Advanced Mode The get Kanban Board Game can

Advanced Mode The get. Kanban Board Game can be played in one of three modes. This slide deck is for Advanced mode. Contents Setup Instructions Debrief Slide decks for Quick Play and Standard modes, as well as the Facilitator’s Guide, and Apple Keynote versions of each are available for download at www. getkanban. com If you are new to the game and will be facilitating it, start by downloading and reading the Facilitator’s Guide. This deck includes Game Setup, Instructions, and Debrief suggestions. It contains many animations, so it is best to view it in Slide Show view (play it) rather than edit view. © get. Kanban Ltd, 2013. Game version: 4. 0 Slide deck version: 4. 0 -adv-pp-beta

Setup: Advanced Mode

Prepare a visible scoreboard Team Billing Cycle End Day 9 Day 12 Day 15 Day 18 Day 21 Day 24

Set up the Board Set up each board as shown. Place tickets S 1 – S 11 in the column indicated “Start at” on the ticket. For example, S 1 starts at Ready to Deploy: Stack remaining tickets in their designated areas in the Backlog to the left of the board.

Lay out the remaining components Lay out the components of the game as shown. Ensure that: 1. The blue deck of Event Cards is used, not the yellow or green; 2. The Daily Steps guide has the correct side facing up (Adv, Std); 3. The correct color marker pens are placed with the correct charts.

Instructions: Advanced Mode

Instruction Booklet Feel free to follow along in your instruction booklet. Make sure you are reading from page 18: Instructions for Advanced Mode

Modes of Play The game can be played in one of three modes, represented by these labels: Quick Play Standard Advanced We are playing in Advanced mode. If you see a label in the game, the labelled item is only used in the indicated mode. If there is no label, the item is used in all modes.

Background and Objective • Each team is a software company • Your company makes a web application with a subscription-based revenue model • The more subscribers you attract, the more money you make • Your goal is to maximize profit

Background and Objective • You increase your application’s capabilities by deploying new features • New features attract new subscribers • Your company has a three-day billing cycle: you bill your subscribers at the end of each billing cycle • To save startup time, we begin the game on Day 9 of a project already underway

Roles There are five specific roles which we will now describe. Then you will nominate people to fill them.

Roles: Project Manager • The Project Manager should be confident to read aloud with a booming voice so all the team can hear. No quiet or mumbling Project Managers please! • The PM should be seated to the left of the board, as shown. Her job is to coordinate the team using the Daily Steps guide, and get the team through the game as quickly as possible. • The PM will need the Daily Steps guide, (be sure that it is turned to the Std / Adv mode), the pad of pink Blocker sticky notes, the die with pink numbers on it, the pad of blue Defect Descriptions, and the pad of blue Defect Fixes.

Roles: CFD Tracker • Tracking the CFD (Cumulative Flow Diagram) is the most difficult role in the game. • The CFD Tracker should be confident with numbers and charts. He should be seated to the right of the board, since he will be processing tickets as they are deployed. • The CFD Tracker will need the Cumulative Flow Diagram, and the following colored marker pens: black, green, blue, red, and purple. • Full instructions are provided on the reverse of the chart.

Roles: Control Chart Tracker and Lead Time Distribution Tracker • The Control Chart Tracker and Lead Time Distribution Chart Tracker roles are not so difficult, but confidence with charts will be useful. • The people filling these roles will need the respective charts and will share four marker pens: black, brown, orange, and purple. • Full instructions are provided on the reverse of each chart.

Roles: Financial Analyst • The Financial Analyst should be comfortable with basic algebra, and she will need a calculator. Most smartphones provide a calculator app. • The Financial Analyst will need the Financial Summary sheet.

Remaining Players Any players without roles will have plenty to do.

Team Arrangement Players should be arranged around the board as indicated. It is best if all players are able to view the board right side up (rather than upside down).

Setup the Board If the board is not already setup, place tickets S 1 – S 11 in the column indicated “Start at” on the ticket. For example, S 1 starts at Ready to Deploy: Stack remaining tickets in their designated areas in the Backlog to the left of the board.

Choose a name for your company Write your company name at the bottom of your board

Company Name, Location, and Date Chart Trackers and Financial Analyst, complete the labels at the bottom of your sheets. These are important, since we will take a photographic record at the end of the game.

