- 1 year ago
Eric Willeke shares an account of his experience working with CA Technologies (formally Rally) where he discovered that limiting team WIP is only so useful when feature and strategy WIP aren’t also coordinated. After working hard to figure out how to help his teams manage their WIP and deliver near-perfectly, Eric found that there was almost no change in the system; the same problems existed. Looking at a burndown chart of work performed by 47 teams, Eric thought it looked almost perfect–and yet the features delivered and accepted were flat. He found that while focus at the story level was great, focus at the feature level was terrible, and found the same case at the strategy level (which features to build). Eric’s session at Agile2016 “WIP: The Tragedy Continues” centered around his experiences.