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Example Transformation Backlog
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ItemSelected PatternsTarget BeneficiariesAcceptance CriteriaCoaching Estimate
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Throughput increase of 50% in end-of-day settlementsTeamwork,
Limited WIP,
Value Stream
Settlements TeamWIP limited to 5 items3
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Organization has oversight of team risks and issuesTransparency,
Management by Exception
Settlements Team,
Project Management Office
PMO has conducted at least one agile health check at transformational cadence2
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“Issues” regarding settlements have a mitigation planInspect and Adapt,
Teamwork,
Transparency,
Management by Exception
Settlements TeamTeam has conducted at least one Sprint Retrospective, actions are elicited, exceptions raised to PMO5
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Resources of Equities Project are stabilized, brought under controlProduct Ownership,
Unbounded Team
Equities Alpha Team,
Equities Gamma Team
Single PO is evident to both Alpha & Gamma, PO has executive control of equities budget.8
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Backlog of work for service delivery is up-to-date, forecasts become reliableInformation Radiator,
Inspect and Adapt,
Backlog,
Metrics
DevOps Customer TeamTeam has conducted a full week of daily huddles and metrics are stable from Customer perspective1
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Moving forward, business value of requirements is traced to implementation for all early adoptersTest Driven DevelopmentSettlements Team,
Equities Alpha Team,
Equities Gamma Team
Each team has implemented BDD practices, and coverage improves with each check-in40
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Organization has oversight of team quality so risk to brand and business is controlledDoneSettlements Team,
Equities Alpha Team,
Equities Gamma Team,
DevOps Customer Team,
PMO
Organizational Definition of Done is articulated, owned by PMO, and referenced by all teams5
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Work remaining is clear to organizational stakeholdersInformation Radiator,
Metrics
Settlements Team,
Equities Alpha Team,
Equities Gamma Team,
PMO
Each early adopter team demonstrates burndown in their end-of-Sprint Timebox Review Record2
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