Facilitator: Update scoreboard with team names Team Billing Cycle End Day 9 Faster Co Wildcats Flow Inc Extreme Team Day 12 Day 15 Day 18 Day 21 Day 24

The Board: Pull tickets to the right • Tickets are pulled into the Ready queue from the Backlog. • They are pulled into subsequent stations to the right as work is completed at each station.

The Board: WIP Limits • Notice that WIP limits for Analysis apply across both In Progress and Done. • The same is true for Development. • There are no WIP limits for Ready to Deploy and Deployed.

The Board: Expedite Lane • The Expedite Lane has its own WIP limit of 1. • There may be at most 1 ticket in the Expedite Lane at any time in addition to the tickets in the main swim lane. • The Expedite Lane may only be used for certain tickets. Read the instructions on the board.

CFD Tracker Instructions CFD Tracker: the instructions beside the colored vertical lines on the board are for you.

• Each ticket has a number of white dots which represent work required to complete the ticket. • The dots are arranged in three sections, representing Analysis, Development, and Test work.

The three colored sections … correspond to the sections of the same name and color on the board.

Classes of Service White tickets represent work that is very urgent and expected to be of high value. They receive an Expedite class of service. You do not have any Expedite tickets at the start of the game, but they will be introduced by Event Cards during the game. Expedite tickets use the Expedite Lane. Orange tickets have a Fixed Delivery Date. That is, they must be deployed on or before the date indicated on the ticket in order to gain the potential value (or avoid the cost of missing the date). Fixed Delivery Date tickets may use the Expedite Lane if due in less than three days. Brown tickets represent new product features. They receive a Standard class of service. Deployment of Standard tickets results in new Subscribers. Purple tickets represent work for which the outcome is not expected to result in immediate or direct business value. They receive an Intangible class of service.

• Marketing has estimated the market value of each Standard ticket as $High, $Med, or $Low. High value tickets are expected to attract more subscribers. • Marketing is confident their estimates are fairly accurate 80% of the time. • The actual outcome for each ticket is provided on the back of the ticket. You are not allowed to view the back of a ticket until it is deployed.

Fixed Delivery Date Tickets New regulations require regular audits of customer data security. Ticket F 1 is to correct a design flaw that would cause us to fail the audit. If we have not finished this ticket by the end of Day 15, we will be fined $2, 500. There is an industry trade show coming up. It is rumoured that arch-rival Me. Too Inc will have a new feature ready for the show. If we don’t have this feature in time, Me. Too will attract all the potential subscribers at the show. If we have F 2 ready by Day 17, in time for the show, we can expect to gain 30 new subscribers, if not, we will gain no new subscribers from the trade show.

• We will use three leftmost fields at the bottom of each ticket to calculate Lead Time. • Lead Time is elapsed time for one ticket to make it across the board from Ready to Deployed. • For each ticket, we record the day it was pulled into Ready (Day Ready) and the day it was deployed (Day Deployed). • We can then calculate Lead Time: Day Deployed - Day Ready = Lead Time.

• We play the game in simulated days from Day 9 to Day 24. • Whenever a ticket is pulled into Ready we record the current day on the Day Ready field on the ticket. • Whenever a ticket is deployed, we record the current day on the Day Deployed field on the ticket. • We can then calculate Lead Time using the formula provided on the ticket, as described previously.

1/2 Your Team This is your team. You have two Analysts, represented by the two dice with large red numbers. You have three Developers and two Testers. Note: die is the singular form of dice.

Your Team During the game we will assign dice to tickets. Once all dice are assigned to tickets, we roll the dice. A red 3 is rolled, so three dots of Analysis work are struck off the ticket.

Dice may be assigned to work outside their specialization. In this case, an Analyst has been assigned to work on a ticket in Development. So the blue number on the Analyst die will be used when it is rolled. A 1 is rolled, so 1 dot of Development work is struck off the ticket.

CFD: Cumulative Flow Diagram Before we begin playing, we need to understand the data points on the CFD as at the end of Day 8 (ie, now, at the start of the game)

Understand the CFD as at the end of Day 8 (ie now, at the start of the game) Black line 0 Zero tickets have passed the black line on the board … … and there is a black point at 0 on the CFD. This means that as at the end of Day 8, zero tickets have been deployed.

