Agile Program Fundamentals

Course Topics
ACADEMY
Agile Program
Fundamentals
Course IAA2
Pattern introduction
Team Roles & Responsibilities
Discovery 1
Discovery 2
Discovery 3
Delivery & Iteration Basics
Stories
Delivery Setup - Iteration Zero
Release & Iteration Planning
10
Iteration Execution
11
BVCs
12
Distributed Teams
13
Tips & Tricks
Pattern Introduction
Strategy Pattern
Doing the Right Work & Doing the Work Right
Program Pattern
DISCOVERY SECTION
Operational Pattern
DELIVERY SECTION
TEAM 1 1
TEAM 2 1
TEAM N 1
Mission & Vision

Objectives & Goals
S TRATEG IC PRO G RAM S

Portfolio funnel of work
Strategic Initiatives
Doing the Right Work
Doing the Work Right
The Program Pattern used to launch and execute programs
Strategy
IDEA
DISCOVER
Strategic Initiative
Problem
New Requirement
Opportunity
Understand & Strategize
DELIVER
Governance /
Iteratively build,
Funding Gates
test & deliver
Enhancement
MOBILIZE
UNDERSTAND
EXPLORE /
BUILD / TEST /
MANAGE /
STRATEGIZE
IMPLEMENT
EVOLVE
Discovery Practice
Iterate until done
MOBILIZE
UNDERSTAND
EXPLORE /
BUILD / TEST /
MANAGE /
STRATEGIZE
IMPLEMENT
EVOLVE
Discovery brief
Problem analysis
Solution options
Program Charter (Proposal)
Right stakeholders
Stakeholder analysis
Preferred solution
& Gate Approval
Gate approval to start
Desired outcome
Estimation
Benefits
Planning
Blockers
Cost / Benefit analysis
Scope
Epics / Features / MVP
Risks & Dependencies
Collaborate to Elaborate
Problem
UN
COLLA
BO
Desired
Outcome
NE
Cost /
Benefit
DO
RA
TE
RA
TE
TO
O
B
A
ITE
TE
A
R
TI
Discovery Practice
IDEA
Plan
Blockers
DISCOVER
Estimate
Epics
Solution
Strategy
PROPOSE
Cone of Uncertainty
DISCOVERY
DELIVERY
+ 100
-100
D1
D2
D3
Lifecycle of Delivery
At start of Iteration
Releases or
phases
Discovery
Discovery
Iteration Planning
Deliver
R1
Daily Standups
Optional
Work
Iteration
Iteration zero
is the setup iteration
Iteration
Iteration
Iteration
Showcase
At end of Iteration
Retrospective
Scrum
Daily Standup Meeting
15-30 Minutes
Inputs from customers,

team, managers, execs
1-4 Week Sprint

Sprint end date and
deliverable do not change
Product Owner
Scrum
Master
Product Backlog
Team
Sprint Backlog
A Prioritized List
Sprint Planning Meeting
Task Breakout
of what is required:
features, bugs to fix
The team commits to as

much high priority backlog
as can be completed by the
end of the sprint
Sprint
Retrospective
Finished Product
Product Increment
Sprint Review
AWAITING
DISCOVERY
APPROVAL
NEW
XYZ
XYZ
MEDIUM
LARGE
XYZ
The Portfolio Wall

AWAITING
DISCOVERY
RESOURCES
IN
DISCOVERY
AWAITING
DISCOVERY
APPROVAL
XYZ
XYZ
XYZ
AWAITING
DISCOVERY
RESOURCES
XYZ
XYZ
XYZ
XYZ
IN
DELIVERY
XYZ
XYZ
XYZ
SMALL
XYZ
XYZ
DEPARTMENT 1
XYZ
DEPARTMENT 2
WAITING STAGES1
PRIORITIZED LIST
PRIORITIZED LIST
IN
FINAL
DEPLOYMENT
DONE
XYZ
XYZ
Slow Down in Order to do More
BACKLOG
IN PROGRESS
P P
P P
P
PP
P
P
P
P
P P
P
P
P
P
PP
P
DONE
P
Minimize WIP by Managing the Funnel
and not Overburdening
Agile Project Characteristics
Loosely coupled
tightly aligned
Small cross
functional teams
(Incl. customer)
Highly
collaborative
Iterative
Self
Organizing
Flexible to
change
Pull work to
WIP limit
Shared and
consistent
clarity of
purpose
Authentic
transparency
Facilitated and
managed
Disciplined
approach
Focused on
feedback &
continuous
improvement
Course Topics
1
ACADEMY
Agile Program
Fundamentals
Course IAA2
Discovery 1
Discovery 2
Discovery 3
Stories
10
Iteration Execution
11
BVCs
12
Distributed Teams
13
Tips & Tricks
Team Roles and Responsibilities
Discovery
PM, IM, CM Involvement
Discovery
Deliver
R1
Project Manager
Iteration Manager
Change Manager
Operate
Agile Story Hierarchy
PROGRAM
The Program
PROJECT
RELEASE
ITERATION
Project 1
Epic 1
Feature 1
Project 2
Epic 2
Epic 1
Feature 2
also called hills

