ABSTRACT
At the beginning of the process, we selected the projects that were nearly complete for the first sprint. This approach allowed us to remove the easy items immediately. For the next sprint, we chose tasks that were roughly half complete and salted the rest of the sprint with some other atoms. This step allowed us to begin to move tasks with no progress up through the completion list-increasing prioritywhile still removing the easy-to-complete tasks. As previously untouched projects were included in the sprint backlogs, they became low-hanging fruit also. This systematic approach to choosing priorities was very successful at setting a new tempo for these departments. Figure 5.1 shows how the scrum and sprint meetings line up during line management activities.