Understand the CFD as at the end of Day 8 (ie now, at the start of the game) Black line Green line 1 There is one ticket between the green line and the black line on the board … … so we count up 1 from the black point to the green point on the CFD. This means that as at the end of Day 8, one ticket has finished Test, but has not yet been deployed. 1

Understand the CFD as at the end of Day 8 (ie now, at the start of the game) Blue line 4 Green line There are four tickets between the blue line and the green line on the board … … so we count up 4 from the green point to the blue point on the CFD. This means that as at the end of Day 8, four tickets have finished Development, but have not yet finished Testing. 4

Understand the CFD as at the end of Day 8 (ie now, at the start of the game) Blue line 4 Red line There are four tickets between the red line and the blue line on the board … … so we count up 4 from the blue point to the red point on the CFD. This means that as at the end of Day 8, four tickets have finished Analysis, but have not yet finished Development. 4

Understand the CFD as at the end of Day 8 (ie now, at the start of the game) Purple line 2 Red line There are two tickets between the purple line and the red line on the board … … so we count up 2 from the red point to the purple point on the CFD. This means that as at the end of Day 8, two tickets have been pulled onto the board, but have not yet finished Analysis. 2

What we have just seen is the approach we will take when tracking the CFD. Don’t worry if you didn’t quite get it, we will track the CFD again together at the end of Day 9. Full instructions are provided on the reverse of the CFD. We are now going to look at the CFD from a slightly different perspective.

Understand the CFD as at the end of Day 8 (ie now, at the start of the game) 1 Notice that the data values tracked on the CFD are cumulative. The number that is tracked in green is all tickets that have passed the green line. This includes those tickets that have also passed the black line (which is zero at this point). This cumulative value is what is described in green text on the board alongside the green line.

Understand the CFD as at the end of Day 8 (ie now, at the start of the game) 5 The number that is tracked in blue is all tickets that have passed the blue line. This includes those tickets that have also passed the green and black lines. This cumulative value is what is described in blue text on the board alongside the blue line.

Understand the CFD as at the end of Day 8 (ie now, at the start of the game) 9 The number that is tracked in red is all tickets that have passed the red line. This includes those tickets that have also passed the blue, green, and black lines.

Understand the CFD as at the end of Day 8 (ie now, at the start of the game) 11 The number that is tracked in purple is all tickets that have passed the purple line, ie, all tickets that have been pulled from the Backlog onto the board. This includes those tickets that have also passed the red, blue, green, and black lines.

Gameplay: Pulling Tickets We are not going to cover gameplay in detail, except for one point, which is not covered in the introductory Day 9: Tickets are pulled from upstream queues by assigning dice to pull them downstream to work on.

Day 9 We are now going to step through Day 9. All of the decisions have be made, including dice assignments and dice rolls, and you will follow along. If you wish to follow along in the Game Instructions booklet, turn to section Day 9 on page 24. After Day 9, you will understand how to play, and you will make all further decisions yourselves.

Daily Steps Guide We are going to follow the steps on the Daily Steps guide. Project Managers: ensure that you are using the correct side of the Daily Steps guide for Std / Adv mode (not QP)

1. Standup Meeting

Step 1: Standup Meeting Assign one green die to S 2 because it has very little work remaining and we should be able to finish it today. Assign the other green die to ticket S 4 because it also has little work remaining and marketing has estimated its value as $High. Assign one blue die to each of the tickets in Development In Progress: S 6, S 7, and S 8. Assign both red dice to S 10. We can’t pull S 11 in yet, because our Analysis WIP limit is 2, and there already two tickets in Analysis.

Step 2: Play Board

Step 2: Play Board Roll the dice, and the result is shown above. Arrange your dice in exactly the same way. The green die assigned to ticket S 2 rolled a 4, the green die assigned to S 4 rolled a 5. The blue die assigned to S 6 rolled a 3, the blue die assigned to S 7 rolled a 3, and the blue die assigned to S 8 rolled a 6. The red dice assigned to S 10 rolled a 3 and a 5.

