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Delivery Reimagined
  • Begin Here
  • Product Delivery Playbook
    • Organisational Structure
      • Product Topology Options
      • Squads
    • Experts and Leaders
      • Business Analyst (Software Projects)
      • Quality Chapter Lead
      • Head of Product
      • Project Manager (Software Projects)
      • UX Chapter Lead
      • Engineering Chapter Lead
      • Product Chapter Lead
      • QA Specialist
      • Software Engineer
      • Product Owner
      • UX Design
      • Agile Delivery Manager
      • Portfolio Delivery Lead
      • Head of Delivery (Software)
    • Events
      • Product Performance
      • Product Release Planning
      • Product Risks, Issues, and Dependencies (RID)
      • Leaders Sync
      • Retrospectives
      • Product Review
      • Daily Sync
      • Product Planning
      • Backlog Refinement Session
    • Planning and Tracking
      • Backlogs
      • Cadence
      • Product Benefits
      • User Stories
      • Estimation
      • Risks, Issues, and Dependencies
    • Tools
      • 3 Steps to Standardising work management
      • Using Jira
      • Using Microsoft Azure Boards
    • Insights
      • Manage variables
      • Burndown charts
      • Cycle time
  • Executive Zone
    • Project to Product
      • CAPEX to OPEX
        • Sustainable and Continuous Delivery with OPEX
        • Hybrid of OPEX and CAPEX
        • Product Delivery with CAPEX
      • Tasks to Outcomes
        • Prioritize outcomes
        • OKR Towards Outcomes
        • Break down work
      • Teams as Assets
        • Roles in Software
        • Cross Functional
        • High performing teams
      • Managers to Owners
        • Intent led
        • Customer Centric
        • Two in a box leadership
    • Measure what Matters
      • Verticle and Horizontal Alignment
        • Managing Up
        • Dependencies
        • Epics and OKRs
      • Start Finishing
        • Utilization Limits
        • Flow
        • Shared Heroes
      • Accountability and Collaboration
        • Psychological Safety
        • Building Clarity
        • Meetings
      • Measurable Progress
        • Team Performance
        • Burndown
        • Project Manager Bias
    • Team Topology
      • Collaboration and Communication
        • Stop separating people
        • Thrive together
        • Software is capital
      • Automate what is repeatable
        • Maintain
        • Releases
        • Sustainable Quality
      • Continuous Monitoring and Feedback
        • Beyond Launch
        • Listening to Your Customers
        • Root Cause Analysis
    • Books
      • Team Topologies by Matthew Skelton
      • Project to Product by Mik Kersten
      • Measure what matters by John Doerr
      • The Phoenix Project by Gene Kim et al
      • Atomic Habits by James Clear
      • User Stories by Mike Cohn
      • The DevOps Handbook by Gene Kim
      • Software Development by Mike Cohn
      • Scrum by Jeff Sutherland
      • The Cooperative Game by Alistair Cockburn
      • Black Box Thinking by Matthew Syed
      • Dare to Lead by Brene Brown
      • Leading Beyond Change by Michael Sahota
Delivery Reimagined
  • Begin Here
  • Product Delivery Playbook
    • Organisational Structure
      • Product Topology Options
      • Squads
    • Experts and Leaders
      • Business Analyst (Software Projects)
      • Quality Chapter Lead
      • Head of Product
      • Project Manager (Software Projects)
      • UX Chapter Lead
      • Engineering Chapter Lead
      • Product Chapter Lead
      • QA Specialist
      • Software Engineer
      • Product Owner
      • UX Design
      • Agile Delivery Manager
      • Portfolio Delivery Lead
      • Head of Delivery (Software)
    • Events
      • Product Performance
      • Product Release Planning
      • Product Risks, Issues, and Dependencies (RID)
      • Leaders Sync
      • Retrospectives
      • Product Review
      • Daily Sync
      • Product Planning
      • Backlog Refinement Session
    • Planning and Tracking
      • Backlogs
      • Cadence
      • Product Benefits
      • User Stories
      • Estimation
      • Risks, Issues, and Dependencies
    • Tools
      • 3 Steps to Standardising work management
      • Using Jira
      • Using Microsoft Azure Boards
    • Insights
      • Manage variables
      • Burndown charts
      • Cycle time
  • Executive Zone
    • Project to Product
      • CAPEX to OPEX
        • Sustainable and Continuous Delivery with OPEX
        • Hybrid of OPEX and CAPEX
        • Product Delivery with CAPEX
      • Tasks to Outcomes
        • Prioritize outcomes
        • OKR Towards Outcomes
        • Break down work
      • Teams as Assets
        • Roles in Software
        • Cross Functional
        • High performing teams
