Project management techniques


  • transparency,
  • inspection,
  • adaptation.
  • Developers (including testers, designers, business analysts, and more),
  • Product Owner,
  • Scrum Master.

Scrum events

  • Sprint,
  • Daily Scrum,
  • Sprint Planning,
  • Sprint Review,
  • Sprint Retrospective.
  • Sprint — max 1 month,
  • Daily Scrum — max 15 minutes,
  • Sprint Planning — max 8 hours (for a 1 month sprint),
  • Sprint Review — max 4 hours (for a 1 month sprint),
  • Sprint Retrospective — max 3 hours (for a 1 month sprint).
  • what we plan to achieve during the sprint — the goal and scope (sprint backlog),
  • how we plan to achieve this — the sprint plan.
  • Product Backlog,
  • Sprint Backlog,
  • Increment.


Service delivery

  • focus on our client,
  • focus on the work,
  • system thinking.

Change management

  • start with what you have — progressively make evolutionary changes (e.g. when improving the recruitment process, the starting point will be the current process that needs to be improved/changed),
  • make evolutionary changes — introduced by the team, mutually agreed,
  • distributed leadership — at each level of the organization’s hierarchy you should care about the project as a whole and be a leader (example to others, care about the client, the work, the context, etc.) — this should be practiced by all members of the team.

Practices to facilitate the correct use of Kanban

  • visualization — of work, process, problems in the process,
  • work in progress limits,
  • flow management,
  • transparency,
  • feedback,
  • improvement through experimentation.

Metrics used in a Kanban environment

  • work in progress — how much work we have in progress. The more work we have at any given time, the more so-called multitasking increases, which affects our productivity, frustration, motivation;
  • realization time (cycle time) — how long it takes for the individual tasks to be completed (from the inception of the idea to the production of the product/increment);
  • work item age — how long the tasks are being produced;
  • throughput — how many tasks we are able to complete in a unit of time.


  • time and date,
  • tasks,
  • task owners.


  • agile software development,
  • lean product development,
  • systems thinking.

SAFe values

  • alignment,
  • built-in quality,
  • transparency,
  • program execution,
  • leadership.

SAFe principles

  • take an economic view,
  • apply systems thinking,
  • assume variability; preserve options,
  • build incrementally with fast, integrated learning cycles,
  • base milestones on objective evaluation of working systems,
  • visualize and limit Work in Process (WIP), reduce batch sizes, and manage queue lengths,
  • apply cadence, synchronize with cross-domain planning,
  • unlock the intrinsic motivation of knowledge workers,
  • decentralize decision-making.

How does SAFe work?

  • reaching the tipping point,
  • train lean-agile change agents,
  • train executives, managers, and leaders,
  • create a lean-agile center of excellence,
  • identify value streams and ARTs (Agile Release Trains),
  • create the implementation plan,
  • prepare for ART launch,
  • train teams and launch the ART,
  • coach the ART execution,
  • launch more ARTs and value streams,
  • extend to the portfolio,
  • sustain and improve.


  • optimistic estimation,
  • realistic estimation,
  • pessimistic estimation.


  1. Planning and Analysis.
  2. Design.
  3. Implementation.
  4. Testing.
  5. Implementation and maintenance.

Summing up



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