Agile Project Management

208
Introduction to Agile Planning and Project Management By Mike Cottmeyer, Agile Coach LeadingAgile, LLC

Transcript of Agile Project Management

Page 1: Agile Project Management

Introduction to Agile Planning and Project ManagementBy Mike Cottmeyer, Agile CoachLeadingAgile, LLC

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Mike CottmeyerLeadingAgile

[email protected]

www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadingagilelinkedin.com/in/cottmeyer

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A Project is a temporary endeavor, having a defined beginning and end, undertaken to meet unique goals and objectiveshttp://en.wikipedia.org/wiki/Project_management

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A Project Manager is a professional in the field of project management. Project Managers have the responsibility of planning, execution, and closing of any project. http://en.wikipedia.org/wiki/Project_manager

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Project Management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives. http://en.wikipedia.org/wiki/Project_management

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Agile Values & Principles

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The Agile Manifesto (2001)

• Individuals and Interactions

• Processes and Tools

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The Agile Manifesto (2001)

• Individuals and Interactions

• Working software

• Processes and Tools

• Comprehensive documentation

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The Agile Manifesto (2001)

• Individuals and Interactions

• Working software

• Customer collaboration

• Processes and Tools

• Comprehensive documentation

• Contract negotiation

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The Agile Manifesto (2001)

• Individuals and Interactions

• Working software

• Customer collaboration

• Responding to change

• Processes and Tools

• Comprehensive documentation

• Contract negotiation

• Following a plan

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The Agile Manifesto (2001)

• Individuals and Interactions

• Working software

• Customer collaboration

• Responding to change

• Processes and Tools

• Comprehensive documentation

• Contract negotiation

• Following a plan

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The Agile Manifesto (2001)

• Individuals and Interactions

• Working software

• Customer collaboration

• Responding to change

• Processes and Tools

• Comprehensive documentation

• Contract negotiation

• Following a plan

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Challenging the Project Management Paradigm

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The BIG Paradigm Shift

Scope

CostTime

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The BIG Paradigm Shift

Scope

CostTime

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The BIG Paradigm Shift

Scope

CostTime

ReduceRisk

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The BIG Paradigm Shift

Scope

CostTime

IncreaseValue

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Is Your Project a Good Candidate for Agile?

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Where to Use Agile?

• Sweet spot in software product development

• Domains where market requirements change often

• Initiatives where requirements are unknown or unknowable

• Complex knowledge work

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Process Control

• Predictive – Processes well defined and predictable. Process yields acceptable outcomes

• Empirical – Frequently measure outcomes and adapt the process to accommodate variation

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Emergence or Convergence

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Fundamentals of Team Based Agile

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Team

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Developers

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DevelopersTesters

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Developers

Analyst

Testers

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Developers

Analyst

TestersCSM

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Product Owner

Analyst

TestersDevelopers

CSM

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Agile Process Flow…

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Product VisionUnderstanding why we are doing what we are doing, who it is for, and the overall market opportunity

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Product BacklogThe master list of things that we want to build into the product

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Iteration BacklogThe highest priority items that we intend to build in the next 2-4 weeks

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Feedback LoopsInspect and adapt on regular cadences to mitigate delivery risk

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Working ProductIs the primary measure of progress, at the end of each time-box we have a deliverable

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Project (years)

Release (months) Release (months) Release (months)

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Project (years)

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Project (years)

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Project (years)

Release (months) Release (months) Release (months)

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Project (years)

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Project (years)

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Team

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

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Team

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

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Agile Non-Negotiables

• Teams• Backlog• Cadence• Done

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My Customer Doesn’t Give a Crap About User Stories!

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EpicEpics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about.

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Epic

Feature

Epics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about.

Features are smaller than epics, typically 2-4 weeks in duration. Features are contained within releases. Ideally, features are contained within a team. These are what the Product Owner Cares about.

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Epic

Feature

User Story

Epics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about.

Features are smaller than epics, typically 2-4 weeks in duration. Features are contained within releases. Ideally, features are contained within a team. These are what the Product Owner Cares about.

User Stories are the smallest increment of value, typically less than a week. User Stories are contained within sprint. These are the things Engineering Management Cares about.