      • Managers to Owners
        • Intent led
        • Customer Centric
        • Two in a box leadership
    • Measure what Matters
      • Verticle and Horizontal Alignment
        • Managing Up
        • Dependencies
        • Epics and OKRs
      • Start Finishing
        • Utilization Limits
        • Flow
        • Shared Heroes
      • Accountability and Collaboration
        • Psychological Safety
        • Building Clarity
        • Meetings
      • Measurable Progress
        • Team Performance
        • Burndown
        • Project Manager Bias
    • Team Topology
      • Collaboration and Communication
        • Stop separating people
        • Thrive together
        • Software is capital
      • Automate what is repeatable
        • Maintain
        • Releases
        • Sustainable Quality
      • Continuous Monitoring and Feedback
        • Beyond Launch
        • Listening to Your Customers
        • Root Cause Analysis
    • Books
      • Team Topologies by Matthew Skelton
      • Project to Product by Mik Kersten
      • Measure what matters by John Doerr
      • The Phoenix Project by Gene Kim et al
      • Atomic Habits by James Clear
      • User Stories by Mike Cohn
      • The DevOps Handbook by Gene Kim
      • Software Development by Mike Cohn
      • Scrum by Jeff Sutherland
      • The Cooperative Game by Alistair Cockburn
      • Black Box Thinking by Matthew Syed
      • Dare to Lead by Brene Brown
      • Leading Beyond Change by Michael Sahota
  • More
    • Begin Here
    • Product Delivery Playbook
      • Organisational Structure
        • Product Topology Options
        • Squads
      • Experts and Leaders
        • Business Analyst (Software Projects)
        • Quality Chapter Lead
        • Head of Product
        • Project Manager (Software Projects)
        • UX Chapter Lead
        • Engineering Chapter Lead
        • Product Chapter Lead
        • QA Specialist
        • Software Engineer
        • Product Owner
        • UX Design
        • Agile Delivery Manager
        • Portfolio Delivery Lead
        • Head of Delivery (Software)
      • Events
        • Product Performance
        • Product Release Planning
        • Product Risks, Issues, and Dependencies (RID)
        • Leaders Sync
        • Retrospectives
        • Product Review
        • Daily Sync
        • Product Planning
        • Backlog Refinement Session
      • Planning and Tracking
        • Backlogs
        • Cadence
        • Product Benefits
        • User Stories
        • Estimation
        • Risks, Issues, and Dependencies
      • Tools
        • 3 Steps to Standardising work management
        • Using Jira
        • Using Microsoft Azure Boards
      • Insights
        • Manage variables
        • Burndown charts
        • Cycle time
    • Executive Zone
      • Project to Product
        • CAPEX to OPEX
          • Sustainable and Continuous Delivery with OPEX
          • Hybrid of OPEX and CAPEX
          • Product Delivery with CAPEX
        • Tasks to Outcomes
          • Prioritize outcomes
          • OKR Towards Outcomes
          • Break down work
        • Teams as Assets
          • Roles in Software
          • Cross Functional
          • High performing teams
        • Managers to Owners
          • Intent led
          • Customer Centric
          • Two in a box leadership
      • Measure what Matters
        • Verticle and Horizontal Alignment
          • Managing Up
          • Dependencies
          • Epics and OKRs
        • Start Finishing
          • Utilization Limits
          • Flow
          • Shared Heroes
        • Accountability and Collaboration
          • Psychological Safety
          • Building Clarity
          • Meetings
        • Measurable Progress
          • Team Performance
          • Burndown
          • Project Manager Bias
      • Team Topology
        • Collaboration and Communication
          • Stop separating people
          • Thrive together
          • Software is capital
        • Automate what is repeatable
          • Maintain
          • Releases
          • Sustainable Quality
        • Continuous Monitoring and Feedback
          • Beyond Launch
          • Listening to Your Customers
          • Root Cause Analysis
      • Books
        • Team Topologies by Matthew Skelton
        • Project to Product by Mik Kersten
        • Measure what matters by John Doerr
        • The Phoenix Project by Gene Kim et al
        • Atomic Habits by James Clear
        • User Stories by Mike Cohn
        • The DevOps Handbook by Gene Kim
        • Software Development by Mike Cohn
        • Scrum by Jeff Sutherland
        • The Cooperative Game by Alistair Cockburn
        • Black Box Thinking by Matthew Syed
        • Dare to Lead by Brene Brown
        • Leading Beyond Change by Michael Sahota

