Reading 3

Product Backlog and

Workflow
Management
 Penyusun Materi

Asyirini Fajrin Dayu Bagus P Harindra W Pradhana

Agile Delivery Lead Program Management Agile Coach & Scrum Master
& Scrum Master & Scrum Master

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 Topic 7
Product Backlog and Sprint

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 Outline

1 2 3

Sprint Goal Sprint Planning Sprint Backlog

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The Sprint & Sprint Goal

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There are 5
Scrum Events
ACCOUNTAB
Product Owner Developer Scrum Master
ILITIES

ARTIFACTS Product Backlog Sprint Backlog Sprint Goal Increment

Product Goal DOD

SPRINT
EVENTS Sprint Daily
Planning Review Retrospective
Scrum

PILLARS Transparency Inspection Adaptation Empiricism

VALUES Focus Respect Openness Courage Commitment

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Sprint
“The HeartBeat of Scrum”

A Container where Ideas turned into Value

TimeBox: 1 month calendar or less

NO Changes that endanger Sprint Goal

Quality does not decrease

Product Backlog refined as needed & may be clarified

&/ renegotiated with PO as more is learned

It can be canceled by PO if Sprint Goal become

obsolete

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Sprint Goal

The Sprint Goal is the single objective for the

Sprint.

Although the Sprint Goal is a commitment by

the Developers, it provides flexibility in terms of
the exact work needed to achieve it.

The Sprint Goal also creates coherence and

focus, encouraging the Scrum Team to work
together rather than on separate initiatives.
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 Outline

1 2 3

Sprint Goal Sprint Planning Sprint Backlog

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The Sprint Planning

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Scrum Event Map & Flow

SPRINT
EVENTS Sprint Daily
Planning Review Retrospective
Scrum

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Sprint Planning Event

1 Why is this Sprint valuable?

2 What can be Done

In this Sprint?

3 How will the chosen TimeBox: 8 hrs

work get done? For 1 Month Sprint

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Product Backlog Items Estimation

"work expands so as to fill

0 1 2 3 5 8 13 the time available for its
completion."
Parkinson’s Law

0 s m l xl xxl ~

NFC 1 TFB

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Let’s Exercise!
 Outline

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1 2 3

Sprint Goal Sprint Planning Sprint Backlog

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Composing Sprint Backlog

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There are 5
Scrum Events
ACCOUNTAB
Product Owner Developer Scrum Master
ILITIES

ARTIFACTS Product Backlog Sprint Backlog Sprint Goal Increment

Product Goal DOD

SPRINT
EVENTS Sprint Daily
Planning Review Retrospective
Scrum

PILLARS Transparency Inspection Adaptation Empiricism

VALUES Focus Respect Openness Courage Commitment

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Sprint Backlogs Components

The Sprint Goal,

the Product Backlog items selected for the Sprint,
plus the plan for delivering them
are together referred to as the Sprint Backlog.

Sprint Goal as the main Commitment of Sprint

Backlogs
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Sprint Backlog Examples

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 Outline

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1 2 3

Sprint Backlog
Sprint Goal Sprint Planning
Empiricism

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 Topic 8
Scrum Daily Operations

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 Outline

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1 2 3

Increment & Sprint Backlog

Daily Scrum
DOD Empiricism

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Increment & DoD

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24
Artifact
Increment
What is an Increment ?

An Increment is a concrete stepping

stone toward the Product Goal. Each
Increment is additive to all prior
Increments and thoroughly verified,
ensuring that all Increments work
together. In order to provide value, the
Increment must be usable.
Scrum Guide 2020 25
The moment a Product Backlog item
meets the Definition of Done, an
Increment is born.

Then, How do you know when it is Done ?

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Almost Done

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Definition of
Done (DOD)
What is an DoD ?

The Definition of Done is a formal

description of the state of the
Increment when it meets the quality
measures required for the product.
Scrum Guide 2020

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Definition of Who create the DoD ?
Done (DoD) ? The Scrum Team

The standards of the organization

The Definition of Done is the
commitment contained within the
Increment artifact.

Notes
If a Product Backlog item does not
meet the Definition of Done, it cannot
be released or even presented at the
Sprint Review. Instead, it returns to the
Product Backlog for future
consideration. 29
Definition of Done Examples
 Define your DoD
how do we get started with creating a Definition of Done?

1 Transparent about
all the activities
that need to be
2 Benchmark. What is
the current
Definition of Done
3 Continuously
Improve towards a
Definition of Done
done and what is currently that is closer to
not included? Releasable

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32
Definition of Done Examples

Unit Test Passed

Code Reviewed

Acceptance Criteria Met

Documentations
Increment

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Increment

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 The Definition of Done creates transparency

The Definition of Done creates transparency by providing everyone a

shared understanding of what work was completed as part of the
Increment. If a Product Backlog item does not meet the Definition of Done,
it cannot be released or even presented at the Sprint Review.

