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ACADEMY Agile Program Fundamentals Course IAA2 Course Topics 1 Pattern introduction 2 Team Roles &

ACADEMY

Agile Program Fundamentals

Course IAA2

Course Topics

1

Pattern introduction

2

Team Roles & Responsibilities

3

Discovery 1

4

Discovery 2

5

Discovery 3

6

Delivery & Iteration Basics

7

Stories

8

Delivery Setup - Iteration Zero

9

Release & Iteration Planning

10

Iteration Execution

11

BVCs

12

Distributed Teams

13

Tips & Tricks

Pattern Introduction

Doing the Right Work & Doing the Work Right

Strategy Pattern

Program Pattern
Program Pattern

DISCOVERY SECTION

DELIVERY SECTION

Mission & Vision

Objectives & Goals

Strategic Initiatives

STRATEGIC PROGRAMS Portfolio funnel of work
STRATEGIC PROGRAMS
Portfolio funnel of work
Initiatives STRATEGIC PROGRAMS Portfolio funnel of work Doing the Right Work Doing the Work Right Operational
Initiatives STRATEGIC PROGRAMS Portfolio funnel of work Doing the Right Work Doing the Work Right Operational
Initiatives STRATEGIC PROGRAMS Portfolio funnel of work Doing the Right Work Doing the Work Right Operational

Doing the Right Work

Doing the Work Right

Operational Pattern

TEAM 1 1 2 3 4 5 6
TEAM 1
1
2
3
4
5
6
TEAM 2 1 2 3 4 5 6
TEAM 2
1
2
3
4
5
6
TEAM N 1 2 3 4 5 6
TEAM N
1
2
3
4
5
6

Pattern Introduction

Strategy

Pattern Introduction Strategy The Program Pattern used to launch and execute programs IDEA DISCOVER DELIVER Strategic

The Program Pattern used to launch and execute programs

IDEA DISCOVER DELIVER Strategic Initiative Problem Understand & Strategize Governance / Iteratively build, New
IDEA
DISCOVER
DELIVER
Strategic Initiative
Problem
Understand & Strategize
Governance /
Iteratively build,
New Requirement
Opportunity
Funding Gates
test & deliver
Enhancement
MOBILIZE
UNDERSTAND
EXPLORE /
STRATEGIZE
BUILD / TEST /
IMPLEMENT
MANAGE /
EVOLVE

Pattern Introduction

Discovery Practice

Iterate until done
Iterate until done
MOBILIZE UNDERSTAND EXPLORE / STRATEGIZE
MOBILIZE
UNDERSTAND
EXPLORE /
STRATEGIZE
BUILD / TEST / IMPLEMENT MANAGE / EVOLVE
BUILD / TEST /
IMPLEMENT
MANAGE /
EVOLVE

Discovery brief

Problem analysis

Solution options

Right stakeholders

Stakeholder analysis

Preferred solution

Gate approval to start

Desired outcome

Estimation

Bene ts Planning

Bene ts

Planning

Blockers

Cost / Bene t analysis

Scope

Scope

Program Charter (Proposal) & Gate Approval

Epics / Features / MVP

Risks & Dependencies

Program Charter (Proposal) & Gate Approval Epics / Features / MVP Risks & Dependencies Collaborate to

Collaborate to Elaborate

Pattern Introduction

E N O D L I T N U E T A R E T
E
N
O
D
L
I
T
N
U
E
T
A
R
E
T
I
Discovery Practice
Problem
Cost /
Bene t
Desired
Outcome
E
Plan
Blockers
T
A
DISCOVER
R
O
Estimate
Epics
B
Solution
A
Strategy
L
E
O
T
E
T
A
R
O
B
A
L
L
O
C
IDEA
IDEA
PROPOSE
PROPOSE

Pattern Introduction

Cone of Uncertainty

+ 100

0

-100

DISCOVERY

DELIVERY

Pattern Introduction C o n e o f U n c e r t a i
Pattern Introduction C o n e o f U n c e r t a i

D1

D2

D3

Pattern Introduction

Lifecycle of Delivery

Releases or phases Discovery Discovery Deliver 1 2 R1 Optional
Releases or
phases
Discovery
Discovery
Deliver
1
2
R1
Optional
Iteration 0 Iteration zero is the setup iteration
Iteration
0
Iteration zero
is the setup iteration

Iteration

1

Iteration

2

Iteration

n

At start of Iteration

Iteration Planning

Daily Standups

Work

Showcase

At end of Iteration

Retrospective

Pattern Introduction

Scrum

Inputs from customers, team, managers, execs

S c r u m Inputs from customers, team, managers, execs Product Owner Product Backlog A

Product Owner

Inputs from customers, team, managers, execs Product Owner Product Backlog A Prioritized List of what is

Product Backlog

A Prioritized List

of what is required:

features, bugs to x

Daily Standup Meeting 15-30 Minutes 1-4 Week Sprint Sprint end date and deliverable do not
Daily Standup Meeting
15-30 Minutes
1-4 Week Sprint
Sprint end date and
deliverable do not change
Scrum
Master
Team
Sprint Backlog
Sprint
Retrospective
Sprint Planning Meeting
Task Breakout
The team commits to as
much high priority backlog
as can be completed by the
end of the sprint
Finished Product
Product Increment

Sprint Review

LARGEMEDIUMSMALL

Pattern Introduction

The Portfolio Wall

NEW

XYZ

XYZ

e P o r t f o l i o W a l l NEW XYZ
e P o r t f o l i o W a l l NEW XYZ

AWAITING

DISCOVERY

APPROVAL

XYZ

a l l NEW XYZ XYZ AWAITING DISCOVERY APPROVAL XYZ AWAITING DISCOVERY RESOURCES XYZ XYZ XYZ
a l l NEW XYZ XYZ AWAITING DISCOVERY APPROVAL XYZ AWAITING DISCOVERY RESOURCES XYZ XYZ XYZ

AWAITING

DISCOVERY

RESOURCES

XYZ XYZ
XYZ
XYZ

XYZ

APPROVAL XYZ AWAITING DISCOVERY RESOURCES XYZ XYZ XYZ IN DISCOVERY XYZ AWAITING DISCOVERY APPROVAL XYZ

IN

DISCOVERY

XYZ

DISCOVERY RESOURCES XYZ XYZ XYZ IN DISCOVERY XYZ AWAITING DISCOVERY APPROVAL XYZ AWAITING DISCOVERY
DISCOVERY RESOURCES XYZ XYZ XYZ IN DISCOVERY XYZ AWAITING DISCOVERY APPROVAL XYZ AWAITING DISCOVERY