Step 2: Play Board 2 We are going to start by spending the work from the green die assigned to ticket S 2, which rolled a 4. Strike the two remaining dots of Test work from S 2. Take note of the two points left over by writing ‘ 2’ on the board at the bottom of the Test column. Move ticket S 2 into the Ready to Deploy column. Remove the spent die from the board.

Step 2: Play Board 2, 1 Now we will spend the work from the green die assigned to ticket S 4, which rolled a 5. Strike the four remaining dots of Test work from S 4. Take note of the one point left over by writing ‘ 1’ on the board at the bottom of the Test column. Move ticket S 4 into the Ready to Deploy column. Remove the spent die from the board.

Step 2: Play Board 1 2, 1 Now we will spend the work from the blue dice assigned to tickets in Development. Strike three dots of Development work from S 6, and remove the spent die from the board. Strike three dots of Development work from S 7, and remove the spent die from the board. Strike the 5 remaining dots from S 8 and move S 8 to Development Done. Remove the spent die from the board, and record the leftover point.

Step 2: Play Board 2 1 2, 1 Now we will spend the work from the red dice assigned to ticket S 10 in Analysis. We have eight points to spend. Strike the remaining six dots of Analysis work from S 10 and move S 10 to Analysis Done. Record the leftover 2 points and remove the spent dice from the board.

Step 2: Play Board 2 1 2, 1 Now we will go back to Test and spend the leftover work. We have (2 + 1 = 3) three points to spend in Test. Pull S 5 from Development Done into Test, and strike three dots of Test work from it. Cross the working off the board at the bottom of the Test column.

Step 2: Play Board 2 1 2, 1 Now we will spend the leftover Development work. We will pull a ticket from Analysis Done, rather than work on tickets already in Development. That will give us room to pull another ticket from the Ready queue into Analysis, and spend our leftover Analysis work, rather than having to discard it. S 9 and S 10 have about the same amount of work left to do, and they are the same age, but S 10 is estimated to be higher value, so pull S 10 into Development In Progress, and strike one dot from it. Cross the working off the board at the bottom of the Development In Progress column.

Step 2: Play Board 2 1 2, 1 Now we will spend the leftover Analysis work. Pull S 11 from Ready into Analysis In Progress, strike two dots of Analysis work from it, and cross the working off the board. Wipe all the crossed-out working from the board. Check that your board looks exactly like this one.

Step 3: Sanity Check

Step 3: Sanity Check There are two tickets in Test, which has a WIP limit of three. There are four tickets in Development, which has a WIP limit of four. There are two tickets in Analysis, which has a WIP limit of two. There are no tickets in Ready, which has a WIP limit of four.

Step 4: End of Billing Cycle We are about to go to Step 4 in the Daily Steps Guide. Important: we only do Step 4 at the end of a billing cycle, that is, at the end of every third day. At the end of the billing cycle, three important things happen: • We deploy our software, with any newly completed features; • We meet with Margaret the Marketing Manager to select the next tickets with which to replenish the Ready queue; • We bill our customers, and calculate our financials. Important: we only deploy tickets, and replenish the Ready queue at the end of a billing cycle, not at the end of a regular day.

Step 4: End of Billing Cycle

Step 4: End of Billing Cycle It is now the end of Day 9, and therefore the end of a three-day billing cycle, so we will do Step 4. Deploy completed tickets. Move S 1, S 2, and S 4 from Ready to Deployed.

Step 4: End of Billing Cycle For each deployed ticket, update the Day Deployed field with the current day, which is 9.

Step 4: End of Billing Cycle For each deployed ticket, calculate Lead Time using the formula on the front of the ticket (Day Deployed - Day Ready = Lead Time) and update the Lead Time field. The Day Ready for each of the deployed tickets was 1, Lead Time is 9 - 1 = 8 days.

Step 4: End of Billing Cycle Turn each of the deployed tickets over and use the formula on the back to calculate how many subscribers each gained.

Step 4: End of Billing Cycle S 1 gained 21 - (2 x 8) = 5 S 2 gained 22 - (2 x 8) = 6 S 4 gained 28 – (2 x 8) = 12 Update the Subscribers field on the front of each ticket with the number of subscribers gained.

