    • Action Planning: The team identifies areas for improvement, such as “Let’s improve our documentation for onboarding new team members.”

Scrum Ceremonies Highlights

  • Essential Events: Scrum Ceremonies are vital events in the Scrum framework for effective teamwork and continuous improvement.
  • Ceremonies: Include Sprint Planning, Daily Standup, Sprint Review, and Sprint Retrospective.
  • Sprint Planning: Involves Product Backlog Refinement, Sprint Goal Setting, Task Identification, and Team Collaboration.
  • Daily Standup: Focuses on Progress Update, Obstacles Removal, and Commitment Renewal.
  • Sprint Review: Encompasses Product Increment Showcase, Feedback Collection, and Product Backlog Adjustment.
  • Sprint Retrospective: Involves Team Reflection and Action Planning for improvement.

Related Frameworks, Models, or ConceptsDescriptionWhen to Apply
Sprint Planning– Sprint Planning is a Scrum ceremony held at the beginning of each sprint to plan the work to be done. During Sprint Planning, the Scrum Team collaborates to select backlog items, define sprint goals, and create a sprint backlog. Sprint Planning sets the direction for the sprint and aligns the team on the work to be delivered.– At the start of each sprint in Scrum or when planning the scope and objectives for upcoming iterations or cycles. – Applicable in industries such as software development, marketing, and product management to prioritize work and define sprint goals collaboratively.
Daily Stand-up (Daily Scrum)– The Daily Stand-up, also known as the Daily Scrum, is a short meeting held by the Scrum Team every day 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 within the team.– Daily during sprints in Scrum or when seeking to maintain alignment, communication, and focus within the team. – Applicable in industries such as software development, project management, and customer service to promote daily synchronization and progress tracking.
Sprint Review– The Sprint Review is a Scrum ceremony held at the end of each sprint to inspect the increment of work completed and gather feedback from stakeholders. During the Sprint Review, the Scrum Team demonstrates the product increment, discusses what was done in the sprint, and collaborates with stakeholders to review and adapt the product backlog as needed. The Sprint Review ensures that the product increment meets stakeholders’ expectations and aligns with the product vision.– At the end of each sprint in Scrum or when seeking feedback from stakeholders on completed work. – Applicable in industries such as software development, product management, and marketing to engage stakeholders and validate product increments iteratively.
Sprint Retrospective– The Sprint Retrospective is a Scrum ceremony held at the end of each sprint to reflect on the team’s collaboration, processes, and outcomes and identify opportunities for improvement. During the Sprint Retrospective, the Scrum Team discusses what went well, what could be improved, and action items for the next sprint. The Sprint Retrospective fosters a culture of continuous improvement and empowers the team to adapt its processes and behaviors.– At the end of each sprint in Scrum 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 and improvement within teams.
Backlog Refinement (Backlog Grooming)– Backlog Refinement, also known as Backlog Grooming, is an ongoing Scrum activity where the Scrum Team collaborates to refine and prioritize items in the product backlog. Backlog Refinement ensures that backlog items are well-defined, actionable, and ready for inclusion in future sprints. It involves reviewing and discussing backlog items, clarifying requirements, estimating effort, and identifying dependencies.– Throughout the product development lifecycle in Scrum 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.
Release Planning– Release Planning is a Scrum ceremony where the Scrum Team collaborates with stakeholders to plan and prioritize features for upcoming releases. Release Planning involves setting release goals, identifying features, estimating effort, and establishing release timelines and milestones. It provides visibility into the product roadmap and enables stakeholders to align on priorities and expectations.– Before the start of a new release cycle or when planning the scope and timeline for major product releases. – Applicable in industries such as software development, product management, and e-commerce to coordinate cross-functional teams and stakeholders and plan product releases strategically.
Product Backlog Refinement– Product Backlog Refinement is an ongoing activity in Scrum where the Product Owner collaborates with the Scrum Team to refine and prioritize items in the product backlog. Product Backlog Refinement ensures that backlog items are well-understood, properly prioritized, and ready for inclusion in upcoming sprints. It involves reviewing user stories, breaking down large items, estimating effort, and refining acceptance criteria.– Throughout the product development lifecycle in Scrum or when preparing backlog items for upcoming sprints or releases. – Applicable in industries such as software development, product management, and marketing to maintain a backlog of actionable and prioritized work items and ensure alignment with customer needs and business objectives.
Increment Review– The Increment Review is a Scrum ceremony held at the end of each sprint to review and validate the increment of work completed by the Scrum Team. During the Increment Review, the team demonstrates the product increment to stakeholders and gathers feedback. The Increment Review ensures that the product increment meets the Definition of Done and is potentially shippable.– At the end of each sprint in Scrum or when seeking validation and feedback on completed work from stakeholders. – Applicable in industries such as software development, product management, and customer service to demonstrate progress and gather input from stakeholders iteratively.
Definition of Ready (DoR)– The Definition of Ready (DoR) is a set of criteria that backlog items must meet before they are deemed ready for inclusion in a sprint. The Definition of Ready ensures that backlog items are sufficiently refined, clear, and actionable for the Scrum Team to work on them. It typically includes criteria such as clear acceptance criteria, dependencies identified, and estimates provided.– Before backlog items are selected for inclusion in a sprint or when preparing backlog items for refinement and estimation. – Applicable in industries such as software development, marketing, and project management to ensure backlog items are well-defined and ready for implementation by the Scrum Team.
Definition of Done (DoD)– The Definition of Done (DoD) is a set of criteria that backlog items must meet before they are considered complete and ready for release. The Definition of Done ensures that the Scrum Team delivers high-quality increments of work that meet the agreed-upon standards and expectations. It typically includes criteria such as code review completed, tests passed, documentation updated, and stakeholder approval obtained.– At the end of each sprint in Scrum or when preparing backlog items for acceptance and release. – Applicable in industries such as software development, quality assurance, and compliance to ensure that work items meet the required quality standards and are ready for deployment.
Scrum of Scrums– Scrum of Scrums is a scaled Agile technique used to coordinate work and synchronize activities across multiple Scrum Teams. The Scrum of Scrums involves representatives from each Scrum Team meeting regularly to discuss dependencies, share updates, and address impediments. It helps ensure alignment and collaboration between teams working on a shared product or project.– Throughout Agile transformations, projects, or initiatives involving multiple Scrum Teams or when coordinating work across distributed or cross-functional teams. – Applicable in industries such as enterprise software development, large-scale product development, and organizational change to coordinate efforts and resolve dependencies between multiple Agile teams.

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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