and often limited to 3
Epic 2
Feature 1
Story 1
Story 2
Task
LeSS: Large Scale Scrum
Scaled Agile Framework
The Agile Program Pattern

can be applied to small and
large piece of work

CORE
Cross Functional Empowered Teams
IM
PM
5-9 People
EXTENDED
GOVERNANCE
Key Stakeholders
Steering committee
Business SME (Customer)
External experts
PMO
Analysts
Enterprise Architect
Dedicated
Cross Functional
Empowered
Developers
Testers
Solution Architect
Key Roles
TM
The Team (the doers)
PO
The Product Owner
IM
The Iteration Manager
PM
The Project Manager
CM
Change Manager
These are the committed parties, the people responsible for the success of the project
and product. There will be other involved parties, but they wont be responsible for the
success of the project or product

Core
Key Roles and Responsibilities

Extended
Steering
IM
SME
TM
PO
PGM
PM
SH
SC
Iteration
Manager
Subject
Mater
Expert
Team
Product
Owner
Program
Manager
Project
Manager
Stake
Holder
CM
EXP
SP
Change
Manager
Experts
Sponsor
Steering
Committee
Scaled Agile Framework
The key roles and responsibilities

in an Agile Project Team?
PO
PO
IM
IM
EXP
SH
EXP
SME
TM
SH
SME
TM
core
core
extended
extended
Team 1
Sometimes called
PODS
Team 2
Agile Program
PGM
SC
Agile Project 1
PM
SP
Shared Ownership
Product Management
Operations
Inside Sales
Support
Marketing
Code
Test
And shared ownership of client / user outcomes by teams
Design
Team Responsibilities
Self organization
Making commitments
Meeting commitments
Management of the team every team member is responsible for this
Respecting other members of the team
PO
Product Owner
IM
PM
Product Owner Responsibilities
CM
Voice of the customer/project sponsor

Defines features of the product
Responsible for the profitability of the product (ROI)
Manages stakeholders and their interests
Accepts/rejects work results
Maintains just-enough, just-in-time feature detail
Shares success with the team
PO
IM
Iteration Manager
PM
Iteration Manager Responsibilities
CM
Servant leadership/facilitation of the Core team POD during delivery and deployment
Helps remove impediments
PM
IM
Acts as guardian of the iteration process/framework

Improves lives of team members by facilitating empowerment and creativity
Helps team improve productivity in any way possible
Works with team and PO to ensure each iteration of the product is potentially shippable
core
extended
Works with team and PO to ensure quality is never compromised

Coaches and helps team members in the Agile way of working
Energize and inspire the team
PM
PO
IM
Project Manager Responsibilities
CM
Facilitates and manages the Discovery phases and cycles

Serve as leadership/facilitation of the Project ( multiple Pods)
Project Manager
Facilitates dependency management using the Team of Teams model across Projects and Pods and
Helps remove impediments
Acts as guardian of the overall project process/framework
Improves lives of team members by facilitating empowerment and creativity
Helps team improve productivity in any way possible
Helps the PO with multi-stakeholder management
Manages and communicates with non PO stakeholders
Works with team and PO to ensure quality is never compromised
Coaches and mentors the Agile way of working
Energizes and inspires the team to greater heights
PO
CM
IM
Change Manager Responsibilities
PM
Change Manager
Facilitates and manages the roll out and implementation of the project outcomes.
IM
IM
CM
Leads the Change Management Pod (sometimes called Coms and Change
Looks after end user comms, training, process changes and overall adoption
Closely involved in end user testing and acceptance
POD1
POD 2
PM
CM POD
Works closely with all the other IMs