Product Delivery Playbook >> Planning and Tracking >> Cadence

In software development, particularly within agile methodologies, cadence and ceremonies are crucial for establishing a predictable rhythm, fostering collaboration, and ensuring continuous improvement.

Cadence refers to the regular, predictable rhythm of activities within a software development lifecycle. This often manifests as fixed-length iterations or sprints (e.g., two-week sprints). A consistent cadence provides several benefits:

  • Predictability: Teams and stakeholders know when planning, review, and delivery activities will occur. This allows for better coordination and expectation management.

  • Regular Feedback Loops: A fixed cadence ensures frequent opportunities to inspect progress, gather feedback, and adapt plans, minimizing the risk of going too far in the wrong direction.

  • Improved Flow: A steady rhythm helps the team establish a sustainable pace, preventing bottlenecks and promoting a consistent flow of work.

  • Reduced Overhead: Predictable cycles streamline planning and coordination efforts, reducing the time spent on ad-hoc arrangements.

  • Enhanced Learning: Regular review and reflection points within the cadence allow the team to identify areas for improvement and implement changes incrementally.

A vanilla set up of squad and portfolio collaboration ceremonies on cadence that works by utilizing weekly rhythm and "free" time for execution

Ceremonies are specific, structured meetings or events that occur regularly within the established cadence. In frameworks like Scrum, these include:

  • Sprint Planning: Held at the beginning of each sprint, the team collaborates to define the sprint goal, select backlog items, and create a plan for how they will be delivered.

  • Daily Stand-up (or Daily Scrum): A short, daily meeting where team members share their progress, plans for the day, and any impediments they are facing.

  • Sprint Review: Conducted at the end of each sprint, the team demonstrates the completed work to stakeholders, gathers feedback, and discusses progress towards the overall goals.

  • Sprint Retrospective: Also held at the end of each sprint, the team reflects on the past sprint, identifying what went well, what could be improved, and defines actions for future sprints.

  • Product Backlog Refinement (or Backlog Grooming): An ongoing activity where the product owner and the development team collaborate to review, prioritize, and refine the product backlog items.

Efficiency Benefits of Cadence and Ceremonies

The combination of a consistent cadence and well-facilitated ceremonies yields significant efficiency benefits for teams involved in software planning and review:

  1. Streamlined Planning: Ceremonies like Sprint Planning provide a focused and time-boxed approach to define work for the upcoming iteration. The regular cadence ensures that planning happens at predictable intervals, preventing delays and wasted effort on ad-hoc planning sessions.

  2. Improved Communication and Collaboration: Daily stand-ups facilitate quick information sharing, identify potential roadblocks early, and promote team alignment. The regular cadence ensures that communication happens consistently, preventing misunderstandings and fostering a collaborative environment.

  3. Early Issue Detection and Resolution: The frequent inspection points in ceremonies like daily stand-ups and sprint reviews allow for the early identification of issues, risks, and deviations from the plan. The consistent cadence ensures these issues are surfaced and addressed promptly, minimizing their impact on the overall project.

  4. Focused Reviews and Feedback: Sprint Reviews provide a structured opportunity to demonstrate completed work and gather focused feedback from stakeholders. The regular cadence ensures that feedback is received frequently, allowing for timely adjustments and reducing the risk of building the wrong product.

  5. Continuous Improvement: Sprint Retrospectives offer a dedicated space for the team to reflect on their processes and identify actionable improvements. The consistent cadence ensures that learning and adaptation are built into the development cycle, leading to increased efficiency over time.

  6. Reduced Context Switching: A predictable cadence helps team members focus on the work within the defined iteration. The clear start and end points of sprints minimize context switching between planning, development, and review activities, leading to increased productivity.

  7. Enhanced Stakeholder Engagement: The regular cadence of reviews and planning sessions keeps stakeholders informed and involved throughout the development process. This transparency builds trust and facilitates more efficient decision-making.

  8. Better Resource Allocation: The predictable nature of the cadence and the insights gained from planning and review ceremonies enable more accurate forecasting and better allocation of team resources.

In conclusion, establishing a consistent cadence and effectively implementing the associated ceremonies in software planning and review provides a structured framework that enhances communication, collaboration, and feedback loops. This leads to significant efficiency gains by streamlining planning, enabling early issue detection, fostering continuous improvement, and ultimately increasing the team's ability to deliver valuable software predictably.

Further reading;

  • Backlogs 
  • Cadence Options
  • Product Benefits 
  • User Stories 
  • Estimation 
  • Risks, Issues, and Dependencies 
Project to Product | Measure what Matters | Team Topology | Site Index Copyright 2023 from www.agilecoach.com.au 
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