Processes & Templates

A Structured Backlog

This is the why of this stage.

By the end, the team should have a well-organized and validated backlog of work to pull from.

The backlog must be:

• Clear — everyone understands the items and why they’re there.

• Customer-aligned — driven by real needs, not opinions.

• Actionable — work is broken down, well-sized, and ready to go.

• Continuously evolving — refined through ceremonies and customer feedback.

Key Processes & Templates in Place

Core Ceremonies

The team evolves from a simple PDCA workflow to a fuller agile rhythm:

• Daily Standups keep work visible and help unblock issues early.

• Backlog Refinement keeps the pipeline clear and priorities fresh.

• Retrospectives close the loop, turning insights into continuous improvement.

• Reviews actively involve customers in what is being delivered.

Working Agreements

Define how the team communicates, collaborates, and holds each other accountable.

• Covers decision-making, response times, conflict handling, meeting etiquette, and more.

• Prevents small misunderstandings from becoming big distractions.

Roles & Responsibilities

Clarify who owns what — including decision-making and delivery accountability.

• Eliminates “I thought someone else was doing it” moments.

• Strengthens accountability without creating silos.

Customer Persona + Feedback Loop

Know exactly who you’re building for and how you’ll stay in sync with them.

• Personas make the customer real and relatable to the team.

• Feedback loops ensure you’re not building in a vacuum.

• Every decision is made with the customer’s needs front and center — even if they’re not physically present.

Fast Breakdown Funnel

Standardize how work is evaluated, sized, and prioritized before entering the backlog.

This keeps your backlog lean, relevant, and ready for delivery:

• Clarity — Define the problem; confirm it’s buildable and testable.

• Size — Classify as Epic, Feature, Story, or Enabler.

• Value — Identify revenue impact, cost savings, risk reduction, or enablement.

• Slice — Find the smallest testable version that solves the problem.

• Effort — Estimate build size (XS to L).

• Priority — Decide urgency, from “Yesterday” to “Next Year.”

5 Whys Analysis

Build a habit of root-cause thinking to solve recurring problems with clarity and focus.

• Blame the process, not the people.

• Be specific — avoid vague answers like “We didn’t plan well.”

• Stop at the real cause — usually within 3 to 5 “Whys.”

• This prevents the cycle of fixing symptoms without solving the underlying issue.