AWAITING

DISCOVERY

APPROVAL

XYZ

XYZ IN DISCOVERY XYZ AWAITING DISCOVERY APPROVAL XYZ AWAITING DISCOVERY RESOURCES XYZ XYZ XYZ IN
XYZ IN DISCOVERY XYZ AWAITING DISCOVERY APPROVAL XYZ AWAITING DISCOVERY RESOURCES XYZ XYZ XYZ IN

AWAITING

DISCOVERY

RESOURCES

XYZ

XYZ

XYZ

XYZ AWAITING DISCOVERY RESOURCES XYZ XYZ XYZ IN DELIVERY XYZ XYZ XYZ XYZ XYZ DEPARTMENT 1
XYZ AWAITING DISCOVERY RESOURCES XYZ XYZ XYZ IN DELIVERY XYZ XYZ XYZ XYZ XYZ DEPARTMENT 1

IN

DELIVERY

XYZ XYZ
XYZ
XYZ

XYZ

RESOURCES XYZ XYZ XYZ IN DELIVERY XYZ XYZ XYZ XYZ XYZ DEPARTMENT 1 DEPARTMENT 2 PRIORITIZED

XYZ

XYZ

DEPARTMENT 1

DEPARTMENT 2

PRIORITIZED LIST PRIORITIZED LIST
PRIORITIZED LIST
PRIORITIZED LIST

WAITING STAGES1XYZ XYZ XYZ XYZ XYZ DEPARTMENT 1 DEPARTMENT 2 PRIORITIZED LIST PRIORITIZED LIST IN FINAL DEPLOYMENT

IN

FINAL

DEPLOYMENT

XYZ

XYZ XYZ DEPARTMENT 1 DEPARTMENT 2 PRIORITIZED LIST PRIORITIZED LIST WAITING STAGES1 IN FINAL DEPLOYMENT XYZ
XYZ XYZ DEPARTMENT 1 DEPARTMENT 2 PRIORITIZED LIST PRIORITIZED LIST WAITING STAGES1 IN FINAL DEPLOYMENT XYZ

DONE

XYZ

XYZ XYZ DEPARTMENT 1 DEPARTMENT 2 PRIORITIZED LIST PRIORITIZED LIST WAITING STAGES1 IN FINAL DEPLOYMENT XYZ
XYZ XYZ DEPARTMENT 1 DEPARTMENT 2 PRIORITIZED LIST PRIORITIZED LIST WAITING STAGES1 IN FINAL DEPLOYMENT XYZ

Pattern Introduction

Slow Down in Order to do More

BACKLOG

IN PROGRESS

DONE

Slow Down in Order to do More BACKLOG IN PROGRESS DONE P P P P P
P
P
P P
P
P
Down in Order to do More BACKLOG IN PROGRESS DONE P P P P P P
P
P
P
P

P P

P P P P P P P P
P
P
P P
P
P
P
P
P P P
P
P
P
PROGRESS DONE P P P P P P P P P P P P P P
P
P
P
P
P P P P P
P
P
P
P
P
P P P P P P P P
P
P
P
P
P
P
P
P
P
P
P
P
P P P P P P P P P P P P P P P P
P
P
P P
P
P
P P
P
P

Minimize WIP by Managing the Funnel and not Overburdening

Pattern Introduction

Agile Project Characteristics

Loosely coupled tightly aligned Small cross functional teams (Incl. customer) Highly Iterative collaborative Self
Loosely coupled
tightly aligned
Small cross
functional teams
(Incl. customer)
Highly
Iterative
collaborative
Self
Facilitated and
managed
Authentic
Organizing
transparency
Pull work to
WIP limit
Flexible to
change
Disciplined
approach
Shared and
consistent
clarity of
purpose
Focused on
feedback &
continuous
improvement
ACADEMY Agile Program Fundamentals Course IAA2 Course Topics 1 Pattern introduction 2 Team Roles &

ACADEMY

Agile Program Fundamentals

Course IAA2

Course Topics

1

Pattern introduction

2

Team Roles & Responsibilities

3

Discovery 1

4

Discovery 2

5

Discovery 3

6

Delivery & Iteration Basics

7

Stories

8

Delivery Setup - Iteration Zero

9

Release & Iteration Planning

10

Iteration Execution

11

BVCs

12

Distributed Teams

13

Tips & Tricks

Team Roles and Responsibilities

Discovery 1
Discovery
1

PM, IM, CM Involvement

Discovery 2
Discovery
2
Deliver Operate R1
Deliver
Operate
R1
C M I n v o l v e m e n t Discovery 2 Deliver

Project Manager

Iteration Manager

Change Manager

Team Roles and Responsibilities

Agile Story Hierarchy

PROGRAM The Program
PROGRAM
The Program
PROJECT Project 1 Project 2
PROJECT
Project 1
Project 2
RELEASE Epic 1 Epic 2 Epic 1 Epic 2 also called “hills” and often limited
RELEASE
Epic 1
Epic 2
Epic 1
Epic 2
also called “hills”
and often limited to 3
ITERATION
Feature 1
Feature 2
Feature 1
Story 1
Story 1
Story 1

Story 1

Story 2 Task
Story 2 Task
Story 2

Story 2

Story 2 Task
Story 2 Task
Task

Task

Team Roles and Responsibilities

LeSS: Large Scale Scrum

Team Roles and Responsibilities L e S S : L a r g e S c

Team Roles and Responsibilities

Scaled Agile Framework

c a l e d A g i l e F r a m e w

The Agile Program Pattern can be applied to small and large piece of work

Team Roles and Responsibilities IM CORE 5-9 People Dedicated Cross Functional Empowered EXTENDED Business SME
Team Roles and Responsibilities
IM
CORE
5-9 People
Dedicated
Cross Functional
Empowered
EXTENDED
Business SME (Customer)
Analysts
Developers
Testers
Solution Architect
Key Stakeholders
External experts
Enterprise Architect

Cross Functional Empowered Teams

GOVERNANCE

Steering committee PMO

PM
PM

Team Roles and Responsibilities

Key Roles

TM
TM

The Team (the doer’s)

PO
PO

The Product Owner

IM
IM

The Iteration Manager

PM
PM

The Project Manager

CM
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 won’t be responsible for the

success of the project or product

Team Roles and Responsibilities Core IM SME TM PO Iteration Subject Team Product
Team Roles and Responsibilities
Core
IM
SME
TM
PO
Iteration
Subject
Team
Product

Mater

Owner

Expert
Expert

Manager

Key Roles and Responsibilities

Extended

PGMd R e s p o n s i b i l i t i e

PMR e s p o n s i b i l i t i e s

SH
SH

Program

Project

Stake

Manager

Manager

Holder

CM Change
CM
Change

Manager

EXPProject Stake Manager Manager Holder CM Change Manager Experts Steering SC Steering Committee SP Sponsor

Experts

Steering

SCProject Stake Manager Manager Holder CM Change Manager EXP Experts Steering Steering Committee SP Sponsor

Steering

Committee

SPProject Stake Manager Manager Holder CM Change Manager EXP Experts Steering SC Steering Committee Sponsor

Sponsor

Team Roles and Responsibilities

Scaled Agile Framework

The key roles and responsibilities in an Agile Project Team?