Works Agile
Line Management
What are the roles of
SP
SC
Line Management
and how do they
interact with the
Agile Program
PGM
Agile Project 1
PM
Executive
team?
EXP
Manager
MGR
SH
TM
SME
IM
First Line
Manager
First Line
Manager
First Line
Manager
core
3
PO
Team 1
extended
Steering Committee
Agile Program
PGM
SP
SC
Steering Committee
PO
Agile Project 1
IM
Chaired by Sponsor
Senior Execs from the BU executing the project/program
EXP
SH
PM
TM
SME
Senior impacted BU executives (Customers)

Senior execs of partners or key suppliers
core
extended
Risk and Compliance (optional)
ENVISION
INSPIRE
Team 1
CHALLENGE
SERVE
Decision Work Groups

SP
SC
Decision Work Groups
PO
IM
Agile Program
PGM
Agile Project 1
PM
Senior decision makers from the

business / customer groups
also called
EXP
SH
TM
SME
core
extended
Team 1
Product Owner Forum

To quickly make decision when there are
multiple customers with conflicting of large
bureaucratic processes to cut through.
Who is Responsible for Benefits?
Benefits identification?
Product Owner
Benefits estimation?
Benefits scoping?
Ensuring the solution can deliver the benefits expected?
Product Owner Sponsor
Benefits tracking?
Benefits harvesting?
Leadership Style
Situational Leadership Model

High
s3 Low Directive and High
s2 High Directive and High

Supportive Behavior
Supportive Behavior
Supportive Behavior
Followers generally lack the skills required for the task but are
eager to learn and willing to take direction
Supporting
Coaching
s1
Delegating
Directing
s2
Followers have some of the skills needed, but lack any real understanding of
how to complete the task. These people cant succeed without some help
s3
Followers are capable, but lack the confidence or

motivation to complete the task on their own
s4
Followers are skilled and even experienced at a task,

and they are confident and motivated.
s4 Low Directive and Low
s1
High Directive and Low
Supportive Behavior
Low
The Situational Leadership Model is a technique used

to align leadership styles with individual differences.
Directive Behavior
Supportive Behavior
High
What are the Characteristics on an
Agile Project Team?
Agile Project Team Characteristics
Small
Cross
functional
Core &
cross-tended
Single outcome that is shared

and clearly understood by all
team members
Very supportive and do

whatever is needed to help
reach the outcomes
Clear decision making

responsibilities
All team members

collaborate and contribute
continuously and effectively
Dedicated &
committed team members
7
Structured with a PM, IM,
SME and Product Owner.
Course Topics
ACADEMY
Agile Program
Fundamentals
Course IAA2
Discovery 1
Discovery 2
Discovery 3
Stories
10
Iteration Execution
11
BVCs
12
Distributed Teams
13
Tips & Tricks
Discovery 1
The Program Pattern used to launch and execute programs
Strategy
IDEA
DISCOVER
Strategic Initiative
Problem
New Requirement
Opportunity
Understand & Strategize
DELIVER
Governance /
Iteratively build,
Funding Gates
test & deliver
Enhancement
MOBILIZE
UNDERSTAND
EXPLORE /
BUILD / TEST /
MANAGE /
STRATEGIZE
IMPLEMENT
EVOLVE
Discovery 1
Discovery Practice
Iterate until done
MOBILIZE
UNDERSTAND
EXPLORE /
BUILD / TEST /
MANAGE /
STRATEGIZE
IMPLEMENT
EVOLVE
Discovery brief
Problem analysis
Solution options
Right stakeholders
Preferred solution
& Gate Approval
Desired outcome
Estimation
Benefits
Planning
Blockers
Scope
Discovery 1
M2.2 - Purpose and Benefits Why should we do the discovery practice?

Objectives
Benefits
Improved
ROI
Shared and
deeper
understanding
Faster
Time to
Market
Assign scarce
resource to the
right initiative
Better
Designs
Better
Products
Business Case
Cost/ Benefit?
Prioritise &
Manage the
funnel
Explore
Options
Happier
People
Highly
Productive
Teams
Discovery 1
M2.3 - Input to Discovery
What is the Minimum Input needed for the Discovery Practice?
1-2 Hours Max!