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Epic

Feature

User Story

Feature Feature Feature

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Story Maps visually show the relationship between User Stories and Business Value

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INVEST

• Independent• Negotiable• Valuable• Estimateable• Small… Sized Appropriately• Testable

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Epic

Story Maps start with the identification of larger, more strategic organizational goals

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Epic

Feature

Epics are decomposed into Features that describe the

value added into the product

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Epic

Feature Feature

Epics are decomposed into Features that describe the

value added into the product

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Epic

Feature Feature Feature

Epics are decomposed into Features that describe the

value added into the product

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Epic

Feature Feature Feature Feature

Epics are decomposed into Features that describe the

value added into the product

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Epic

Feature

User Story

Feature Feature Feature

User Story

User Story

User Story

Features are decomposed into User Stories that are thin slices of value added into the system

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Epic

Feature

User Story

Feature Feature Feature

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Features are decomposed into User Stories that are thin slices of value added into the system

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Epic

Feature

User Story

Feature Feature Feature

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Features are decomposed into User Stories that are thin slices of value added into the system

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Epic

Feature

User Story

Feature Feature Feature

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Features are decomposed into User Stories that are thin slices of value added into the system

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Relative Estimation

• Start with something small and knowable• Give it an arbitrary value of one• Estimate everything else relative to the

original story

• Planning poker encourages communication and leads to shared understanding

• Over time becomes incredibly accurate

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Epic

Feature

User Story

Feature Feature Feature

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

1

1

1

1

User Stories are estimated in relative units of measure

called Story Points

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Epic

Feature

User Story

Feature Feature Feature

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

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User Story

User Story

User Story

User Story

1

1

1

1

User Stories are estimated in relative units of measure

called Story Points

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Epic

Feature

User Story

Feature Feature Feature

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

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User Stories are estimated in relative units of measure

called Story Points

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Epic

Feature

User Story

Feature Feature Feature

User Story

User Story

User Story

User Story

User Story

User Story

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User Story

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User Story

User Story

User Story

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Story Points can be added up to size Features

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Epic

Feature

User Story

Feature Feature Feature

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

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38 Feature Points can be added up to size Epics

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Varying Scope Using the Minimally Marketable Feature

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Epic

Feature

User Story

Feature Feature Feature

User Story

User Story

User Story

User Story

User Story

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38 Our Goal is to build the smallest system possible to deliver the value in the Epic

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Epic

Feature

User Story

Feature Feature Feature

User Story

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User Story

User Story

User Story

User Story

User Story

User Story

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User Story

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38 We continuously evaluate the Story Map to determine the

Minimally Marketable Feature

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User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Epic

Feature Feature Feature Feature

User Story

User Story

User Story

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We continuously evaluate the Story Map to determine the

Minimally Marketable Feature

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User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Epic

Feature Feature Feature Feature

User Story

User Story

User Story

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When we focus on Minimally Marketable Features, we

deliver Business Value early

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Managing & Controlling Agile the Delivery Process

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Story Backlog Task Backlog In Process Task Done Story Backlog

Minimally Marketable Features feed the prioritization of our

Sprint Planning

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Story Backlog Task Backlog In Process Task Done Story Backlog

Identify the User Story most likely to contribute to the

MMF and build that one first

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

3

Identify the User Story most likely to contribute to the

MMF and build that one first

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

3

Pull User Stories in priority order focusing on delivering

complete MMFs

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

3

2

Pull User Stories in priority order focusing on delivering

complete MMFs

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

3

2

It’s okay to work User Stories across MMFs if that is what the Product Owner needs

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

User Story

3

2

1

It’s okay to work User Stories across MMFs if that is what the Product Owner needs