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 Outline

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1 2 3

Increment & Sprint Backlog

Daily Scrum
DOD Empiricism

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Daily Scrum

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Events
Daily Scrum
What is Daily Scrum ?

The Daily Scrum is a 15-minute event for the

Developers of the Scrum Team. Daily Scrums
improve communications, identify
impediments, promote quick
decision-making, and consequently eliminate
the need for other meetings.
Scrum Guide 2020
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 Daily Scrum

Who Attend ?
The Developers. If the Product Owner or Lorem ipsum dolor sit amet, consectetuer adipiscing

Scrum Master are actively working on elit, sed diam nonummy nibh euismod tincidunt ut

items in the Sprint Backlog, they

Lorem Ipsum dolor it
participate as Developers. Lorem ipsum dolor sit amet, consectetuer adipiscing

When/Where it is done ? elit, sed diam nonummy nibh euismod tincidunt ut

It is held at the same time and place

Lorem Ipsum dolor it
every working day of the Sprint Lorem ipsum dolor sit amet, consectetuer adipiscing
Timebox ? elit, sed diam nonummy nibh euismod tincidunt ut
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15 minutes
Daily Scrum Anti-Patterns

Status Report

Solving Problem

Cluelessness

Planning Meetings
The Developers use the Daily Scrum to inspect progress toward the
Sprint Goal and to inspect how progress is trending toward
completing the work in the Sprint Backlog

Daily Scrum is about the progress towards the Sprint Goal.

Where are we now? What is the next best thing we'd better take up today
to bring us closer to our goal?
The Daily Scrum should be treated as an opportunity to inspect & adapt.

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 Outline

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1 2 3

Increment & Sprint Backlog

DOD Daily Scrum Empiricism

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The Sprint Backlog
Empiricism

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Artifacts
Sprint Backlog
Inspecting

The Sprint Backlog is the set of Product

Backlog items selected for the Sprint, plus a
plan for delivering the product Increment
and realizing the Sprint Goal. The Sprint
Backlog is a forecast by the Development
Team about what functionality will be in the
next Increment and the work needed to
deliver that functionality into a “Done”
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Increment
 VELOCITY

What is Velocity
Velocity is an indication of
the ability to turn Product
Backlog into releasable
functionality across time,
or for a specified price
Velocity
When is Velocity Useful ?
● As a guide when forecasting how much work can be be done within a Sprint
● Creating burn-down and burn-up charts
● Creating forecasts for Release and Product delivery date

When is Velocity Not Useful ?

● Comparing performance of different Scrum Teams
● Assessing the performance of the Scrum Team to which it relates
● When used as a target rather than a measure

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 Burndown vs Burnup Chart

Monitoring Progress Towards Goals

At any point in time, the total work remaining to reach a goal can
be summed. The Product Owner tracks this total work remaining
at least every Sprint Review. The Product Owner compares this
amount with work remaining at previous Sprint Reviews to assess
progress toward completing projected work by the desired time
for the goal. This information is made transparent to all
stakeholders.
 Burndown Chart

Why use Burndowns ?

● Make the reality of the

project clear
● Show the impact of
decisions
● Warn you early if things
aren't going according to
plan
● Get rid of all the wishful
thinking around dates
Burndown Chart
Release Burndown Chart

The team started a project

that was planned to be six
sprints. They began with
360 story points of work.
To finish within six sprints,
they planned to average
60 points per sprint.
 Various projective practices upon trending have been used to
forecast progress, like burndowns, burn-ups, or cumulative flows.
These have proven useful. However, these do not replace the
importance of empiricism.

Ultimately, Agile Frameworks like “Scrum” process framework relies

on the empirical approach. The empirical process relies on Inspection,
adaptation and transparency, enabling continuous feedback loop
between development teams and the commercial context.

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 Outline

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1 2 3

Increment &
Sprint Backlog Sprint Backlog
DOD

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Case Study : Kopi Kuno

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Total Story Point = 5+5+3+3+8 = 24 56
Sprint
Burndown

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References
● https://scrumguides.org/docs/scrumguide/v2020/2020-Scrum-Guide-US.pdf
● https://scrumguides.org/docs/scrumguide/v2017/2017-Scrum-Guide-US.pdf
● https://letsscrumit.com/scrum-artifacts-3-the-increment
● https://devhumor.com/media/almost-done-with-software
● https://www.scrum.org/resources/blog/definition-done-where-start
● https://www.scrum.org/resources/blog/velocity-revolutionary-way-measure-scrum
● https://www.scrum.org/resources/blog/myth-velocity-productivity

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 Topic 9
Flow Management

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 Outline

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1 2 3

Flow Management Kanban Practices Setup Kanban Board

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Flow Management

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 Kanban is a lean method for
defining, managing and
improving services that deliver
knowledge work
(David J Anderson)

Kanban is a strategy for

optimizing the flow of value
Kan Ban through a process that uses a
visual work-in-progress
limited pull system
(The Kanban Guide)