Filled in by the initiator
Discovery 1
Contents of the Discovery Brief
Summary
Sponsor
Initiator
Problem Statement
Pain Impact
Benefit Estimate
Strategic Alignment
Solution Options
Constraints
Wish Date
Urgency
Criticality
Cost Appetite
Initiative Size
Key Stakeholders
Discovery 1
Who, When and for How Long
Who should be there, when shuold it be run, and how long should it take?
Who
When
How Long
Initiator
As soon as all the key
Run in a facilitated workshop
Key Stakeholders
people are available
setting
As soon as Discovery is
Can be multiple workshops
approved if there is a gate
with breaks in between
Key Experts
Sponsor ( Part time)
check before discovery
Not spread over more than

3-4 weeks
Workshop time should be in
the region of 1-5 days or as
necessary
Discovery 1
Not Paint By Numbers - Think!
Discovery 1
Analyzing the Problem
Root Cause Analysis
Problem Grouping
( How Come?)
Impact Analysis
( So What?)
Stakeholder Analysis
Who is the customer?
High level Value Stream
( Internal + External)
Map
IMPACT
Discovery 1
Stakeholder mapping
INFLUENCE
Discovery 1
Other Examples of Stakeholder Analysis
HIGH
It is critical that you

B
KEEP
MANAGE
SATISFIED
CLOSELY
understand the positioning of

your stakeholders.
H
POWER
G
Other positioning techniques:
MONITOR
KEEP
( MINIMUM EFFORT)
INFORMED
Power/ Influence
Influence/ Impact
E
D
LOW
HIGH
LOW
INTEREST
EXAMPLE OF A POWER/INTEREST GRID

Source: Pmbok, Fourth Edition
Time is a precious commodity,

manage it wisely.
Discovery 1
Value Proposition Canvas

TOM
S
U
C
VALUE PROPOSITION
Gain
Creators
ER SEGME
NT
Gains
Customer
Job(s)
Products &
Services
DISCOVER
Pain
Relievers
DR. ALEX OSTERWALDER & DR. YES PIGNEUR

Created by 470 practitioners from 45 countries
Pains
Discovery 1
Defining the Desired Outcome & Benefits

Business Outcomes
Estimated Benefits
Each business outcome must have one or more
estimated $$ value benefits
SMART Requirements
S pecific
A requirement must say exactly what is required. There is no

ambiguity; consistent terminology; simple - avoid double
requirements i.e. X and Y; appropriate level of detail
M easurable
Measureable when at all possible. Once the system/process has

been constructed, it can be verified that this requirement has been
met.
A ttainable
R ealisable
T raceable
Physically possible for the system/process to exhibit that

requirement under the given conditions. The consequence of
unattainable requirements is that the system will never be accepted
or prohibitively expensive or both
Possible to achieve this requirement given what is known about the
constraints under which the project must be developed.
Traceabiilty is the ability to trace ( forwards and backwards) a
requirement from its conception through its completion/deployment
SMART Goals
Each objective should have one or more SMART goals

(Specific: Measureable, Actionable, Realistic, Time bound)
Course Topics
ACADEMY
Agile Program
Fundamentals
Course IAA2
Discovery 1
Discovery 2
Discovery 3
Stories
10
Iteration Execution
11
BVCs
12
Distributed Teams
13
Tips & Tricks
Discovery 2
Discovery Practice
Iterate until done
MOBILIZE
UNDERSTAND
EXPLORE /
BUILD / TEST /
MANAGE /
STRATEGIZE
IMPLEMENT
EVOLVE
Discovery brief
Problem analysis
Solution options
Right stakeholders
Preferred solution
& Gate Approval
Desired outcome
Estimation
Benefits
Planning
Blockers
Scope
Discovery 2
Identifying the Blockers
01
How should we identify the blockers to success?
02
You are Here
Discovery 2
Agreeing Scope How should we surface the work that needs to be done?
In
Out
???
Discovery 2
Surfacing the Epics How should we surface the work that needs to be done?
Those big pieces of work that need to be done to achieve

the desired outcome!
EPIC 1
Normally somewhere between 2-7 epics!
EPIC 2
EPIC 3
EPIC 5
EPIC 4
Discovery 2
Features and MVP
Generating Features
Solution Aspects
Technology
EPIC 1
Epics and Features
Feature
Org. Process
MVP 1
Feature
Feature
Feature
EPIC 2
Feature
EPIC 3
Feature
Feature
Feature
Feature
Feature
Capability build
Feature
Feature
Feature
Use:
Design thinking
Process maps
Brainstorming
Discovery 2
Risks
HIGH
HIGH IMPACT
HIGH PROBABILITY
HIGH IMPACT
HIGH PROBABILITY
IMPACT
LOW
LOW
HIGH
PROBABILITY
Discovery 2
Dependencies
Program
Internal
Technology
People
Process
External
Discovery 2
Solution Options How to craft a solution strategy?