EXP

SH

IM

PO

SME

core

TM

extended

Team 1

EXP

SH

Sometimes called “PODS”

IM

PO

SME

core

TM

extended

Team 2

Agile Program

Agile Project 1

PGM

PM

Team 1 EXP SH Sometimes called “PODS” IM PO SME core TM extended Team 2 Agile

Team 1 EXP SH Sometimes called “PODS” IM PO SME core TM extended Team 2 Agile

SC

SP

Team Roles and Responsibilities

Shared Ownership

S h a r e d O w n e r s h i p Product
Product Management
Product Management
Operations Inside Sales Marketing
Operations
Inside Sales
Marketing
Support
Support
Code
Code
Test
Test
Design
Design

…And shared ownership of client / user outcomes by teams

Team Roles and Responsibilities

Team Roles and Responsibilities T e a m R e s p o n s i

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

Team Roles and Responsibilities

Product Owner Responsibilities

PO
PO
IM
IM

Product Owner

PM
PM
CM
CM

• Voice of the customer/project sponsor

• De nes features of the product

• Responsible for the pro tability 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

Team Roles and Responsibilities

Iteration Manager Responsibilities

IM
IM
PO
PO
PM
PM
Iteration Manager PM IM core extended
Iteration Manager
PM
IM
core
extended
CM
CM

• Servant leadership/facilitation of the Core team – POD – during delivery and deployment

• Helps remove impediments

• 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

• 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

Team Roles and Responsibilities

Project Manager Responsibilities

PM
PM
PO
PO
IM
IM
CM
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

Team Roles and Responsibilities

CM
CM
PO
PO
IM
IM
PM
PM

Change Manager

IM POD1
IM
POD1
IM POD 2
IM
POD 2
CM
CM

CM POD

PM
PM

Change Manager Responsibilities

• Facilitates and manages the roll out and implementation of the project outcomes.

• 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

• Works closely with all the other IMs

• Works Agile

Team Roles and Responsibilities

Line Management

What are the roles of SP SC Line Management and how do they interact with
What are the roles of
SP
SC
Line Management
and how do they
interact with the
Agile Program
PGM
Executive
team?
Agile Project 1
PM
EXP
MGR
SH
TM
SME
2
IM
core
extended
First Line
Manager
3
PO
4
Team 1

Team Roles and Responsibilities

Steering Committee

Agile Program PGM PO Agile Project 1 PM IM EXP TM SME SH core extended
Agile Program
PGM
PO
Agile Project 1
PM
IM
EXP
TM
SME
SH
core
extended
Team 1
SP
SP
SC
SC

Steering Committee

• Chaired by Sponsor

• Senior Execs from the BU executing the project/program

• Senior impacted BU executives – (Customers)

• Senior execs of partners or key suppliers

• Risk and Compliance (optional)

ENVISION

INSPIRE

CHALLENGE

SERVE

Team Roles and Responsibilities

Decision Work Groups

SP
SP
SC
SC
Agile Program PGM PO Agile Project 1 PM IM EXP TM SME SH core extended
Agile Program
PGM
PO
Agile Project 1
PM
IM
EXP
TM
SME
SH
core
extended
Team 1

Decision Work Groups

Senior decision makers from the business / customer groups

also called

Product Owner Forum

To quickly make decision when there are multiple customers with con icting of large bureaucratic processes to cut through.

Team Roles and Responsibilities

Product Owner

Product Owner Sponsor

and Responsibilities Product Owner Product Owner Sponsor W h o i s R e s p
and Responsibilities Product Owner Product Owner Sponsor W h o i s R e s p
and Responsibilities Product Owner Product Owner Sponsor W h o i s R e s p

Who is Responsible for Bene ts?

Bene ts identi cation? Bene ts estimation? Bene ts scoping? Ensuring the solution can deliver the bene ts expected?

Bene ts tracking? Bene ts harvesting?

Team Roles and Responsibilities

Leadership Style

Situational Leadership Model

High s3 Low Directive and High s2 High Directive and High Supportive Behavior Supportive Behavior
High
s3
Low Directive and High
s2
High Directive and High
Supportive Behavior
Supportive Behavior
Supporting
Coaching
Delegating
Directing
s4
Low Directive and Low
s1
High Directive and Low
Supportive Behavior
Supportive Behavior
Low
High
Supportive Behavior

Directive Behavior

The Situational Leadership Model is a technique used to align leadership styles with individual differences.

s1
s1

Followers generally lack the skills required for the task but are eager to learn and willing to take direction

s2
s2

Followers have some of the skills needed, but lack any real understanding of how to complete the task. These people can’t succeed without some help

s3
s3

Followers are capable, but lack the con dence or motivation to complete the task on their own

s4
s4

Followers are skilled and even experienced at a task, and they are con dent and motivated.

Team Roles and Responsibilities

What are the Characteristics on an

Agile Project Team?

