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Ever fancied a career in teaching? Here at St. Cookson sjf. As we look forward to welcoming your child back to school this week — the safety of our pupils and staff is our main priority.

Please AVOID visiting the main office unless you have a pre -arranged appointment or the matter is of an urgent nature.

It is essential that we keep the number of visitors entering school to an absolute minimum for the safety of all pupils and staff. For all enquiries please email: enquiries sjf.

As we are not able to have an Open Evening this year please find all the information you need in the links below.

This page will be regularly updated with further information until 31 October The deadline for applications for a secondary school place to St John Fisher is 31 October You must have completed the online application with Wigan Council and clicked submit and completed the supplementary faith form see below for a download and handed it into St John Fisher school reception.

In our short school films, we share our thoughts and experiences about St John Fisher and why it is a vibrant, successful and aspiring place to learn and grow.

You can only apply online through the Wigan portal. You must have chosen your 3 school preferences by Saturday 31 October Use the link below to apply for a place,.

All details and advice on applying for a school place are within the Wigan Council Booklet which you can find on Wigan Council website but also by clicking on the link below,.

As well as completing the online form because we are a Catholic school you also MUST complete the supplementary faith form.

Please print this form out and return it to St John Fisher school reception before Friday 30 October Use the link below to take you to the form,.

In a flow-based system, priorities are updated continuously to provide the best economic outcomes. Job sequencing, rather than theoretical, individual job return on investment, produces the best result.

Backlog priorities are continuously updated based on relative user and business value, time factors, risk reduction and opportunity enablement, and relative job size.

Reinertsen describes a comprehensive model, called WSJF , for prioritizing jobs based on the economics of Lean product development flow [2].

CoD is the money that will be lost by delaying or not doing a job for a period of time. Jobs that can deliver the most value or CoD in the shortest duration provide the best economic return.

As applied in SAFe, the model supports some additional principles of product development flow, including:. The areas shaded in blue illustrate the total CoD in each case.

Doing the weighted shortest job first delivers the best economics. Note: As shown in Figure 1, Reinertsen [2] uses the actual monetary values for the Cost of Delay and estimated length of job duration, whereas SAFe applies relative estimation using a modified Fibonacci sequence, described later in this article.

Three primary components contribute to the CoD:. The next factor is the job duration. Fortunately, job size is a good proxy for the duration.

Taking job size, we have a straightforward calculation for comparing jobs via WSJF, as Figure 3 illustrates. Then we can create a simple table to compare jobs three features, in this case , as shown in Figure 4.

As with story estimating, the modified Fibonacci sequence is used as it better reflects the range of uncertainty in estimates as the size gets bigger.

To use the table in Figure 4, the team estimates each feature relative to the others for each of the three components of CoD and job size.

Then calculate and divide the CoD by job size. The job with the highest WSJF is the next most important job to do.

This model encourages splitting large jobs into multiple smaller ones to compete against other smaller jobs. Otherwise, critical big jobs might never get done.

Instead, teams rate the components of each item against the other items from the same backlog. Finally, as the updated backlog estimates include only the remaining job size, frequent reprioritization means that the system will automatically ignore sunk costs.

Job size does not always make a good proxy for the duration of the WSJF algorithm. For example:. If teams have good estimates for either CoD in monetary terms or duration in time, then use those numbers instead.

When actual job costs are known, it may be a better proxy than estimated job size for the denominator in WSJF. This is often known in the later stages of the portfolio Kanban since the Lean business case will have been created.

As these big jobs are selected for implementational, a more refined WSJF using estimated costs as the proxy, or better yet—an actual estimate for the duration—is warranted.

But rarely do we need to worry about these unusual cases.

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Our pupils and staff are testimony to this in the way they are thoughtful, friendly and caring people. Welcome to our website — please enjoy exploring what our school is about, finding out who we are and what we stand for.

Mrs Alison Rigby. Ever fancied a career in teaching? Here at St. Cookson sjf. As we look forward to welcoming your child back to school this week — the safety of our pupils and staff is our main priority.

Please AVOID visiting the main office unless you have a pre -arranged appointment or the matter is of an urgent nature. It is essential that we keep the number of visitors entering school to an absolute minimum for the safety of all pupils and staff.

For all enquiries please email: enquiries sjf. As we are not able to have an Open Evening this year please find all the information you need in the links below.

This page will be regularly updated with further information until 31 October Otherwise, critical big jobs might never get done. Instead, teams rate the components of each item against the other items from the same backlog.

Finally, as the updated backlog estimates include only the remaining job size, frequent reprioritization means that the system will automatically ignore sunk costs.

Job size does not always make a good proxy for the duration of the WSJF algorithm. For example:. If teams have good estimates for either CoD in monetary terms or duration in time, then use those numbers instead.

When actual job costs are known, it may be a better proxy than estimated job size for the denominator in WSJF. This is often known in the later stages of the portfolio Kanban since the Lean business case will have been created.

As these big jobs are selected for implementational, a more refined WSJF using estimated costs as the proxy, or better yet—an actual estimate for the duration—is warranted.

But rarely do we need to worry about these unusual cases. In most cases, fast, WSJF relative estimating is adequate. Since this is a flow-based system, small errors in the selection are not that critical, as that next important job will make its way to the top of the backlog soon enough.

If you only quantify one thing, quantify the Cost of Delay. Details Reinertsen describes a comprehensive model, called WSJF , for prioritizing jobs based on the economics of Lean product development flow [2].

Figure 1. Three primary components contribute to the CoD: User-business value — What is the relative value to the customer or business? Do our users prefer this over that?

What is the revenue impact on our business? Is there a potential penalty or other negative effects if we delay? Is there a fixed deadline?

Three primary elements contribute to the Cost of Delay:. That can be pretty difficult to determine, especially early on when we might not know who is going to do the work or the capacity allocation for the teams.

Fortunately, we have a ready proxy: job size. In systems with fixed resources, job size is a good proxy for the duration.

Also, we know how to estimate item size in Story points already see Features. Taking job size, we have a reasonably straightforward calculation for comparing jobs via WSJF, as Figure 3 illustrates.

Then, for example, we can create a simple table to compare jobs three jobs, in this case , as shown in Figure 4. To use the table in Figure 4, the team rates each Feature relative to others for each of the three parameters.

Then divide the CoD by job size. The job with the highest WSJF is the next most important item to do. As we have described, another advantage of the model is that it is not necessary to determine the absolute value of any of these numbers.

Instead, you only need to rate the parameters of each item against the other items from the same backlog. Finally, as the backlog estimates should include only the remaining job size, then frequent reprioritization means that the system will automatically ignore sunk costs.

Job size does not always make a good proxy for the duration of the WSJF algorithm. For example:. But rarely do we need to worry about these edge cases because if there is some small error in selection, that next important job will make its way up soon enough.

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