CREATIVE THINKING
Design Thinking:
enhance
Determine the real problem...
Converge on a proposal.
Explore
Imagine
Enlarge roles &
perspectives
DIVERGE
CREATE CHOICES
CONVERGE
MAKE CHOICES
fantasize
build on others:
yes-and
defer judgment
Consider a wide range of potential solutions...
generate
increase
go big and wide
engage
possiblities
DIVERGE
combine
integrate
play with
visualize
Expanding the playing field
seek out the

unusual
CONVERGE
clarify
Narrowing the playing field

make sense of
decrease
categorize
rate by criteria
affirmative judgement:
discernment
select
hone in/focus
decisions
guidelines
reduce
THE CENTER FOR CREATIVE EMERGENCE

www.creativeemergence.com
connect
connect
cluster
Discovery 2
Preferred Solution How to select a solution strategy?

Analyze all aspects.
Tech
People
Process
Option 1
++
Option 2
++
++
Option 3
++
++
Solution
Discovery 2
Preferred Solution How to select a solution strategy?

Intel consensus model
YES
YES but...
Dont Know
NO
Course Topics
ACADEMY
Agile Program
Fundamentals
Course IAA2
Discovery 1
Discovery 2
Discovery 3
Stories
10
Iteration Execution
11
BVCs
12
Distributed Teams
13
Tips & Tricks
Discovery 3
Discovery Practice
Iterate until done
MOBILIZE
UNDERSTAND
EXPLORE /
BUILD / TEST /
MANAGE /
STRATEGIZE
IMPLEMENT
EVOLVE
Discovery brief
Problem analysis
Solution options
Right stakeholders
Preferred solution
& Gate Approval
Desired outcome
Estimation
Benefits
Planning
Blockers
Scope
Discovery 3
Estimating and costing the work How should we estimate the work and costs?
XS
XL
XXL
Discovery 3
M1.1.1 - Planning: Work and team breakdown
Scope
Breakdown
Epic Feature
Story
ITERATIVE DESIGN
Team Breakdown
Program
Project
Stream
Team
Scope
Breakdown
Epic Feature
Story
Discovery 3
The Lifecycle of Delivery

Releases or
phases
Discovery
Discovery
READY
Iteration Planning
Deliver
R1
Daily Standups
Optional
RUN
Work
Iteration
Iteration zero
Iteration
Iteration
Iteration
Showcase
WRAP
At end of Iteration
Retrospective
Discovery 3
M3.3 - Planning the work How should we plan the work?

MVP 1
M0
Team 1
Team 2
Team 3
M1
setup
M2
M3
Release 1
setup
M4
MVP 2
M5
Release 2
Release 1
setup
Release 1
M6
Q+1
Q+2
Q+3
Q+4
Discovery 3
Cost Benefit Analysis Should we do this piece of work? Is it feasible?
BENEFITS
COSTS
Best Case
Base Case
Worst Case
Best Case
Base Case
Worst Case
If Red Beware!
Discovery 3
M3.5 Making the Proposal
How to document the Discovery practice and make a business proposal?
Keep it simple!
Use pictures and powerpoint to
document the outputs.
Discovery 3
Cone of Uncertainty
DISCOVERY
DELIVERY
+ 100
-100
D1
D2
D3
Course Topics
ACADEMY
Agile Program
Fundamentals
Course IAA2
Discovery 1
Discovery 2
Discovery 3
Stories
10
Iteration Execution
11
BVCs
12
Distributed Teams
13
Tips & Tricks
Delivery and Iteration Basics

AWAITING
DISCOVERY
APPROVAL
NEW
XYZ
XYZ
MEDIUM
LARGE
XYZ
The Portfolio Wall
AWAITING
DISCOVERY
RESOURCES
IN
DISCOVERY
AWAITING
DISCOVERY
APPROVAL
XYZ
XYZ
XYZ
AWAITING
DISCOVERY
RESOURCES
XYZ
XYZ
XYZ
XYZ
IN
DELIVERY
XYZ
XYZ
XYZ
SMALL
XYZ
XYZ
DEPARTMENT 1
XYZ
DEPARTMENT 2
WAITING STAGES1
PRIORITIZED LIST
PRIORITIZED LIST
IN
FINAL
DEPLOYMENT
DONE
XYZ
XYZ
THE WORK
Approved project scope
Setting up for Success
RESOURCING
The team
The PM & IM
The Customer Product
Owner
$$ - Budgets
Facility space