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

User Story

3

2

1

Planned Team Velocity = 6 points

The team uses its past velocity to determine how many stories go in the Sprint

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

User Story

TaskTask

Task

3

2

1

Planned Team Velocity = 6 points

The Team breaks each User Story down into Tasks

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

User Story

TaskTask

Task

3

2

1

Task Task

TaskTask

Planned Team Velocity = 6 points

The Team breaks each User Story down into Tasks

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

User Story

TaskTask

Task

Task Task

Task

Task Task

Task Task

3

2

1

Task

Planned Team Velocity = 6 points

The Team breaks each User Story down into Tasks

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

User Story

TaskTask

Task

Task Task

Task

Task Task

Task Task

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2

1

Task

8 16

8

Planned Team Velocity = 6 points

And estimates each Task in Real Hours so they can assess

if they can make a solid Commitment to Deliver

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

User Story

TaskTask

Task

Task Task

Task

Task Task

Task Task

3

2

1

Task

8 16

8

16 2

48

Planned Team Velocity = 6 points

And estimates each Task in Real Hours so they can assess

if they can make a solid Commitment to Deliver

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

User Story

TaskTask

Task

Task Task

Task

Task Task

Task Task

3

2

1

Task

8 16

8

16 2

48

8 4

16 8

Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours

And estimates each Task in Real Hours so they can assess

if they can make a solid Commitment to Deliver

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

User Story

Task

Task Task

Task

Task Task

Task Task

3

2

1

Task

8

16 2

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8 4

16 8

Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours

Task 8

Task 16

At the beginning of the Sprint, The Team pulls Tasks from the

top of the Task Backlog

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

User Story

Task

Task Task

Task

Task Task

Task Task

3

2

1

Task

8

16 2

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8 4

16 8

Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours

Task 8

Task 16

Tasks move across the Story Board until there is a

completed User Story.

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

Task

Task Task

Task

Task Task

Task Task

2

1

Task

8

16 2

48

8 4

168

Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours

Task 8

Task 16User Story

3

Tasks move across the Story Board until there is a

completed User Story.

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

User Story

Task

Task Task

Task

Task Task

Task Task

3

2

1

Task

8

16 2

48

8 4

168

Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours

Task 8

Task 16

Tasks move across the Story Board until there is a

completed User Story.

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

Task

Task Task

Task

Task Task

TaskTask

3

1

Task

8

16 2

48

8 4

168

Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours

Task 8

Task 16

User Story

2

The Team works from the top of the Story Board, Swarming to get User Stories across the

board as fast as possible .

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

User Story

Task

Task Task

Task

Task Task

TaskTask

3

2

1

Task

8

16 2

48

8 4

168

Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours

Task 8

Task 16

The Team works from the top of the Story Board, Swarming to get User Stories across the

board as fast as possible .

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

Task

Task Task

Task

Task Task

Task Task

3

2Task

8

16 2

48

8 4

168

Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours

Task 8

Task 16

User Story

1

The Team works from the top of the Story Board, Swarming to get User Stories across the

board as fast as possible .

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Story Backlog Task Backlog In Process Task Done Story Backlog

User Story

User Story

User Story

Task

Task Task

Task

Task Task

Task Task

3

2

1

Task

8

16 2

48

8 4

168

Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours

Task 8

Task 16

Until the entire Sprint has been delivered to the Product

Owner.

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Release Burndown

38

Sprint Burndown

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Velocity Trend

6

From a Metrics perspective, we Burn Down hours to make

sure the sprint is on track

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Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down hours to make

sure the sprint is on track

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Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down hours to make

sure the sprint is on track

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Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down hours to make

sure the sprint is on track

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Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down hours to make

sure the sprint is on track

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Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down hours to make

sure the sprint is on track

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Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down hours to make

sure the sprint is on track

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Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down hours to make

sure the sprint is on track

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Release Burndown

38

Sprint Burndown

96

Velocity Trend

6

From a Metrics perspective, we Burn Down hours to make

sure the sprint is on track

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Release Burndown

38

Sprint Burndown

96

Velocity Trend

66

From a Metrics perspective, we Burn Down points to make

sure the Release is on track

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Release Burndown

38

Sprint Burndown

96

Velocity Trend

66

8

From a Metrics perspective, we Burn Down points to make

sure the Release is on track

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Release Burndown

38

Sprint Burndown

96

Velocity Trend

66

8

5

We track Velocity Trend to make sure the team is

delivering in a Predictable manner

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Release Burndown

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Sprint Burndown

96

Velocity Trend

66

8

5

When the Release is ready to deliver, The Team has

completed the highest priority User Stories, against the

highest priority Features ,against the highest

priority Epics.

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Release Burndown

38

Sprint Burndown

96

Velocity Trend

66

8

5

When the Release is ready to deliver, The Team has

completed the highest priority User Stories, against the

highest priority Features ,against the highest

priority Epics.

Everyone is focused on delivering value early and often!

