Blocker

The team struggles to solve problems together.

Solution

Establish a stable working structure supported by working agreements.

From Simple Flow to Structured Delivery

Up until now, the team has worked well with a simple PLAN–DO–CHECK–ACT cycle.

But now the situation has changed:

We have more incoming customer work than the team can handle.
Requests are less predictable in size, clarity, and urgency.
The team risks losing focus without a way to filter and prioritize.

It’s time to add structure.

Agility framework for building agile enterprise team, without a scrum master or agile coach in or outside SAFe.

Choose Your Delivery Style

We start by deciding how the team will deliver work going forward. (Full guide below)

Sprints → Work is delivered in fixed timeboxes (1–4 weeks), with a planned scope, clear goals, and regular demos for stakeholders.
- Best when: Work is predictable, scope is well-defined, and stakeholders expect roadmap alignment.
Kanban → Work flows continuously with no fixed end dates, pulling tasks only when there’s capacity. Focus on limiting WIP and improving flow.
- Best when: Work is interrupt-driven, priorities shift often, and fast turnaround is important.

Ceremony Level 2

At this stage, three ceremonies become essential:

Daily Standups → Keep tight collaboration with short, focused daily syncs.
Backlog Refinement → Establish a routine for preparing and clarifying incoming work before it’s added to the delivery queue.
Retrospectives → Create a recurring space to reflect and improve on how the team works together and with stakeholders.

Why Add Ceremonies Now

Two main reasons:

Structure the inflow of work
- Customer requests now vary in size, clarity, and urgency.
- Without a process, important work risks being delayed or skipped.
- A structured approach helps us filter, size, and prioritize work effectively.
Add friction to available work
- Not all work is ready to start — and that’s a good thing.
- By using Definition of Ready (DoR), Definition of Done (DoD), work sizing, and ceremonies, we make sure only clear, valuable, and actionable work enters the team’s flow.
- This protects the team from rework, confusion, and wasted effort

Team

Blocker

The team struggles to solve problems together.

Solution

Establish a stable working structure supported by working agreements.

From Simple Flow to Structured Delivery

Up until now, the team has worked well with a simple PLAN–DO–CHECK–ACT cycle.

But now the situation has changed:

We have more incoming customer work than the team can handle.

Requests are less predictable in size, clarity, and urgency.

The team risks losing focus without a way to filter and prioritize.

It’s time to add structure.

Choose Your Delivery Style

We start by deciding how the team will deliver work going forward. (Full guide below)

Sprints → Work is delivered in fixed timeboxes (1–4 weeks), with a planned scope, clear goals, and regular demos for stakeholders.

Best when: Work is predictable, scope is well-defined, and stakeholders expect roadmap alignment.

Kanban → Work flows continuously with no fixed end dates, pulling tasks only when there’s capacity. Focus on limiting WIP and improving flow.

Best when: Work is interrupt-driven, priorities shift often, and fast turnaround is important.

Ceremony Level 2

At this stage, three ceremonies become essential:

Daily Standups → Keep tight collaboration with short, focused daily syncs.

Backlog Refinement → Establish a routine for preparing and clarifying incoming work before it’s added to the delivery queue.

Retrospectives → Create a recurring space to reflect and improve on how the team works together and with stakeholders.

Why Add Ceremonies Now

Two main reasons:

Structure the inflow of work

Customer requests now vary in size, clarity, and urgency.

Without a process, important work risks being delayed or skipped.

A structured approach helps us filter, size, and prioritize work effectively.

Add friction to available work

Not all work is ready to start — and that’s a good thing.

By using Definition of Ready (DoR), Definition of Done (DoD), work sizing, and ceremonies, we make sure only clear, valuable, and actionable work enters the team’s flow.

This protects the team from rework, confusion, and wasted effort

Team Working Agreement

During this stage, we establish a working agreement — your team’s playbook for how you work, communicate, and treat each other.

It removes guesswork, reduces friction, and keeps everyone respectful— especially when things get busy.

These are great to create during your new retrospectives.

Keep them alive by adding new agreements the team commits to — and make sure they’re always easy to find.

We actually do all of this for you.

Team

Blocker

The team struggles to solve problems together.

Solution

Establish a stable working structure supported by working agreements.

From Simple Flow to Structured Delivery

Up until now, the team has worked well with a simple PLAN–DO–CHECK–ACT cycle.

But now the situation has changed:

We have more incoming customer work than the team can handle.

Requests are less predictable in size, clarity, and urgency.

The team risks losing focus without a way to filter and prioritize.

It’s time to add structure.

Choose Your Delivery Style

We start by deciding how the team will deliver work going forward. (Full guide below)

Sprints → Work is delivered in fixed timeboxes (1–4 weeks), with a planned scope, clear goals, and regular demos for stakeholders.

Best when: Work is predictable, scope is well-defined, and stakeholders expect roadmap alignment.

Kanban → Work flows continuously with no fixed end dates, pulling tasks only when there’s capacity. Focus on limiting WIP and improving flow.

Best when: Work is interrupt-driven, priorities shift often, and fast turnaround is important.

Ceremony Level 2

At this stage, three ceremonies become essential:

Daily Standups → Keep tight collaboration with short, focused daily syncs.

Backlog Refinement → Establish a routine for preparing and clarifying incoming work before it’s added to the delivery queue.

Retrospectives → Create a recurring space to reflect and improve on how the team works together and with stakeholders.

Why Add Ceremonies Now

Two main reasons:

Structure the inflow of work

Customer requests now vary in size, clarity, and urgency.

Without a process, important work risks being delayed or skipped.

A structured approach helps us filter, size, and prioritize work effectively.

Add friction to available work

Not all work is ready to start — and that’s a good thing.

By using Definition of Ready (DoR), Definition of Done (DoD), work sizing, and ceremonies, we make sure only clear, valuable, and actionable work enters the team’s flow.

This protects the team from rework, confusion, and wasted effort

Team Working Agreement

During this stage, we establish a working agreement — your team’s playbook for how you work, communicate, and treat each other.

It removes guesswork, reduces friction, and keeps everyone respectful— especially when things get busy.

These are great to create during your new retrospectives.

Keep them alive by adding new agreements the team commits to — and make sure they’re always easy to find.

Additional Resources

We actually do all of this for you.