Releases or
phases
Discovery
Discovery
READY
Iteration Planning
Deliver
R1
Daily Standups
Optional
RUN
Work
Iteration
Iteration zero
Iteration
Iteration
Iteration
Showcase
WRAP
At end of Iteration
Retrospective
Scrum
Daily Standup Meeting
15-30 Minutes
Inputs from customers,

team, managers, execs
1-4 Week Sprint

Sprint end date and
deliverable do not change
Product Owner
Scrum
Master
Product Backlog
Team
Sprint Backlog
A Prioritized List
Sprint Planning Meeting
Task Breakout
of what is required:
features, bugs to fix
The team commits to as

much high priority backlog
as can be completed by the
end of the sprint
Sprint
Retrospective
Finished Product
Product Increment
Sprint Review
Course Topics
ACADEMY
Agile Program
Fundamentals
Course IAA2
Discovery 1
Discovery 2
Discovery 3
Stories
10
Iteration Execution
11
BVCs
12
Distributed Teams
13
Tips & Tricks
Stories
Agile Story Hierarchy
PROGRAM
The Program
PROJECT
RELEASE
ITERATION
Project 1
Epic 1
Feature 1
Project 2
Epic 2
Epic 1
Feature 2
also called hills

and often limited to 3
Epic 2
Feature 1
Story 1
Story 2
Task
Stories
The Story starts with a card, then a conversation...
Stories
The Life of a Story
ELABORATION
Identification
Acceptance Criteria
Story Writing
Test cases
Build
Test
Deploy
ELICITATION
Prioritization
Estimation
EXECUTION
Planning
Stories
Story Identification
Feature breakdown
Design Thinking Practices
Business Canvas
Personas
Value Stream Mapping (as-is and to-be)
Process
Brainstorming
Outcomes
User/customer interviews
Stories
The Life of a Story
ELABORATION
Identification
Acceptance Criteria
Story Writing
Test cases
Build
Test
Deploy
ELICITATION
Prioritization
Estimation
EXECUTION
Planning
Stories
Story Elaboration
ALWAYS
SOMETIMES
LESS OFTEN
ID
Narrative
Technical Design
Title
Lo-fi Prototype
Data Model
Acceptance Criteria
Assumptions
Link to High Level Scenarios
Relative Size Estimate
Constraints
GUI Design
Stories
ATDD - TDD
Acceptance Test
Test Case
Stories
The Life of a Story
ELABORATION
Identification
Acceptance Criteria
Story Writing
Test cases
Build
Test
Deploy
ELICITATION
Prioritization
Estimation
EXECUTION
Planning
Stories
Story Writing
Who
Personas
What
Process
Why
Outcomes
As a _______________________
I want ______________________
So that _____________________
Course Topics
ACADEMY
Agile Program
Fundamentals
Course IAA2
Discovery 1
Discovery 2
Discovery 3
Stories
10
Iteration Execution
11
BVCs
12
Distributed Teams
13
Tips & Tricks
Delivery Setupand Iteration

Iteration
Basics
Zero
Iteration Zero
Shared understanding of Agile- Team Training

Shared understanding of the project
Social contract
How long should it take?
Story Elaboration - Max 2 iterations ahead
Architecture and Design
Standards & guidelines
Tools and environment provisioning
Detailed Release Planning
Just enough to start.
Course Topics
ACADEMY
Agile Program
Fundamentals
Course IAA2
Discovery 1
Discovery 2
Discovery 3
Stories
10
Iteration Execution
11
BVCs
12
Distributed Teams
13
Tips & Tricks
The Life of a Story
ELABORATION
Identification
Acceptance Criteria
Story Writing
Test cases
Build
Test
Deploy
ELICITATION
Prioritization
Estimation
EXECUTION
Planning
Planning
Prioritise features and stories

Estimate features and stories
As the team we need a release plan so
that we can set ourselves targets &
milestones and socialise delivery
projections with our stakeholders
Estimate velocity
Fill the iteration buckets
Cater for contingency
Set up the release wall
Iteration 1
5th
November
Ready
Iteration 2
16th
19th
November
Iteration 3
30th
3rd
December
Estimate velocity
Estimate velocity
Estimate velocity
Total = x
Total = x
Total = x
14th
Ready
Re-estimate hangover stories for left over

As the team we need an
Estimate velocity
Iteration plan so that we can

be clear on what to deliver in
Fill the iteration first with hangover stories
the next iteration and

prepare for delivery
Pull from next iteration backlog till bucket is full

Update the Release plan based on changes
Update walls and burn-up charts. Assign work

Product Backlog
On the wall and in a tool
Prioritized Backlog
Story Estimation
Relative estimation using poker play and points

