Throughout the workflow, it illustrates the status of tasks, allowing for insight into the efficiency and performance of the development process. Teams can use the cumulative flow diagrams to understand how work progresses, identify bottlenecks, and determine the appropriate pace of work. A cumulative flow diagram shows stacked area charts that show each stage of a workflow, such as “To Do,” “In Progress,” and “Done.” Time is represented on the x-axis, and tasks or work items are shown on the y-axis. As time passes, a band grows, reflecting the accumulation of tasks. The cumulative flow diagram gives us a clear picture of how workflows are stable and consistent. Cumulative flow diagrams that are balanced and grow consistently indicate an on-time completion and a well-balanced system. An irregularity or change in bands, on the other hand, may indicate a problem. When the number of tasks “In Progress” increases without the number of “Done,” it may indicate a bottleneck.
Cumulative flow diagrams show how the process works, as well as the lead time and the cycle time. A task’s lead time refers to the period between initiating and completing, while its cycle time refers to the period when it is undertaken and completed. Improvement areas can be identified by analysing the width and shape of the bands. If tasks under “In Progress” grow consistently, they may need closer examination. Cumulative flow diagrams can also be used to plan, identify bottlenecks, and forecast. By using historical data, teams can make more accurate predictions about future completion rates and timelines. The cumulative flow diagram fosters transparency and communication and facilitates collaboration between the team and stakeholders. Furthermore, it helps to discuss and prioritise improvement efforts by providing a clear, visual representation of progress. Consequently, stakeholders can understand the project’s current status and support the team when challenges arise. Cumulative flow diagrams are becoming an increasingly powerful tool for Agile project management. The tool shows users how tasks move and accumulate through different workflow stages. Teams can use cumulative flow diagrams to identify bottlenecks and reduce lead times, thereby improving their efficiency, effectiveness, and predictability. Although agile project management involves many uncertainties and dynamic factors, we can predict teams’ flow and overall performance to a certain extent. Cumulative flow diagrams and other metrics can provide valuable information for making informed decisions. Making accurate predictions, however, requires a thorough understanding of its limitations.
Despite the wealth of information offered by cumulative flow diagrams, understanding and analysing the data can be challenging for those without prior experience. Reading and understanding the charts regarding their layering and cumulative nature is essential. An untrained or inexperienced person might misinterpret the data and conclude incorrectly. Another problem is oversimplification. Cumulative flow diagrams present a high-level overview of workflows, making it challenging to capture nuances and complexity. If you analyse the diagram, you may observe that tasks move smoothly through the stages, but you will not see any specific challenges or issues with quality for individual tasks. When a diagram appears to flow smoothly, it can mask underlying issues, creating a false sense of security. Cumulative flow diagrams may also focus on metrics and visuals, potentially overshadowing qualitative aspects. It is common for teams to focus too much on ensuring the bands on a diagram look “right” rather than addressing the root causes. When we focus exclusively on metrics, we are likely to lose sight of contextual influences on productivity, team dynamics, and individual performance.
The historical nature of cumulative flow diagrams also causes them to be reactive rather than proactive. Although past performances provide insight into trends and patterns, they cannot predict future problems. A team must use its judgment and other predictive tools to prevent problems before they occur. To overcome this limitation, cumulative flow diagrams must be used with other qualitative and or quantitative practices, such as continuous feedback loops and regular retrospectives. There are also invisible external factors that can influence a cumulative flow diagrams. When the team composition changes, the scope changes or unexpected disruptions occur (such as technical issues), data can be skewed. Patterns and trends can be misinterpreted without context. Last, it is crucial to maintain a cumulative flow diagram by tracking tasks consistently and accurately. A cumulative flow diagrams reliability can be compromised if tasks are categorised inconsistently or their status is not updated regularly. When data are inaccurate, misleading visualisations will result, compromising its efficiency.
Interpreting cumulative flow diagrams, keeping them updated regularly, and using complementary qualitative insights to improve their effectiveness are important. Agile teams should not overemphasise metrics or misinterpret data when managing projects. Cumulative flow diagrams must be used as part of a holistic, balanced approach to obtain the best results.