Agile Project Team Characteristics

1 Small
1
Small
4 Dedicated & committed team members
4
Dedicated &
committed team members
7 Structured with a PM, IM, SME and Product Owner.
7
Structured with a PM, IM,
SME and Product Owner.
2 Cross functional
2
Cross
functional
5 Single outcome that is shared and clearly understood by all team members
5
Single outcome that is shared
and clearly understood by all
team members
8 Clear decision making responsibilities
8
Clear decision making
responsibilities
3 Core & cross-tended
3
Core &
cross-tended
6 Very supportive and do whatever is needed to help reach the outcomes
6
Very supportive and do
whatever is needed to help
reach the outcomes
9 All team members collaborate and contribute continuously and effectively
9
All team members
collaborate and contribute
continuously and effectively
ACADEMY Agile Program Fundamentals Course IAA2 Course Topics 1 Pattern introduction 2 Team Roles &

ACADEMY

Agile Program Fundamentals

Course IAA2

Course Topics

1

Pattern introduction

2

Team Roles & Responsibilities

3

Discovery 1

4

Discovery 2

5

Discovery 3

6

Delivery & Iteration Basics

7

Stories

8

Delivery Setup - Iteration Zero

9

Release & Iteration Planning

10

Iteration Execution

11

BVCs

12

Distributed Teams

13

Tips & Tricks

Discovery 1

The Program Pattern used to launch and execute programs

Strategy

Pattern used to launch and execute programs Strategy IDEA DISCOVER DELIVER Strategic Initiative Problem
IDEA DISCOVER DELIVER Strategic Initiative Problem Understand & Strategize Governance / Iteratively build, New
IDEA
DISCOVER
DELIVER
Strategic Initiative
Problem
Understand & Strategize
Governance /
Iteratively build,
New Requirement
Opportunity
Funding Gates
test & deliver
Enhancement
MOBILIZE
UNDERSTAND
EXPLORE /
STRATEGIZE
BUILD / TEST /
IMPLEMENT
MANAGE /
EVOLVE

Discovery 1

Discovery Practice

Iterate until done
Iterate until done
MOBILIZE UNDERSTAND EXPLORE / STRATEGIZE
MOBILIZE
UNDERSTAND
EXPLORE /
STRATEGIZE
BUILD / TEST / IMPLEMENT MANAGE / EVOLVE
BUILD / TEST /
IMPLEMENT
MANAGE /
EVOLVE

Discovery brief

Problem analysis

Solution options

Right stakeholders

Stakeholder analysis

Preferred solution

Gate approval to start

Desired outcome

Estimation

Bene ts Planning

Bene ts

Planning

Blockers

Cost / Bene t analysis

Scope

Scope

Program Charter (Proposal) & Gate Approval

Epics / Features / MVP

Risks & Dependencies

Program Charter (Proposal) & Gate Approval Epics / Features / MVP Risks & Dependencies Collaborate to

Collaborate to Elaborate

Discovery 1

M2.2 - Purpose and Bene ts Why should we do the discovery practice?

Objectives

Shared and deeper understanding Business Case Cost/ Bene t? Explore Options
Shared and
deeper
understanding
Business Case
Cost/ Bene t?
Explore
Options
Assign scarce resource to the right initiative Prioritise & Manage the funnel
Assign scarce
resource to the
right initiative
Prioritise &
Manage the
funnel

Bene ts

Improved ROI
Improved
ROI
Better Designs Better Products
Better
Designs
Better
Products
Highly Productive Teams
Highly
Productive
Teams
Faster Time to Market
Faster
Time to
Market
Happier People
Happier
People

Discovery 1

M2.3 - Input to Discovery What is the Minimum Input needed for the Discovery Practice?

o v e r y What is the Minimum Input needed for the Discovery Practice? 1-2

1-2 Hours Max! Filled in by the initiator

Discovery 1

Contents of the Discovery Brief

Summary

Problem Statement

Strategic Alignment

Wish Date

Cost Appetite

Sponsor

Pain Impact

Solution Options

Urgency

Initiative Size

Initiator

Bene t Estimate

Constraints

Criticality

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

Initiator Key Stakeholders Key Experts

Sponsor ( Part time)

When

As soon as all the key people are available

As soon as Discovery is approved if there is a gate check before discovery

How Long

Run in a facilitated workshop setting

Can be multiple workshops with breaks in between 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 Not Paint By Numbers - Think!

Discovery 1

Analyzing the Problem

Problem Grouping

Impact Analysis ( So What?)

Root Cause Analysis ( How Come?)

Discovery 1

Stakeholder Analysis

Who is the customer? ( Internal + External)

High level Value Stream Map

IMPACT
IMPACT

Stakeholder mapping

INFLUENCE

Discovery 1

Other Examples of Stakeholder Analysis

HIGH

B KEEP MANAGE SATISFIED CLOSELY H A F POWER G C MONITOR ( MINIMUM EFFORT)
B
KEEP
MANAGE
SATISFIED
CLOSELY
H
A
F
POWER
G
C
MONITOR
( MINIMUM EFFORT)
KEEP
INFORMED
E
D
LOW
LOW
INTEREST

HIGH

EXAMPLE OF A POWER/INTEREST GRID Source: Pmbok, Fourth Edition

It is critical that you understand the ‘positioning’ of your stakeholders.

Other ‘positioning’ techniques:

Power/ In uence In uence/ Impact

Time is a precious commodity, manage it wisely.

Discovery 1

Value Proposition Canvas

VALUE PROPOSITION Gain Creators Products & Services Pain Relievers
VALUE PROPOSITION
Gain
Creators
Products &
Services
Pain
Relievers

DR. ALEX OSTERWALDER & DR. YES PIGNEUR Created by 470 practitioners from 45 countries

T N E M G E S R E M O Gains T S Customer
T
N
E
M
G
E
S
R
E
M
O
Gains
T
S
Customer
Job(s)
U
DISCOVER
C
Pains

Discovery 1

De ning the Desired Outcome & Bene ts

Business Outcomes
Business Outcomes
Business Outcomes
Business Outcomes

Business Outcomes

Business Outcomes
Business Outcomes
Business Outcomes
Business Outcomes

S

peci c

M

easurable

A

ttainable

R

ealisable

T

raceable

SMART Requirements

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

Measureable when at all possible. Once the system/process has been constructed, it can be veri ed that this requirement has been met.