Lets go a little deeper.
The Fibonacci Sequence
0, 1, 2, 3, 5, 8, 13, 21, 34, 55, 89, 144.
The first two Fibonacci numbers are 0

and 1; each subsequent number is
the sum of the previous two
Our Pseudo Fibonacci Sequence
In Agile/Scrum,
many use a pseudo
1/2
13
20
40
100
Fibonacci sequence
to assign story
points to stories
Large estimates are less
accurate; larger gaps between
larger estimates help us avoid
splitting hairs unnecessarily
AGILE PLANNING POKER
Velocity
A useful long-term measure

of the amount of work
completed per iteration.
40
Most useful over at least a

handful of iterations.
Velocity
30
20
Velocity is measured in the units
10
you use to estimate product
backlog items.
Estimate Size; Derive Duration
size
calculation
duration
300
kilograms
Velocity:
20
300/20= 15
iterations
Story Splitting
EPIC
Release Planning
Prioritized and estimated Story List
A
B
C
D
E
F
i1
Iteration Buckets
Velocity = bucket size
i2
i3
i4
Release Plan
Release Wall
i1
i2
planned
i3
in progress
Iteration Wall
i4
testing
i5
done
i6
i7
i8
The Product Backlog Iceberg
Sized for a Sprint
Release
Theme
Priority
Continuous Refinement
Epic
Future Release
Theme: a theme is a collection

of related backlog items
Epic: an Epic is a large backlog item
Course Topics
ACADEMY
Discovery 1
Discovery 2
Discovery 3
Stories
Agile Program
Fundamentals
10
Iteration Execution
Course IAA2
11
BVCs
12
Distributed Teams
13
Tips & Tricks
Iteration Execution

Releases or
phases
Discovery
Discovery
READY
Iteration Planning
Deliver
R1
Daily Standups
Optional
RUN
Work
Iteration
Iteration zero
Iteration
Iteration
Iteration
Showcase
WRAP
At end of Iteration
Retrospective
Iteration Execution
Run
JULY
SUNDAY
10
MONDAY
11
TUESDAY
12
WEDNESDAY
13
Iteration Planning =
3.5 hrs (5%)
THURSDAY
FRIDAY
14
15
Work = 7 hrs
(10%
Work = 7 hrs
(10%)
SATURDAY
16
Work = 3.5 hrs (5%)
17
24
18
19
20
21
22
Work = 7 hrs
(10%)
Work = 7 hrs
(10%)
Pre- planning =
7 hrs (10%)
Work = 7 hrs
(10%)
Work = 7 hrs
(10%)
25
26
27
28
29
Work = 7 hrs
(10%)
Work = 3.5 hrs (5%)

Showcase +
Retrospective = 3.5
hrs ( 5%)
23
30
Iteration Execution
Standups
ITERATION WALL
Planned
In Progress
Testing
Done
Be punctual
Talk to the card
What did they do yesterday
Whats planned and left to-do
Blockers in reaching deadline
Make notes to discuss offline
Keep it short and to the point
Take longer discussions offline
Make a note of who does not have work
Move the card only after talking to it
Pull a new card if needed
Never embarrass anyone up in public
Have the hard conversation in private
Update the virtual wall later
Iteration Execution
Hangouts
1:1
Deep dives
Take time to understand the real issues
Listen
Socialise
Praise
Talk to stakeholders
Get more than one opinion
Move boulders
Carry water
Work closely with the PM and PO
Iteration Execution
Technical Practices- Dev-Ops
Emergent
Design
Continuous
Monitoring
Buddy
Builds
Continuous
Deployment
Continuous
Integration
Automated
Testing
Configuration Management
Data Management
Iteration Execution
Showcases
Iteration Execution
RETROSPECTIVE
Retrospective
Working / not working / puzzles

Group and summarise
Vote for top 3
Root cause analysis
5 whys
Pick top 2 3 actions for next iteration
Write up cards for it and add to Release wall
Iteration Execution
The Retrospective
A retrospective is a gathering of a community at

regular intervals throughout a delivery to review
the events and learn from the experience.
Esther Derby, Agile Retrospectives
Iteration Execution
When the speed of failure slows,

so does the speed of invention.
Mike Steep,
SVP of global business operations at PARC
Course Topics
ACADEMY
Discovery 1
Discovery 2
Discovery 3
Stories
Agile Program
Fundamentals
10
Iteration Execution
Course IAA2
11
BVCs
12
Distributed Teams
13
Tips & Tricks
Big Visual Charts
Walls
Release Wall
i1
i2
planned
Iteration Wall
i3
in progress
i4
testing
i5
Burn Up
Struggle
Street
(issues)
Risks
Architecture
Wall
done
Big Visual Charts
backlog
Kanban
selected 2
develop 3
ongoing
done
No iterations.... no velocity. Just continuous