Step 4: End of Billing Cycle S 1 gained 21 - (2 x 8) = 5 S 2 gained 22 - (2 x 8) = 6 S 4 gained 28 – (2 x 8) = 12 Update the Subscribers field on the front of each ticket with the number of subscribers gained.

Step 4: End of Billing Cycle Check that your tickets S 1, S 2, and S 4 are updated as shown.

Step 4: End of Billing Cycle Next replenish the Ready queue. Pull the following tickets from the Backlog into the Ready column: F 1, S 12, S 13, and S 14.

Step 4: End of Billing Cycle For each of these tickets, update the Day Ready field with the current day, which is 9.

Step 4: End of Billing Cycle For each of these tickets, update the Day Ready field with the current day, which is 9.

Step 4: End of Billing Cycle Add up subscribers from items deployed in the billing cycle 5 + 6 + 12 ––– 23 Write this number in cell 9 A and work down the column following the instructions

Step 5: Track Charts

Track the CFD at the end of Day 9 Black line 3 Three tickets passed the black line and were deployed on Day 9. Count up 3 from the value of the black point on the CFD from yesterday. Track a black data point at 3 for Day 9. Join the black points with a black line. We can see from the black line on the CFD that zero tickets were deployed at the end of Day 8, and three tickets were deployed at the end of Day 9. 3

Track the CFD at the end of Day 9 Black line Green line 0 There are zero tickets between the green line and the black line on the board … … so we count up zero from the black point on the CFD for today, which is 3. Track a green data point at 3 at the end of Day 9, and join the green points with a green line. We can see from the CFD that there was one ticket in the Ready to Deploy queue yesterday and that the queue was cleared today. 0

Track the CFD at the end of Day 9 Blue line 3 Green line There are three tickets between the blue line and the green line on the board … … so we count up 3 from the green point, and track a blue point on the CFD. Join the blue points with a blue line. We can see from the CFD that during Day 9 one ticket finished Development. We can also see that at the end of Day 9, three tickets have finished Development, but have not yet finished Testing, and that six tickets in total have finished Development. 3

Track the CFD at the end of Day 9 Blue line 4 Red line There are four tickets between the red line and the blue line on the board … … so we count up 4 from the blue point, and track a red point on the CFD. Join the red points with a red line. We can see from the CFD that ten tickets in total have finished Analysis as at the end of Day 9. 4

Track the CFD at the end of Day 9 Purple line 5 Red line There are five tickets between the purple line and the red line on the board … … so we count up 5 from the red point to the purple point on the CFD. Join the purple points with a purple line. We can see from the CFD that fifteen tickets have entered the board as at the end of Day 9. 5

Full instructions are provided on the reverse of the CFD. But don’t hesitate to ask.

Track the Control Chart at the end of Day 9 The Lead Time for each deployed ticket is tracked on one vertical line on the Control Chart. Use the same color marker as the ticket. The Lead Time for the first deployed ticket, S 1 is 8, so we track an 8 on the first vertical line.

Track the Control Chart at the end of Day 9 The Lead Time for the second deployed ticket, S 2 is also 8, so we track an 8 on the second vertical line. The Lead Time for the third deployed ticket, S 4, is also 8, so we track an 8 on the third vertical line.

Track the Control Chart at the end of Day 9 Record the Day Deployed (9) at the bottom of the chart beneath the data points.

Full instructions are provided on the reverse of the Control Chart.

Track the Lead Time Distribution Chart at the end of Day 9 On this chart the vertical lines are different, they represent Lead Times, not tickets. For each deployed ticket, add a check mark to the Lead Time tally on the chart. Use the same color marker as the ticket. The Lead Time for the first deployed ticket, S 1 is 8, so put the first check mark at 8 on the chart.

Track the Lead Time Distribution Chart at the end of Day 9 The Lead Time for S 2 is also 8, so put a second check mark at 8 on the chart. The Lead Time for S 4 is also 8, so put a third check mark at 8 on the chart.

Full instructions are provided on the reverse of the Lead Time Distribution Chart.

Step 5: End of Day

Financial Analyst: Tick off Day 9 as complete on your Financial Summary PM: Pick up the Event Card for Day 9 and read aloud.

For detailed gameplay instructions, refer to the section Gameplay–Daily Steps on page 21 of the Game Instructions booklet. Remember to consult the FAQ on the same sheet as the Daily Steps guide if you have any questions while playing the game.