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

Estimated Bene ts

Each business outcome must have one or more

estimated $$ value bene ts

must have one or more estimated $$ value bene ts SMART Goals Each objective should have

SMART Goals

Each objective should have one or more SMART goals

(Speci c: Measureable, Actionable, Realistic, Time bound)

ACADEMY Agile Program Fundamentals Course IAA2 Course Topics 1 Pattern introduction 2 Team Roles &

ACADEMY

Agile Program Fundamentals

Course IAA2

Course Topics

1

Pattern introduction

2

Team Roles & Responsibilities

3

Discovery 1

4

Discovery 2

5

Discovery 3

6

Delivery & Iteration Basics

7

Stories

8

Delivery Setup - Iteration Zero

9

Release & Iteration Planning

10

Iteration Execution

11

BVCs

12

Distributed Teams

13

Tips & Tricks

Discovery 2

Discovery Practice

Iterate until done
Iterate until done
MOBILIZE UNDERSTAND EXPLORE / STRATEGIZE
MOBILIZE
UNDERSTAND
EXPLORE /
STRATEGIZE
until done MOBILIZE UNDERSTAND EXPLORE / STRATEGIZE Discovery brief Problem analysis Solution options
until done MOBILIZE UNDERSTAND EXPLORE / STRATEGIZE Discovery brief Problem analysis Solution options

Discovery brief

Problem analysis

Solution options

Right stakeholders

Stakeholder analysis

Preferred solution

Gate approval to start

Desired outcome

Estimation

Bene ts Planning

Bene ts

Planning

Blockers

Cost / Bene t analysis

Scope

Scope

Epics / Features / MVP

Risks & Dependencies

Scope Epics / Features / MVP Risks & Dependencies Collaborate to Elaborate BUILD / TEST /

Collaborate to Elaborate

BUILD / TEST / IMPLEMENT MANAGE / EVOLVE
BUILD / TEST /
IMPLEMENT
MANAGE /
EVOLVE

Program Charter (Proposal) & Gate Approval

Discovery 2

Identifying the Blockers

How should we identify the blockers to success?

X

You are Here

01
01
02
02

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?

EPIC 1

Those big pieces of work that need to be done to achieve the desired outcome! Normally somewhere between 2-7 epics!

EPIC 2

EPIC 3

EPIC 4

EPIC 5

Discovery 2

Features and MVP Epics and Features

Generating Features

Solution Aspects

EPIC 1

EPIC 2

EPIC 3

Technology Org. Process Capability build MVP 1 Feature Feature Feature Feature Feature Feature Feature Feature
Technology
Org. Process
Capability build
MVP 1
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature

Use:

Design thinking Process maps Brainstorming

Discovery 2

Risks

HIGH

IMPACT

LOW

Discovery 2 R i s k s HIGH IMPACT LOW HIGH IMPACT HIGH PROBABILITY HIGH IMPACT

HIGH IMPACT HIGH PROBABILITY

HIGH IMPACT HIGH PROBABILITY

2 R i s k s HIGH IMPACT LOW HIGH IMPACT HIGH PROBABILITY HIGH IMPACT HIGH

LOW

PROBABILITY

HIGH

Discovery 2

Dependencies

Program

 

Internal

External

Technology

Technology
 
Technology  
People    

People

   
People    

Process

   

Discovery 2

Solution Options How to craft a solution strategy?

Design Thinking:

“Determine the real problem

Consider a wide range of potential solutions

Converge on a proposal.”

DIVERGE

of potential solutions Converge on a proposal.” DIVERGE CREATE CHOICES CONVERGE MAKE CHOICES THE CENTER FOR

CREATE CHOICES

solutions Converge on a proposal.” DIVERGE CREATE CHOICES CONVERGE MAKE CHOICES THE CENTER FOR CREATIVE EMERGENCE

CONVERGE

Converge on a proposal.” DIVERGE CREATE CHOICES CONVERGE MAKE CHOICES THE CENTER FOR CREATIVE EMERGENCE

MAKE CHOICES

a proposal.” DIVERGE CREATE CHOICES CONVERGE MAKE CHOICES THE CENTER FOR CREATIVE EMERGENCE www.creativeemergence.com

THE CENTER FOR CREATIVE EMERGENCE www.creativeemergence.com

CREATIVE THINKING enhance generate fantasize build on others: go big and wide increase “yes-and” defer
CREATIVE THINKING
enhance
generate
fantasize
build on others:
go big and wide
increase
“yes-and”
defer judgment
combine
Explore
Imagine
engage
play with
integrate
possiblities
Enlarge roles &
perspectives
visualize
DIVERGE
Expanding the playing eld
seek out the
unusual
clarify
CONVERGE
Narrowing the playing eld
rate by criteria
af rmative judgement:
make sense of
decrease
discernment
select
categorize
hone in/focus
decisions
guidelines
connect
reduce
connect
cluster

Discovery 2

Preferred Solution How to select a solution strategy?

Analyze all aspects.

Tech

Solution

People

++

Process

+

Option 1

a solution strategy? Analyze all aspects. Tech Solution People ++ Process + Option 1 Option 2

Option 2

a solution strategy? Analyze all aspects. Tech Solution People ++ Process + Option 1 Option 2

Option 3

-

++

+

++

+

++

++

Discovery 2

Preferred Solution How to select a solution strategy?

Intel consensus model

NO YES YES but Don’t Know
NO
YES
YES but
Don’t Know
ACADEMY Agile Program Fundamentals Course IAA2 Course Topics 1 Pattern introduction 2 Team Roles &

ACADEMY

Agile Program Fundamentals

Course IAA2

Course Topics

1

Pattern introduction

2

Team Roles & Responsibilities

3

Discovery 1

4

Discovery 2

5

Discovery 3

6

Delivery & Iteration Basics

7

Stories

8

Delivery Setup - Iteration Zero

9

Release & Iteration Planning

10

Iteration Execution

11

BVCs

12

Distributed Teams

13

Tips & Tricks

Discovery 3

Discovery Practice

Iterate until done
Iterate until done
MOBILIZE UNDERSTAND EXPLORE / STRATEGIZE
MOBILIZE
UNDERSTAND
EXPLORE /
STRATEGIZE
BUILD / TEST / IMPLEMENT MANAGE / EVOLVE
BUILD / TEST /
IMPLEMENT
MANAGE /
EVOLVE

Discovery brief

Problem analysis

Solution options

Right stakeholders

Stakeholder analysis

Preferred solution

Gate approval to start

Desired outcome

Estimation

Bene ts Planning

Bene ts

Planning

Blockers

Cost / Bene t analysis

Scope

Scope

Program Charter (Proposal) & Gate Approval

Epics / Features / MVP

Risks & Dependencies

Program Charter (Proposal) & Gate Approval Epics / Features / MVP Risks & Dependencies Collaborate to

Collaborate to Elaborate

Discovery 3

Estimating and costing the work How should we estimate the work and costs?

