Viz

Hi everyone,I’d love your feedback on the short video we put in Planview Viz that shows an example of integrating Viz into daily scrum ceremonies. The goal is to show how teams can keep work up-to-date, address bottlenecks, unblock work stuck in wait states, and maintain a balanced workload while prioritizing critical work.We also highlight how adding Timeline events can help make disruptions and delays visible, giving teams the visibility they need to take proactive action.I often hear that team members are interrupted, or blocked waiting on a skill set, or a code merge or other frustrating blockers preventing them from keeping their work flowing. We’d love to make this more visible to help not only teams, but their customers and business. Does the video clearly communicate these benefits? Are there any improvements or additional aspects you think we should address?Thanks in advance for your insights!

Have you seen our Planview Flow Methodology role based guidance in  for Scrum Masters and Product Owners? We would love to get your feedback!  https://success.planview.com/Planview_Viz/Flow_Methodology If you are a Scrum Master or Product Owner, what challenges do you currently face? What keeps you up at night? We are in the process of creating brief videos to highlight how to use Planview Viz and Flow Metrics in Sprint Planning, Daily Scrum, Sprint Retro, PI/Quarterly Planning and similar. Is there any particuar topics you’d like to see addressed? 

Often when I do an analysis for customers, I find that less than 10% of the work that is currently in progress (work that has been started and not yet completed) is the priority (strategic, linked to improving the desired business results/OKRs).I find that because there is a prioritized backlog per team, with separate priorities per team, or teams working on different priority features that lower priority work is often focused on at the expense of higher priority work.This is very different from the original scrum notion of a single ordered product backlog where the available capacity swarms around the highest priority item(s), making sure any priority work that gets blocked gets unblocked rather than instead pulling in lower priority work to make sure everyone “stays busy”. What are some tips or tricks that you use to ensure your team is working on the highest priority, value add work? Some practices that I see used that come to mind include:

 Link to the report is here

I’m excited that the new Viz Navigation has been released! It is great to be able to see the hierarchy of Products in the left Nav bar, I feel it makes it easier to navigate across Products and Groups/Portfolios.  I’m also looking forward to hearing the communities experience with the updated Navigation! 

For this research study, you will be prompted to answer questions about how Copilot in Viz might support recurring scrum activities. You will be asked to provide written feedback through our study software (Userlytics), so our UX researchers can analyze the feedback.  To participate:Open a web browser on a desktop/laptop computer and use this link to access the study.  Complete the pre-study screening questions to confirm you fulfill the required study criteria.  If you meet the criteria, you’ll immediately proceed with the study questionnaire.

As seen in the Viz in product announcement: Coming soon: Flow OptimizerTake the mystery out of your Flow Metrics with actionable, data-based recommendations on how to improve software delivery. The Flow Optimizer analyzes the potential impact of your work-in-progress and will also ensure your value streams are modeled to perfection. Register for our first 10-minute Tuesday webinar to learn more.  

Had a great discussion today around how AI aiding agile/flow transformations may change the approach to traditional transformations and traditional coaching and how to best prepare organizations for these changes. A simple exercise is to imagine that the desired functionality is already available, then what is next? How will the insights, impediments be handled? Is there a structure in place to take action, what actions will you allow to be automated vs not, for those not automated, what roles/cadence/responsibility will be necessary to take action, and what speed is necessary to manually make the decisions/take action given your context. Was a fun conversation, would love to hear how you are experiencing or see for the future of improving flow with AI!

A team I work with shared this with me, I wanted to share it with others in case interesting. The team reviews their Flow Metrics in their Sprint Retro. They noticed that their Flow Efficiency had decreased. They opened the bottleneck finder for this time period and saw that the wait states "verification" and "stalled" had the highest State Duration Index (SDI), which is not typical for them.They could prove this was not typical for them by picking a time period over the past several weeks and looking at the bottleneck finder. Typically their active state “In Progress” had the highest SDI. Something had changed to drive up the delay in Verification over the past sprint. They formed an experiment to see if they could decrease the time spent in verification. Their hypothesis was that by decreasing the wait time in Verification, this would increase their Flow Efficiency. Stay tuned to hear how their experiment turns out! 

@chris.gallivan and I were discussing in the Flow Framework Community Bi-weekly Flow Time meeting (open to all) about the phenomena that many organizations measure how long it takes to complete a story once it is pulled into the sprint, but very few measure how long it takes to deliver value to the customer (“fast” feedback).Despite using a variety of common agile practices, companies are still experiencing less transparency into when the work will be completed, and work is taking a year or two to deliver the value requested to the customer. In some cases, it is taking longer to deliver with agile methodologies than when project based methods were used. What could be happening here? Teams are doing the right things, following the good agile practices they have been taught, breaking down stories into small chunks, completing in a sprint

Has anyone ever looked behind the curtains at their flow time and noticed the amount of variability in the data?For most of my customers, the flow time ranges from 0 days (yes a lot of 0s exist in the number), to 600+ days. When you stare at this data long enough, you start to see what appear to be lanes in the traffic.The fast lane has work which completes in a few days or less. This is transactional work. On some teams there is a high volume of this work. The pro-tip to improve flow for the fast lane is to automate or eliminate the need to do this work at all.There also appears to be the slow lane which rides atop the data. This data has flow times exceeding a year in many cases. This is the realm of almost abandoned work. At one point it sounded like a great idea, but something else more urgent superseded it. The pro-tip here is to understand how work makes it into this lane, and then try to figure how to prevent it from happening. One idea would be to establ

  If you haven’t already, be sure to check out the Planview Flow Methodology. Based on our years of experience working with customers to optimize flow, we have created guidance based on patterns of success we see. We strive to release new content on the 15th and 30th of each month.  I’d love to hear your feedback of what you find helpful or any guidance that you would like to see or share!  You can access the Flow Methodology through the Diamond Icon in the upper right of Viz Planview Flow Methodology Icon in Upper Right of Viz Or through

Hi Flow Friends! I am so excited to see this community form. It is such a great opportunity to connect and share flow experiences and questions across the community! I know many have been looking forward to the ability to connect and learn across different companies/customers. I look forward to hearing about your journey with flow so far, whether you’re just getting started, or have many years experience! It is great to hear what is working, what challenges are faced and how others have overcome them.  Flow has been my passion for the past 20+ years. I am currently the Product Manager for Flow Methodology. Prior to coming to Product, my background is in Enterprise Lean-Agile Transformations, working almost every role in Software Engineering, as well as some time in Manufacturing as a Lean Six Sigma Blackbelt. I’ve had the joy and privilege of helping thousands of people implement flow across the whole value stream. I work across many industries but have spent th