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Concept around Kanban
● Kanban manage the system, not the
people
● Optimizes flow by improving :
○ Efficiency
○ Effectiveness Flow
○ Predictability
The movement of value
throughout product
development system

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 Kanban practices provide focus
Flow & on improving the flow through

Empiricism the feedback loop, optimizing

transparency and the frequency
of inspection and adaptation for
both the product and the
Key to empirical process
process
control is the frequency of
the transparency,
inspection and adaptation
cycle through the feedback
loop
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 Cycle Time Throughput
Elapsed time Number of

4 Basic
between work work finished
starts and per unit of time
finishes

Metrics
01 03
of Flow
02 04

Work in Work Item Age

Progress Curent elapsed

time on item
Number of work
currently still in
item started but
progress
not finished 65
Further Readings
● https://prokanban.org/the-kanban-guide/
● https://resources.kanban.university/kanban-guide/
● https://www.scrum.org/resources/kanban-guide-scrum-teams

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 Outline

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1 2 3

Flow Management Kanban Practices Setup Kanban Board

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Kanban Practices

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 Kanban Practices
essential practices in Kanban

Visualize Manage WIP

Define and visualize Active management of
the workflow work item in progress

Limit WIP Improve

Limiting work in Inspect, adapt and
progress improve the workflow

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Defining &
Visualization
Visualizing • Definition of Work item
The Workflow • Definition of Workflow

Explicit Policies
• Pull policies
• WIP Limit

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 Individual unit
Visualization of value

Active States

t, I want
As a coffe addic
me page
The What personalized ho To Do Doing Test Done
my order
so that I can se
uct
history and prod
suggestion
• Session
handler

• Historic
al data
The How
• Suggestion AI

Starting State Finish State

Details

Definition of Work Item Definition of Workflow

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Explicit Policies WIP Limit

WIP Limit : Maximum number

of work item in progress, To Do Doing Test Done
applicable on specific states, (∞) (5) (3) (∞)
per-person or for a whole
Kanban system

Pull policies : Specific

condition that allow work
item to move from one states
DoD
to another. Different classes of
services can have different
pull policies

Pull Policies

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Limiting WIP
Why ?
Creates Pull System
• Promote Self-management
and Commitment

Improve Flow
• Increase Focus
• Encourage Communication
and Collaboration
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Little’s Law
The average cycle time is the average
number of work item in progress
divided by the delivery rate or
throughput of the system

Improve
Cycle Time?
WiP

=
Increase
Cycle Time Throughput

Throughput
Limit WIP

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Managing Work in Progress
● Stop starting, start
To Do Doing Test Done finishing, avoid
(∞) (5) (3) (∞) unnecessary aging
● Highlight work
item with highest
value and/or risk,
breaking SLE
● Identify bottleneck
DoD
and starvation,
balancing entry
rate with exit rate

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 Range of elapsed days or
Service Level 01 hour
Expectation
Probability associated
% 02 with that period
A forecast of how long it
should take a given item to
flow from start to finish
within the workflow
Based on historical data

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SLE Example
Measuring SLE
● Group historical
work item with
similar cycle time
● Define range
● Calculate
percentage within
the range

80% work item finished

in 5 or less days

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 Optimizing Work in Progress
Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh
euismod tincidunt ut laoreet dolore magnauismod tincidunt ut laoreet

1 Balancing WIP limit,

too little work and
team are
underutilized, too
much will slow down
2 Maintain structure
that allow focus and

3
overall workflow clear out tasks that Some multitasking
are finished or inevitable, but don’t
unused let your team get
overwhelmed, be
mindful of switching
cost

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 Workflow
Inspection & Adaptation

The Product The Process

Value Visualization
How valuable for the customer How clear to understand
Upcoming feature and functionality How simple to work on

Cycle Time Policies

How long How effective
How predictable How efficient 79
Improving Cycle Time
Handling the RAT
● Cut the tail, inspect
work item that
breaking SLE, find
unnecessary delay
● Build fat, narrow
down the chart,
improve
predictability
● Move overall cycle
time to the left

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Further Readings
● https://prokanban.org/the-kanban-guide/
● https://resources.kanban.university/kanban-guide/
● https://www.scrum.org/resources/kanban-guide-scrum-teams
● https://www.scrum.org/resources/littles-law-professional-scrum-kanban

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 Outline

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1 2 3

Flow Management Kanban Practices Setup Kanban Board

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Kanban Board

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 Layout your artefacts as
Scrum with 01 starting and finish point
Kanban
Define steps during your
Start with what you already 02 active state
are, follow the Scrum guide
Develop basic policies,
then apply Kanban practices as
03 inspect and adapt along the
evolutionary changes. Improve
way
effectiveness and efficiency
while keeping simplicity in
mind

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Physical
Kanban Board

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Kanban Board
with Trello

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Kanban Board
with Miro

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 Outline

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1 2 3

Flow Management Kanban Practices Setup Kanban Board

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Terimakasih

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