Experience Report Program - 2015 Experience Reports
From Scrum to Kanban - A Team’s Journey by Aki Namioka of Marchex. An experienced agile team transitioned from Scrum to Kanban as they began work on a new product. Even though they eliminated sprints, they found that maintaining a weekly cadence of planning on Mondays and retrospectives on Fridays, contributed to their maintaining a regular tempo.
Mob Programming – My first team (pdf) by Robert “Jason” Kerney. Jason shares a very personal story about what it was like for him to join a mob programming team. As Jason says, "I cannot picture me being on a team without wanting to be with a team. This is the difference between now and every other project and company where I have worked."
Experience Report Program - 2014 Experience Reports
One Bug Per Month.pdf by Patkós Csaba tells of the agile journey of a team at Syneto, a company based in Romania. Over a period of 4 years they shifted from a waterfall process to an agile one. More important to their continuing success, they became an organization that is ever open to change, improvement and continuous learning.
Actionable Metrics At Siemens Health Services.pdfby Daniel Vacanti and Bennet Vallet. This report study details how a shift from traditional agile metrics (Story Points, Velocity) to actionable flow metrics (Work In Progress, Cycle Time, Throughput) reduced Cycle Times, increased quality, and increased overall predictability at Siemens Health Services.
No Way Agility in the Federal Government.pdf by Brandon Raines and Judy Neher. This report describes the road taken to transform a major government organization using Agile, Lean and Scrum principles, practices and techniques.
Metrics for Understanding Flow by Ken Power. The report presents a useful set of metrics and describes how they reveal how work is flowing: Cumulative Flow, Throughput Analysis combined with Demand Analysis, Cycle Time, and Lead Time.
Our Estimates are Terrible! by Hans Samios. This report tells how at one organization even though they were planning the “agile way” they fell into the trap of over-commitment when the new idea (points) did not line up with the old, familiar estimating approach (hours).