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Predicting the Future… Agile Fortune Telling

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Yesterday’s Weather

• Past performance is our best indicator of future performance

• The amount of product we were able to build during the last iteration, is a pretty good indicator of what we’ll be able to deliver this iteration

• The same goes for releases

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Team Level Release Planning

• Use past velocity to determine roughly how much content can fit into the upcoming release

• Vary scope by focusing on the MMF to fine tune the implementation as you build the emerging product

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Agile Project Management in Larger, More Complex Enterprises

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Agile in the Enterprise

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Agile in the Enterprise

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Enterprise Agile

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Enterprise Agile... it’s different!

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Enterprise Agile

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Enterprise Agile

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Enterprise Agile

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Enterprise Agile

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Enterprise Agile

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Enterprise Agile

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Enterprise Agile

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Multi-Team Release Planning

• Use past velocity to determine roughly how much content can fit into the upcoming release

• Vary scope by focusing on the MMF to fine tune the implementation as you build the emerging product

• Sequence backlogs so deliverables are coordinated across agile teams

• Reduces business agility

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Let’s Talk About the Stuff That Breaks Agile

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External Dependencies

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External Dependencies

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External Dependencies

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Many-to-Many Relationships

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Many-to-Many Relationships

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Many-to-Many Relationships

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Many-to-Many Relationships

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Many-to-Many Relationships

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Many-to-Many Relationships

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Many-to-Many Relationships

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Many-to-Many Relationships

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Many-to-Many Relationships

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Agile Project, Program, and Portfolio Management using Lean, Kanban, and TOC

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Team 1

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Team 1

Team 2

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Team 1

Team 2

Team 3

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Team 1

Team 2

Team 3

Team 4

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Team 1

Team 2

Team 3

Team 4

Team 5

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Establishing the relationship between team level velocity and enterprise level throughput?

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EpicTeam predictability is one thing, but organizations need to be able to track value at the Epic level

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Epic

Feature

Team predictability is one thing, but organizations need to be able to track value at the Epic level

We need a mechanism to make sure features that span multiple Scrum teams are treated with the same sense of awareness as single-product features.

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Epic

Feature

User Story

Team predictability is one thing, but organizations need to be able to track value at the Epic level

We need a mechanism to make sure features that span multiple Scrum teams are treated with the same sense of awareness as single-product features.

All of our day-to-day activities need to clearly map to enterprise objectives. We need to build product as one organization

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Story Backlog Task Backlog In Process Task Done Story Backlog

Tier 1 - Scrum

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Analysis Design Build Test Deploy

Tier 1 - Scrum

Tier 2 - Kanban

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Analysis Design Build Test Deploy

Inception Elaboration Construction Transition

Tier 1 - Scrum

Tier 2 - Kanban

Tier 3 - Kanban

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Kanban creates a pull system across the entire portfolio that is limited by your actual capacity

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Story Backlog Task Backlog In Process Task Done Story Backlog

Analysis Design Build Test Deploy

Inception Elaboration Construction Transition

Epic

Epic

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Analysis Design Build Test Deploy

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Epic

Epic

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Analysis Design Build Test Deploy

Inception Elaboration Construction Transition

Epic

Epic

Feature

Feature

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Inception Elaboration Construction Transition

Epic

Epic

Feature

Feature

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Analysis Design Build Test Deploy

Inception Elaboration Construction Transition

Epic

Epic

Feature

Spike

Feature

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Inception Elaboration Construction Transition

Epic

Epic

Feature

User StoryUser

Story

Spike

Feature

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Analysis Design Build Test Deploy

Inception Elaboration Construction Transition

Epic

Epic

Feature

User StoryUser

Story

Spike TaskTask

Task

8 16

8

Feature

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Feature

User StoryUser

Story

Spike TaskTask

Task

8 16

8

Feature

Epic

Epic

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Epic

Feature

User StoryUser

Story

Spike TaskTask

Task

8 16

8

Feature

Epic

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Analysis Design Build Test Deploy

