In the column or list immediately to the left of the product backlog, options for future work that you can review.
・Product Backlog Refinement
Anyone can attend the meeting. Scrutinize the items in the “not ready” column and prioritize the product backlog. That product backlog items meet the Definition of Ready.
・Definition Of Ready
It is usually located just to the left of the column that is not ready. The more than 80% chance that particular product backlog items will complete its work within a sprint, the lower the risk, and the more likely it is to be completed with minimal clarity and business alignment.
A place to locate work that is waiting for an external dependency, such as another team, vendor, or robotic process outside of the team’s control.
・Defintion Of Done
The team’s commitment is that any work completed must meet its defined quality standards.
・Completed board / DONE BOARD
A column for each sprint, scrolling back through four or more sprints, showing those that meet the Definition of Done and have been accepted by the team’s customers in each previous sprint.
・Team Working Agreement
It is usually located above the sprint backlog. It shows what has been agreed upon by the team members. The list is usually less than 10 items so that it can be remembered and used.
・Sprint Burn Down Chart
A time chart that shows what items have met the definition of completion and when they were completed. A sprint burndown chart can quickly answer the question of when a particular scope will be completed.
・Release Burn Down Chart
A time chart that shows what items were met with the Definition of Done and when those were met in the current and past sprints as the work in increments proceeded toward a larger product.
It is usually located just to the right of the completion board, and shows users, purchasers, maintainers, purchase influencers, people who will fund the project, or internal stakeholders and compliance officers who are likely to influence the release or use of the product. Each persona has a short name, a picture of what you envision, a short list of what they want from the product or service being built, and any related dislikes or sources of frustration. Assess the value and create a backlog to please each persona to mitigate risk. Ensure that benefits are maximized for every persona.
・Relative Size Estimation References
By referring to recently completed projects, the team can quickly and accurately predict the effort and complexity of the next project. Then, by forecasting the completion time according to the definition of completion and acceptance criteria, the team can know when it will be completed and whether it is speeding up or slowing down.
・Relative Value Estimation References
Reference projects are considered according to how much revenue they ultimately generate or how much impact they ultimately have on the company’s mission, mitigating risk or learning new capabilities. This creates a value score. By using a value score that can be referenced from past projects, the product owner can quickly assess the rough value to the company. After considering it in terms of the size of the effort and the technical dependencies, the highest value, lowest effort work is tackled first.
・Group Scrum Board
It is a large board with rows for each team that is working and columns where each team can see each sprint that they have completed. This shows the KPIs that are needed to run the entire business. In practice, these KPIs are usually the amount of money and resources that each team consumed in that sprint, and the amount of money and resources that the output of that sprint brought to the company. They include the number of points of work completed by that team in that sprint, the quality issues and quality scores in the output of that sprint, and what specifically was completed in that sprint.