XS
XS
L
L
S
S
XL
XL
M
M
XXL
XXL

Discovery 3

M1.1.1 - Planning: Work and team breakdown

Scope Breakdown Epic Feature Story

Work and team breakdown Scope Breakdown Epic Feature Story ITERATIVE DESIGN Scope Breakdown Epic Feature Story

ITERATIVE DESIGN

Scope Breakdown Epic Feature Story ITERATIVE DESIGN Scope Breakdown Epic Feature Story Team Breakdown Program
Scope Breakdown Epic Feature Story ITERATIVE DESIGN Scope Breakdown Epic Feature Story Team Breakdown Program

Scope Breakdown Epic Feature Story

Team Breakdown Program Project Stream Team
Team Breakdown
Program
Project
Stream
Team

Discovery 3

The Lifecycle of Delivery

Releases or phases Discovery Discovery Deliver 1 2 R1 Optional Iteration Iteration Iteration Iteration 0
Releases or
phases
Discovery
Discovery
Deliver
1
2
R1
Optional
Iteration
Iteration
Iteration
Iteration
0
1
2
n
Iteration zero
is the setup iteration

READY

0 1 2 n Iteration zero is the setup iteration READY RUN WRAP At start of

RUN

0 1 2 n Iteration zero is the setup iteration READY RUN WRAP At start of

WRAP

2 n Iteration zero is the setup iteration READY RUN WRAP At start of Iteration Iteration
2 n Iteration zero is the setup iteration READY RUN WRAP At start of Iteration Iteration

At start of Iteration

Iteration Planning

Daily Standups

READY RUN WRAP At start of Iteration Iteration Planning Daily Standups Work Showcase At end of
READY RUN WRAP At start of Iteration Iteration Planning Daily Standups Work Showcase At end of
READY RUN WRAP At start of Iteration Iteration Planning Daily Standups Work Showcase At end of

Work

READY RUN WRAP At start of Iteration Iteration Planning Daily Standups Work Showcase At end of
READY RUN WRAP At start of Iteration Iteration Planning Daily Standups Work Showcase At end of

Showcase

At end of Iteration

Retrospective

Discovery 3

M3.3 - Planning the work How should we plan the work?

MVP 1 MVP 2 M0 M1 M2 M3 M4 M5 M6 Q + 1 Q
MVP 1
MVP 2
M0
M1
M2
M3
M4
M5
M6
Q + 1
Q + 2
Q + 3
Q + 4
Team 1
setup
Release 1
Release
2
Team 2
setup
Release
1
Team 3
setup
Release 1

Discovery 3

Cost Bene t Analysis Should we do this piece of work? Is it feasible?

BENEFITS

Best Case

Base Case

Worst Case

this piece of work? Is it feasible? BENEFITS Best Case Base Case Worst Case Best Case

Best Case

this piece of work? Is it feasible? BENEFITS 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?

the Discovery practice and make a business proposal? Keep it simple! Use pictures and powerpoint to

Keep it simple!

Use pictures and powerpoint to document the outputs.

Discovery 3

Cone of Uncertainty

+ 100

0

-100

DISCOVERY

DELIVERY

Discovery 3 Cone of Uncertainty + 100 0 -100 DISCOVERY DELIVERY D1 D2 D3
Discovery 3 Cone of Uncertainty + 100 0 -100 DISCOVERY DELIVERY D1 D2 D3

D1

D2

D3

ACADEMY Agile Program Fundamentals Course IAA2 Course Topics 1 Pattern introduction 2 Team Roles &

ACADEMY

Agile Program Fundamentals

Course IAA2

Course Topics

1

Pattern introduction

2

Team Roles & Responsibilities

3

Discovery 1

4

Discovery 2

5

Discovery 3

6

Delivery & Iteration Basics

7

Stories

8

Delivery Setup - Iteration Zero

9

Release & Iteration Planning

10

Iteration Execution

11

BVCs

12

Distributed Teams

13

Tips & Tricks

LARGEMEDIUMSMALL

Delivery and Iteration Basics

The Portfolio Wall

NEW

XYZ

XYZ

and Iteration Basics The Portfolio Wall NEW XYZ XYZ AWAITING DISCOVERY APPROVAL XYZ AWAITING DISCOVERY
and Iteration Basics The Portfolio Wall NEW XYZ XYZ AWAITING DISCOVERY APPROVAL XYZ AWAITING DISCOVERY

AWAITING

DISCOVERY

APPROVAL

XYZ

Wall NEW XYZ XYZ AWAITING DISCOVERY APPROVAL XYZ AWAITING DISCOVERY RESOURCES XYZ XYZ XYZ IN DISCOVERY
Wall NEW XYZ XYZ AWAITING DISCOVERY APPROVAL XYZ AWAITING DISCOVERY RESOURCES XYZ XYZ XYZ IN DISCOVERY

AWAITING

DISCOVERY

RESOURCES

XYZ XYZ
XYZ
XYZ

XYZ

APPROVAL XYZ AWAITING DISCOVERY RESOURCES XYZ XYZ XYZ IN DISCOVERY XYZ AWAITING DISCOVERY APPROVAL XYZ

IN

DISCOVERY

XYZ

DISCOVERY RESOURCES XYZ XYZ XYZ IN DISCOVERY XYZ AWAITING DISCOVERY APPROVAL XYZ AWAITING DISCOVERY
DISCOVERY RESOURCES XYZ XYZ XYZ IN DISCOVERY XYZ AWAITING DISCOVERY APPROVAL XYZ AWAITING DISCOVERY

AWAITING

DISCOVERY

APPROVAL

XYZ

XYZ IN DISCOVERY XYZ AWAITING DISCOVERY APPROVAL XYZ AWAITING DISCOVERY RESOURCES XYZ XYZ XYZ IN
XYZ IN DISCOVERY XYZ AWAITING DISCOVERY APPROVAL XYZ AWAITING DISCOVERY RESOURCES XYZ XYZ XYZ IN

AWAITING

DISCOVERY

RESOURCES

XYZ

XYZ

XYZ

XYZ AWAITING DISCOVERY RESOURCES XYZ XYZ XYZ IN DELIVERY XYZ XYZ XYZ XYZ XYZ DEPARTMENT 1
XYZ AWAITING DISCOVERY RESOURCES XYZ XYZ XYZ IN DELIVERY XYZ XYZ XYZ XYZ XYZ DEPARTMENT 1