FLOW
deploy 1
live
Big Visual Charts
Burnup Charts
Original Planned Completion Date:

March 15th 2011
Revised Prognosis Completion Date:
April 15th 2011
Original scope in story points
s
e
r
g
ro
P
d
scope cut needed to

meet original targets
Story points
e
n
n
la
P
d
is
ev
ss
d
e
n
re
g
o
Pr
Current estimates is that we need two

Iterations more and this will delay
delivery by a month.
n
a
l
P
And cost $200,000 more.
Actual Progress
i1
i2
i3
i4
i5
i6
i7
i8
i9
i10 i11
i12
Or scope needs to be cut
Big Visual Charts
Stakeholder Map
Satisfy
Involved
Monitor
Keep
Informed
Influence
Impact
Big Visual Charts
Risk Wall
Plan
Work-arounds
Action
Immediately
Monitor
Watch
Closely
Probability
Impact
Big Visual Charts
Issues
High Severity
Low Severity
Course Topics
ACADEMY
Discovery 1
Discovery 2
Discovery 3
Stories
Agile Program
Fundamentals
10
Iteration Execution
Course IAA2
11
BVCs
12
Distributed Teams
13
Tips & Tricks
Distributed Team
7 Rules .. of successfully distributed teams
1. Dont
2. Dont treat remotes as if they were locals
3. Dont treat locals as if they were remote
4. Latitude hurts, longitude kills
5. Dont always be remote
6. Invest in the appropriate tools and environments
7. Establish standards and agreements
Course Topics
ACADEMY
Discovery 1
Discovery 2
Discovery 3
Stories
Agile Program
Fundamentals
10
Iteration Execution
Course IAA2
11
BVCs
12
Distributed Teams
13
Tips & Tricks
Tips and Tricks
Story Issues
Scope creep
identify
Hangover stories
Changes during the iteration
Bugs found
done
elaborate
Change in requirement
Wrong estimates
Epics not stories
Unavailable SME
test
build
BAU
Tips and Tricks
Iteration Smells
Missing team members

Repeating tasks
No impediments raised/same impediments raised
day after day
Directive IM or PM
Specialized job roles/not acting like a team and
doing whatever it takes

Agile Program Fundamentals

Загружено:

Сведения о документе

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Agile Program Fundamentals

Загружено:

Авторское право:

Доступные форматы

Course Topics

Team Roles & Responsibilities

Delivery & Iteration Basics

Delivery Setup - Iteration Zero

Release & Iteration Planning

Tips & Tricks

Doing the Right Work & Doing the Work Right

Mission & Vision

S TRATEG IC PRO G RAM S

Doing the Right Work

Doing the Work Right

The Program Pattern used to launch and execute programs

Understand & Strategize

test & deliver

Program Charter (Proposal)

& Gate Approval

Gate approval to start

Cost / Benefit analysis

Inputs from customers,

1-4 Week Sprint

Sprint Planning Meeting

The team commits to as

The Portfolio Wall

Slow Down in Order to do More

Agile Project Characteristics

Team Roles & Responsibilities

Delivery & Iteration Basics

Delivery Setup - Iteration Zero

Release & Iteration Planning

Tips & Tricks

Team Roles and Responsibilities

PM, IM, CM Involvement

Team Roles and Responsibilities

Agile Story Hierarchy

also called hills

Team Roles and Responsibilities

LeSS: Large Scale Scrum

Team Roles and Responsibilities

Scaled Agile Framework

The Agile Program Pattern

Team Roles and Responsibilities

Cross Functional Empowered Teams

Business SME (Customer)

Team Roles and Responsibilities

The Team (the doers)

The Product Owner

The Iteration Manager

The Project Manager

Team Roles and Responsibilities

Key Roles and Responsibilities

Team Roles and Responsibilities

Scaled Agile Framework

The key roles and responsibilities

Team Roles and Responsibilities

And shared ownership of client / user outcomes by teams

Team Roles and Responsibilities

Team Roles and Responsibilities

Product Owner Responsibilities

Voice of the customer/project sponsor

Team Roles and Responsibilities

Iteration Manager Responsibilities

Acts as guardian of the iteration process/framework

Works with team and PO to ensure quality is never compromised

Team Roles and Responsibilities