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Epic

Feature

User StoryUser

Story

Spike TaskTask

Task

8 16

8

Feature

Epic

Epic

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Feature

User StoryUser

Story

Spike TaskTask

Task

8 16

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Feature

Epic

Epic

Feature

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User StoryUser

Story

SpikeTaskTask

Task

8 16

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Feature

EpicEpic

Feature

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User StoryUser

Story

SpikeTaskTask

Task

8 16

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EpicEpic

Feature

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Feature

User StoryUser

Story

TaskTask

Task

8 16

8

Epic

Spike

FeatureFeature

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User StoryUser

Story

SpikeTaskTask

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8 16

8

Epic

FeatureFeature

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User Story

User Story

TaskTask

Task

8 16

8

Spike

Epic

FeatureFeature

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Task

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8

16

8 User Story

Spike User Story

Epic

FeatureFeature

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8

16

8 User Story

Spike User Story

Epic

FeatureFeature

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Task

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8

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Spike User Story

Epic

Feature

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FeatureFeature

Task

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Task

8

16

8 User Story

Spike User Story

Epic

Feature

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FeatureFeature

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8

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8 User Story

Spike User Story

Epic

FeatureFeature

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Feature Feature

Task

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8

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Story

Spike

EpicEpic

Feature Feature

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Feature Feature

Task

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8

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Story

Spike

EpicEpic

FeatureFeature

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Feature Feature

Task

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User StoryUser

Story

Spike

EpicEpic

FeatureFeature

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Feature Feature

TaskTask

Task

816

8

User StoryUser

Story

Spike

EpicEpic

FeatureFeature

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Feature Feature

Task

TaskTask

8

16

8User Story

User Story

Spike

EpicEpic

FeatureFeature

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Feature Feature

Task

TaskTask

8

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8User Story

User Story

Spike

EpicEpic

FeatureFeature

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Epic

Feature

Feature

Task

TaskTask

8

16

8User Story

Spike

User Story

Epic

FeatureFeatureFeature

User StoryUser

Story

SpikeTask

Task

Task

8

8

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EpicEpic

Feature

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Task

TaskTask

8

16

8User Story

Spike

User Story

Epic

Feature

User StoryUser

Story

Spike

FeatureFeature

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Feature

Feature

Epic Epic

User StoryUser

Story

SpikeTask

Task

Task

8

8

FeatureFeatureFeature

8

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Epic

Feature

Feature

Epic Epic

User StoryUser

Story

SpikeTask

Task

8

8

FeatureFeatureFeature

Task 8

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Epic

Feature

Feature

Epic Epic

User Story

User Story

SpikeTask

Task

8

8

FeatureFeatureFeature

Task 8

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Epic

Feature

Feature

Epic Epic

User Story

Task

Task

8

8

FeatureFeatureFeature

Task 8

User Story

Spike

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Epic

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Feature

Epic Epic

User Story

Task

Task

8

8

FeatureFeatureFeature

Task 8

User Story

Spike

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Epic

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Feature

Epic Epic

User Story

Task

Task

8

8

FeatureFeatureFeature

Task 8

User Story

Spike

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Feature

Epic Epic

User Story

Task

Task

8

8

FeatureFeatureFeature

Task 8

User Story

Spike

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Epic Epic

User Story

Task

Task

8

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Task 8

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Spike

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Task

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8 Task 8

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Release Burndown

38

Sprint Burndown

96

Velocity Trend

66

8

5

At the team level, velocity metrics drive predictability

Page 203: Agile Project Management

Release Burndown

38

Sprint Burndown

96

Velocity Trend

66

8

5

At the team level, velocity metrics drive predictability

At the program/product level, lean metrics are more meaningful

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Release Burndown

38

Sprint Burndown

96

Velocity Trend

66

8

5

At the team level, velocity metrics drive predictability

At the program/product level, lean metrics are more meaningful

At the enterprise level, lean metrics are also the more interesting metric

Page 205: Agile Project Management

Enterprise Release Planning

• Use Scrum at the team level to drive predictable outcomes

• Balance the backlogs across team to optimize the flow of value at the Feature and Epic level

• Use metrics to plan the number of Features and Epics that can be included in a release

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Agile Project Managers

• Manage the System, not the People• Clear the path, enable the teams and the

organization• Drive shared understanding of delivery

risk• Systems thinking, look out for the whole

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Agile Project Manager

PM

Team

Team

Team

Team

Team

Team

Team

Team

APM

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Mike CottmeyerLeadingAgile

[email protected]

www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadingagilelinkedin.com/in/cottmeyer