Optional: Bonus The first team to finish will receive an in-game bonus cash prize of $4, 000. The game is finished when Day 24 is completed, including all charts and the Financial Summary.

End of Game Continue to debrief

The Winners WIP Limits The Winners Lead Time Congratulate the winning team (audit their financials first if necessary!) The Team Review the scoreboard: The Work The Blocker Queue Replenishment Carlos’ Testing Policies Fixed Delivery Date Tickets • see if there is an obvious point at which the winning team pulled away. • does the scoreboard tell us anything else? Review the Financial Summary sheets. How many subscribers did each team gain? When did they gain them? Winning team: Expedite Tickets • what strategies, tactics, or events do you think contributed to your victory? Intangible Tickets • what might you do differently if you were to play again? The Defect Other teams: SLAs • what were contributing factors to your loss? The Charts • what might you do differently if you were to play again? The Bonus

The Winners WIP Limits Lead Time The Team The Work WIP Limits Did you ever roll more points on the dice than you were able to use on the tickets? How did it feel, and how did you react to it? What WIP limit changes did you make and why? How did you determine what limits to set? The Blocker Did you feel a tension between reducing WIP limits and maximizing utilization? If so: Queue Replenishment • did you discuss it? Carlos’ Testing Policies • would you change your choices of WIP limits if you were to play again? If so, how? Fixed Delivery Date Tickets Expedite Tickets Intangible Tickets The Defect SLAs The Charts The Bonus

The Winners WIP Limits Lead Time The Team The Work The Blocker Queue Replenishment Carlos’ Testing Policies Fixed Delivery Date Tickets Expedite Tickets Intangible Tickets The Defect SLAs The Charts The Bonus Lead Time Is the relationship between lead time and the number of subscribers gained realistic (as described by the formula on the back of the Standard tickets)? What are some costs resulting from longer lead time that might have reduced the number of subscribers gained?

The Winners WIP Limits Lead Time The Team The Work The Blocker Queue Replenishment Carlos’ Testing Policies Fixed Delivery Date Tickets Expedite Tickets Intangible Tickets The Defect SLAs The Charts The Bonus The Team What sorts of things were you discussing in your stand-up meetings? How did you make decisions, were you making quantitative, objective assessments? If so, what data were you using? Who was participating in the analysis and decision making, one person, or many people? How well did this work?

The Winners WIP Limits Lead Time The Team The Work The Blocker Queue Replenishment The Work Did you analyze the backlog to select which tickets to pull, and did you analyze the tickets on the board to prioritize them within columns? If so • what factors did you take into account in selecting and prioritizing tickets? • Did your selection criteria change as the game progressed? Carlos’ Testing Policies Were some days more important than others for completing work? Fixed Delivery Date Tickets Were some billing cycles more important than others? Expedite Tickets Intangible Tickets The Defect SLAs The Charts The Bonus

The Winners WIP Limits Lead Time The Team The Work The Blocker Queue Replenishment Carlos’ Testing Policies Fixed Delivery Date Tickets Expedite Tickets Intangible Tickets The Defect SLAs The Charts The Bonus The Blocker How long did it take teams to resolve the blocker? Was there high variability in resolution times between the teams? What might have been causing the variability in Pete's availability? (The pink die was Pete) Could this variability be a concern for us? Why, or why not? What impact might this have had if we were frequently dependent on Pete? Does this happen in real life?

The Winners WIP Limits Queue Replenishment Lead Time What might have caused Margaret to agree to replenish the Ready queue daily? The Team What benefits did you get from the daily replenishment? The Work The Blocker Queue Replenishment Carlos’ Testing Policies Fixed Delivery Date Tickets Expedite Tickets Intangible Tickets The Defect SLAs The Charts The Bonus

The Winners WIP Limits Carlos’ Testing Policies What did you observe when Carlos arrived? When he left? Lead Time What was the cause of this effect? The Team What was Carlos' reaction to the problem? Do you think his solution would have worked? Was it sustainable? The Work The Blocker What impact might Carlos' solution have had on the Testers? Queue Replenishment Why did the problem become manifest so quickly? Are the effects of policy decisions always so obvious? Why, or why not? Carlos’ Testing Policies Could this be a real-life scenario? Fixed Delivery Date Tickets Why would Carlos have set such policies? What might his motivations be? Expedite Tickets Intangible Tickets How might W. Edwards Deming have viewed the situation, and what sort of advice might he have given? The Defect Did Alison make good decisions? Why, or why not? SLAs Did you swarm to work down the Testing backlog? Did you see a jamming affect upstream? If so, why did this occur? The Charts The Bonus What impact did the additional Tester have on throughput?

