Frameworks

Frameworks Why a Sprint Fails When the Backlog Was Never Refined CeremonySprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective, plus regular Product Backlog refinement sessions RolesProduct Owner, Scrum Master, Developers (the Scrum Team) ArtifactsProduct Backlog, Sprint Backlog, Increment, Definition of Done CadenceTimeboxed Sprints, typically one to four weeks, with a consistent length A Sprint is a short, timeboxed period during which a Scrum team turns a selected set of Product Backlog items into a usable Increment.

Frameworks Kanban Makes Bottlenecks Visible by Limiting Work in Progress CeremonyNo mandated meetings; recurring ceremonies are optional and typically include a daily standup around the board, replenishment or commitment sessions, and periodic flow or service reviews. RolesNo prescribed roles; the team owns the board and the policies, with optional service delivery roles such as a flow manager, service request manager, or board facilitator. ArtifactsA visible kanban board with columns, explicit work-in-progress limits per column, work item cards, and written policies describing when work may move. CadenceContinuous flow rather than fixed iterations; the rhythm comes from replenishment and review meetings scheduled at whatever interval the team chooses. Kanban is a method for managing knowledge work by making the state of that work visible and by limiting how much of it is allowed to be in progress at once.

Frameworks Extreme Programming Pairs Programmers to Catch Defects Earlier CeremonyPlanning game, daily stand-up, pair programming sessions, collective code ownership, continuous integration, on-site customer reviews, retrospectives RolesProgrammer, customer, coach, tracker, tester, manager ArtifactsUser stories, CRC cards, task list, code with unit tests, acceptance tests, iteration plan, release plan CadenceOne- to two-week iterations, with releases as often as feasible Extreme Programming, often abbreviated as XP, is an Agile software development framework that emphasizes technical excellence, close collaboration, and rapid feedback.

Frameworks What Lean Delivery Borrows From Factory Flow and Pull CeremonyNo fixed ceremonies; recurring cadences are chosen locally, such as a daily standup, a replenishment or planning session, a review of flow metrics, and a retrospective or improvement conversation. RolesNo prescribed roles. Teams typically include a flow manager or delivery lead who watches queues and blockers, a product or demand owner who decides priorities, and practitioners who pull and complete work. ArtifactsA visible work board, explicit work item types and policies, work-in-progress limits, a definition of done or exit criteria, and flow metrics such as lead time and throughput. CadenceContinuous flow rather than fixed iterations. Reviews and replenishment happen on a chosen rhythm, often daily, weekly, or on demand, while work moves as capacity allows. Lean delivery borrows from factory flow and pull the idea that work should move through a system at a steady, visible rate rather than in large batches pushed from one stage to the next.

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