IN

DELIVERY

XYZ XYZ
XYZ
XYZ

XYZ

RESOURCES XYZ XYZ XYZ IN DELIVERY XYZ XYZ XYZ XYZ XYZ DEPARTMENT 1 DEPARTMENT 2 PRIORITIZED

XYZ

XYZ

DEPARTMENT 1

DEPARTMENT 2

PRIORITIZED LIST PRIORITIZED LIST
PRIORITIZED LIST
PRIORITIZED LIST

WAITING STAGES1XYZ XYZ XYZ XYZ XYZ DEPARTMENT 1 DEPARTMENT 2 PRIORITIZED LIST PRIORITIZED LIST IN FINAL DEPLOYMENT

IN

FINAL

DEPLOYMENT

XYZ

XYZ XYZ DEPARTMENT 1 DEPARTMENT 2 PRIORITIZED LIST PRIORITIZED LIST WAITING STAGES1 IN FINAL DEPLOYMENT XYZ
XYZ XYZ DEPARTMENT 1 DEPARTMENT 2 PRIORITIZED LIST PRIORITIZED LIST WAITING STAGES1 IN FINAL DEPLOYMENT XYZ

DONE

XYZ

XYZ XYZ DEPARTMENT 1 DEPARTMENT 2 PRIORITIZED LIST PRIORITIZED LIST WAITING STAGES1 IN FINAL DEPLOYMENT XYZ
XYZ XYZ DEPARTMENT 1 DEPARTMENT 2 PRIORITIZED LIST PRIORITIZED LIST WAITING STAGES1 IN FINAL DEPLOYMENT XYZ

Delivery and Iteration Basics

1
1

THE WORK

Approved project scope

Setting up for Success

2
2

RESOURCING

The team

The PM & IM

The Customer – Product

Owner

$$ - Budgets

Facility – space

Delivery and Iteration Basics

The Lifecycle of Delivery

Releases or phases Discovery Discovery Deliver 1 2 R1 Optional Iteration Iteration Iteration Iteration 0
Releases or
phases
Discovery
Discovery
Deliver
1
2
R1
Optional
Iteration
Iteration
Iteration
Iteration
0
1
2
n
Iteration zero
is the setup iteration

READY

0 1 2 n Iteration zero is the setup iteration READY RUN WRAP At start of

RUN

0 1 2 n Iteration zero is the setup iteration READY RUN WRAP At start of

WRAP

2 n Iteration zero is the setup iteration READY RUN WRAP At start of Iteration Iteration
2 n Iteration zero is the setup iteration READY RUN WRAP At start of Iteration Iteration

At start of Iteration

Iteration Planning

Daily Standups

READY RUN WRAP At start of Iteration Iteration Planning Daily Standups Work Showcase At end of
READY RUN WRAP At start of Iteration Iteration Planning Daily Standups Work Showcase At end of
READY RUN WRAP At start of Iteration Iteration Planning Daily Standups Work Showcase At end of

Work

READY RUN WRAP At start of Iteration Iteration Planning Daily Standups Work Showcase At end of
READY RUN WRAP At start of Iteration Iteration Planning Daily Standups Work Showcase At end of

Showcase

At end of Iteration

Retrospective

Delivery and Iteration Basics

Scrum

Inputs from customers, team, managers, execs

Basics Scrum Inputs from customers, team, managers, execs Product Owner Product Backlog A Prioritized List of

Product Owner

Inputs from customers, team, managers, execs Product Owner Product Backlog A Prioritized List of what is

Product Backlog

A Prioritized List

of what is required:

features, bugs to x

Daily Standup Meeting 15-30 Minutes 1-4 Week Sprint Sprint end date and deliverable do not
Daily Standup Meeting
15-30 Minutes
1-4 Week Sprint
Sprint end date and
deliverable do not change
Scrum
Master
Team
Sprint Backlog
Sprint
Retrospective
Sprint Planning Meeting
Task Breakout
The team commits to as
much high priority backlog
as can be completed by the
end of the sprint
Finished Product
Product Increment

Sprint Review

ACADEMY Agile Program Fundamentals Course IAA2 Course Topics 1 Pattern introduction 2 Team Roles &

ACADEMY

Agile Program Fundamentals

Course IAA2

Course Topics

1

Pattern introduction

2

Team Roles & Responsibilities

3

Discovery 1

4

Discovery 2

5

Discovery 3

6

Delivery & Iteration Basics

7

Stories

8

Delivery Setup - Iteration Zero

9

Release & Iteration Planning

10

Iteration Execution

11

BVCs

12

Distributed Teams

13

Tips & Tricks

Stories

Agile Story Hierarchy

PROGRAM The Program
PROGRAM
The Program
PROJECT Project 1 Project 2
PROJECT
Project 1
Project 2
RELEASE Epic 1 Epic 2 Epic 1 Epic 2 also called “hills” and often limited
RELEASE
Epic 1
Epic 2
Epic 1
Epic 2
also called “hills”
and often limited to 3
ITERATION
Feature 1
Feature 2
Feature 1
Story 1
Story 1
Story 1

Story 1

Story 2 Task
Story 2 Task
Story 2

Story 2

Story 2 Task
Story 2 Task
Task

Task

Stories

The Story starts with a card, then a conversation

Stories The Story starts with a card, then a conversation

Stories

The Life of a Story

Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning

ELABORATION

Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning

ELICITATION

Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning

EXECUTION

Prioritization

Estimation

Planning

Stories

Stories Personas Process Outcomes Story Identi cation Feature breakdown Design Thinking Practices Business Canvas Value

Personas

Process

Outcomes

Story Identi cation

Feature breakdown

Design Thinking Practices

Business Canvas

Value Stream Mapping (as-is and to-be)

Brainstorming

User/customer interviews

Stories

The Life of a Story

Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning

ELABORATION

Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning

ELICITATION

Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning

EXECUTION

Prioritization

Estimation

Planning

Stories

ALWAYS

Story Elaboration

SOMETIMES

ID

Narrative

Title

Lo- Prototype

Acceptance Criteria

Assumptions

Relative Size Estimate

Constraints

LESS OFTEN

Technical Design

Data Model

Link to High Level Scenarios

GUI Design

Collaborate to Elaborate

Stories

ATDD - TDD

Acceptance Test Test Case
Acceptance Test Test Case
Acceptance Test Test Case
Acceptance Test Test Case
Acceptance Test Test Case
Acceptance Test
Acceptance Test

Acceptance Test

Acceptance Test
Acceptance Test Test Case
Acceptance Test Test Case
Acceptance Test Test Case
Acceptance Test Test Case
Acceptance Test Test Case
Acceptance Test Test Case
Acceptance Test Test Case
Acceptance Test Test Case
Acceptance Test Test Case
Acceptance Test Test Case
Test Case

Test Case

Acceptance Test Test Case
Acceptance Test Test Case
Acceptance Test Test Case
Acceptance Test Test Case