The Winners WIP Limits Lead Time The Team The Work The Blocker Queue Replenishment Carlos’ Testing Policies Fixed Delivery Date Tickets Expedite Tickets Intangible Tickets The Defect SLAs The Charts The Bonus Fixed Delivery Date Tickets When did start work on the Fixed Delivery Date tickets, and when did you complete them? Were these sensible decisions? Did anyone finish F 1 early? If so, did this choice have an opportunity cost, and can you quantify it approximately? Did anyone deploy F 2 early?

The Winners WIP Limits Expedite Tickets Lead Time Did you decide to do E 1? Did you swarm on it? Why did you make those decisions? The Team What impact did working E 1 have on the other work in progress? The Work The Blocker Queue Replenishment Carlos’ Testing Policies Fixed Delivery Date Tickets Expedite Tickets Intangible Tickets The Defect SLAs The Charts The Bonus Was F 2 already in the Expedite Lane when E 1 arrived? What did you do about it? What were the implications of your decision? What were possible alternatives? Did you decide to do E 2? E 3? Why did you make those decisions? Were they reflective of the power distance in your organization? Your country? What policy was in place for accepting Expedite tickets? Was it sufficient? If not, why not? What might be an example of a better policy?

The Winners WIP Limits Intangible Tickets Did you decide to work on the intangible tickets? Lead Time How did you make those decisions? The Team How did you prioritize the Intangible tickets against the other work items, and why? The Work The Blocker Queue Replenishment Carlos’ Testing Policies Fixed Delivery Date Tickets Expedite Tickets Intangible Tickets The Defect SLAs The Charts The Bonus If you completed the Intangible tickets, what affect did they have?

The Winners WIP Limits Lead Time The Team The Work The Blocker Queue Replenishment Carlos’ Testing Policies Fixed Delivery Date Tickets Expedite Tickets Intangible Tickets The Defect SLAs The Charts The Bonus The Defect What impact did the defect have? What priority did you give the defect fix, and why? Was that a good decision? If not, why not? What are some advantages and disadvantages of the approach used for addressing defects? What are some alternative approaches?

The Winners WIP Limits Lead Time The Team Service Level Agreements What SLAs would you choose for Standard class of service tickets? What would a reasonable target cycle time be for an SLA with 95% confidence? The Work What SLAs would you choose for Fixed Delivery Date class of service tickets? The Blocker What information informs your choices of SLA? Queue Replenishment Carlos’ Testing Policies Fixed Delivery Date Tickets Expedite Tickets Intangible Tickets The Defect SLAs The Charts The Bonus

The Winners WIP Limits Lead Time The Team The Work The Charts What stories do your charts tell, can you see the impact of the events that transpired? What do the "staircases" on the CFD represent, and why do they go away? The Blocker Did throughput change at some point, and if so, why do you think it did? Queue Replenishment Can you see a relationship between WIP and Lead Time? Carlos’ Testing Policies Can you see the impact of Carlos' policies, and how long it took to recover? Fixed Delivery Date Tickets Expedite Tickets Intangible Tickets The Defect SLAs The Charts The Bonus Compare the charts of the most profitable and least profitable teams. Could you deduce from the charts which team won, and if so, how? Can you see any relationships or correspondence between the different charts? Which teams saw the most variation, which saw the least, and what were the contributing factors? Does variability matter? If so, why, and to whom?

The Winners WIP Limits Lead Time The Team The Work The Blocker Queue Replenishment Carlos’ Testing Policies Fixed Delivery Date Tickets Expedite Tickets Intangible Tickets The Defect SLAs The Charts The Bonus If playing the bonus option, did your team choose to play quickly for the bonus or not? Did your choice pay off?