Collaborate to Elaborate

Stories

The Life of a Story

Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning

ELABORATION

Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning

ELICITATION

Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Stories The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning

EXECUTION

Prioritization

Estimation

Planning

Stories

Story Writing

Who

What

Why

As a I want So that

Stories Story Writing Who What Why As a I want So that Personas Process Outcomes

Personas

Process

Outcomes

ACADEMY Agile Program Fundamentals Course IAA2 Course Topics 1 Pattern introduction 2 Team Roles &

ACADEMY

Agile Program Fundamentals

Course IAA2

Course Topics

1

Pattern introduction

2

Team Roles & Responsibilities

3

Discovery 1

4

Discovery 2

5

Discovery 3

6

Delivery & Iteration Basics

7

Stories

8

Delivery Setup - Iteration Zero

9

Release & Iteration Planning

10

Iteration Execution

11

BVCs

12

Distributed Teams

13

Tips & Tricks

Delivery and Iteration Basics

Delivery Setup- Iteration Zero

Iteration Zero

 

Shared understanding of Agile- Team Training

 
 
Shared understanding of the project

Shared understanding of the project

Social contract

Social contract

Story Elaboration - Max 2 iterations ahead

Story Elaboration - Max 2 iterations ahead

Architecture and Design

Architecture and Design

Standards & guidelines

Standards & guidelines

Tools and environment provisioning

Tools and environment provisioning

Detailed Release Planning

 
Architecture and Design Standards & guidelines Tools and environment provisioning Detailed Release Planning  

How long should it take?

“Just enough to start.”

ACADEMY Agile Program Fundamentals Course IAA2 Course Topics 1 Pattern introduction 2 Team Roles &

ACADEMY

Agile Program Fundamentals

Course IAA2

Course Topics

1 Pattern introduction

2 Team Roles & Responsibilities

3

Discovery 1

4

Discovery 2

5

Discovery 3

6

Delivery & Iteration Basics

7

Stories

8

Delivery Setup - Iteration Zero

9

Release & Iteration Planning

10 Iteration Execution

11 BVCs

12 Distributed Teams

13 Tips & Tricks

Release & Iteration Planning

The Life of a Story

Release & Iteration Planning The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Release & Iteration Planning The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning

ELABORATION

Release & Iteration Planning The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Release & Iteration Planning The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Release & Iteration Planning The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Release & Iteration Planning The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning

ELICITATION

Release & Iteration Planning The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning
Release & Iteration Planning The Life of a Story ELABORATION ELICITATION EXECUTION Prioritization Estimation Planning

EXECUTION

Prioritization

Estimation

Planning

Release & Iteration Planning

Planning

“As the team we need a release plan so that we can set ourselves targets & milestones and socialise delivery projections with our stakeholders”

 
  Prioritise features and stories

Prioritise features and stories

Estimate features and stories

Estimate features and stories

Estimate velocity

Estimate velocity

Fill the iteration buckets

Fill the iteration buckets

Cater for contingency

Cater for contingency

Set up the release wall

Estimate features and stories Estimate velocity Fill the iteration buckets Cater for contingency Set up the

Release & Iteration Planning

Ready

Iteration 1

Iteration 2

Iteration 3

Iteration Planning Ready Iteration 1 Iteration 2 Iteration 3 5th 16th November   19th 30th November
Iteration Planning Ready Iteration 1 Iteration 2 Iteration 3 5th 16th November   19th 30th November
Iteration Planning Ready Iteration 1 Iteration 2 Iteration 3 5th 16th November   19th 30th November

5th

5th 16th

16th

November

 

19th

19th 30th

30th

November

 

3rd

3rd 14th

14th

December

 
Prioritise features and stories Prioritise features and stories Prioritise features and stories

Prioritise features and stories

Prioritise features and stories Prioritise features and stories Prioritise features and stories

Prioritise features and stories

Prioritise features and stories Prioritise features and stories Prioritise features and stories

Prioritise features and stories

Estimate features and stories Estimate features and stories Estimate features and stories

Estimate features and stories

Estimate features and stories Estimate features and stories Estimate features and stories

Estimate features and stories

Estimate features and stories Estimate features and stories Estimate features and stories

Estimate features and stories

Estimate velocity Estimate velocity Estimate velocity

Estimate velocity

Estimate velocity Estimate velocity Estimate velocity

Estimate velocity

Estimate velocity Estimate velocity Estimate velocity

Estimate velocity

Fill the iteration buckets Fill the iteration buckets Fill the iteration buckets

Fill the iteration buckets

Fill the iteration buckets Fill the iteration buckets Fill the iteration buckets

Fill the iteration buckets

Fill the iteration buckets Fill the iteration buckets Fill the iteration buckets

Fill the iteration buckets

Cater for contingency Cater for contingency Cater for contingency

Cater for contingency

Cater for contingency Cater for contingency Cater for contingency

Cater for contingency

Cater for contingency Cater for contingency Cater for contingency

Cater for contingency

Set up the release wall Set up the release wall Set up the release wall

Set up the release wall

Set up the release wall Set up the release wall Set up the release wall

Set up the release wall

Set up the release wall Set up the release wall Set up the release wall

Set up the release wall

Total = x

Total = x

Total = x

Release & Iteration Planning

Ready

“As the team we need an Iteration plan so that we can be clear on what to deliver in the next iteration and prepare for delivery”

 
  Re-estimate hangover stories for left over

Re-estimate hangover stories for left over

Estimate velocity

Estimate velocity

Fill the iteration rst with hangover stories

Fill the iteration rst with hangover stories

Pull from next iteration backlog till bucket is full

Pull from next iteration backlog till bucket is full

Update the Release plan based on changes

Update the Release plan based on changes

Update walls and burn-up charts. Assign work

backlog till bucket is full Update the Release plan based on changes Update walls and burn-up

Release & Iteration Planning

Product Backlog On the wall and in a tool

Prioritized Backlog

Release & Iteration Planning Product Backlog On the wall and in a tool Prioritized Backlog
Release & Iteration Planning Product Backlog On the wall and in a tool Prioritized Backlog

Release & Iteration Planning

Story Estimation

Relative estimation using poker play and points Let’s go a little deeper.

Release & Iteration Planning

The Fibonacci Sequence

3

3

3

2

2

8

8

8

8

8

8

8

8

3

3

3

2

2

8

8

8

8

8

8

8

8

3

3

3

1

1

8

8

8

8

8

8