1© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
© 2008 - 2013 Scaled Agile, Inc. and Leffingw...
2© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Welcome!
Today’s Scaled Agile Webinar is co-s...
3© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
A Note On Questions
 Submit your questions v...
4© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Framework Creator: Dean Leffingwell
 Founder...
5© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
The Scaled Agile Framework (SAFe)
The Scaled ...
6© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
7© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Agile Teams
 Empowered, self-organizing, sel...
8© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scale to the Program Level
 Common sprint le...
9© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scale to the Portfolio
 Centralized strategy...
10© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Release Planning Context
11© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
What is a PSI/Release?
Develop on Cadence. D...
12© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Release Planning Meeting Context
The Agile R...
13© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
The Release Planning Meeting
 Two days ever...
14© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Prior to Release Planning
15© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Content Preparation
 Executive Briefing
Sta...
16© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Before Release Planning: the Cadence
Program...
17© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
The Release Planning Process
Input: Business...
18© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Release Planning Day 1
19© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Sample Agenda for Day 1
8:00-
9:00
9:00-
10:...
20© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Business Context
There is no prescribed form...
21© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Product / Solution Vision
Product Management...
22© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Architecture Vision and Dev Practices
Archit...
23© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Planning Context: Setting the Stage
Walkthro...
24© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Team Breakout #1
In breakouts, each team bre...
25© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Team Breakout #1: Color Coding
We can visual...
26© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Sprint 1.1 Sprint 1.2 Sprint 1.3 Sprint 1.4
...
27© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Team Breakout #1: PSI Objectives
About a Tea...
28© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Team Breakout #1: Scrum of Scrums
Hourly Scr...
29© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Draft Plan Review
The draft plan review is t...
30© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Managers Review & Problem Solving
Common Que...
31© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Release Planning Day 2
32© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Sample Agenda for Day 2
8:00-
9:00
9:00-
11:...
33© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Planning Adjustments
Possible Changes:
 Bus...
34© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Team Breakout #2
Based on new knowledge (and...
35© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Objectives and Stretch Objectives
 Business...
36© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Final Plan Review
During final plan review, ...
37© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Building the Final Plan
 Final plans are re...
38© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Program Risks
ROAMing Risks:
 Resolved – ha...
39© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
PSI Confidence Vote: the Commitment
“Fist of...
40© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Plan Rework if Necessary
The Program Timebox...
41© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Planning Meeting Retrospective
The Release P...
42© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Moving Forward
 Tooling Support and Big Vis...
43© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
ScaledAgileFramework.comBrowse the Scaled Ag...
44© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Visit us at Agile 2013!
 We’ll be in our Pa...
45© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Questions?
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How to submit PMI PDUs
PMPs have submitted P...
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Running an Agile Release Train (ART) Planning Meeting with Dean Leffingwell and Jennifer Fawcett (July 18th, 2013)

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This webinar will help you understand what it takes to run a successful agile release planning meeting.

Release planning is the “pacemaker” of enterprise agility and the Agile Release Train (ART) which aligns the Agile program to a common mission. Based on nearly a decade of experience, Dean Leffingwell and Scaled Agile have developed a process which has worked with small trains of 40 people to larger trains of 180.

Hear real stories and feel what it’s like to be a Release Train Engineer!


What you’ll learn:
- Overview of Agile Release Planning
- How to prepare, content preparation, executive, product, and architectural briefings
- Release Planning Days 1 & 2, ceremonies and timelines
- Beyond the basics, logistics, and evolution

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Running an Agile Release Train (ART) Planning Meeting with Dean Leffingwell and Jennifer Fawcett (July 18th, 2013)

  1. 1. 1© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. Scaled Agile Framework ® is a trademark of Leffingwell, LLC. Running an Agile Release Planning Meeting Dean Leffingwell & Jennifer Fawcett Training . Certification . Community academy@scaledagile.com V5.3
  2. 2. 2© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Welcome! Today’s Scaled Agile Webinar is co-sponsor by... http://www.AgilistaPM.com DONNA REED... a Certified Agile-Lean Program & Project Manager...enabling and leading organizations and teams to become as Agile-Lean as possible — helping them determine HOW, WHEN and WHERE to utilize Lean-Agile practices along with their Traditional Waterfall methods of doing projects. DONNA has over 25 years experience in Product Development and IT infrastructure projects for Fortune 500 companies such as: Allergan, Capital Group, CISCO, FileNet, HP, IBM, Kofax, UnitedHealthcare, Symantec (Peter Norton), TOYOTA, and Wellpoint.
  3. 3. 3© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. A Note On Questions  Submit your questions via the GoToWebinar Questions panel  We’ll answer as many as we can at the end of this presentation  This webinar will be recorded and made available at Community.ScaledAgile.com
  4. 4. 4© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Framework Creator: Dean Leffingwell  Founder and CEO ProQuo, Inc., Internet identity  Senior VP Rational Software Responsible for Rational Unified Process (RUP) & Promulgation of UML  Founder/CEO Requisite, Inc. Makers of RequisitePro  Founder/CEO RELA, Inc. Colorado MEDtech  Creator: Scaled Agile Framework  Agile Enterprise Coach To some of the world’s largest enterprises  Agile Executive Mentor BMC, John Deere  Chief Methodologist Rally Software  Cofounder/Advisor Ping Identity, Roving Planet, Silver Creek Systems, Rally Software
  5. 5. 5© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. The Scaled Agile Framework (SAFe) The Scaled Agile Framework is a proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale Synchronizes alignment, collaboration and delivery Well defined in books and now on the web Scales successfully to large numbers of practitioners and teams Core values: 1. Alignment 2. Code Quality 3. Program Execution 4. Transparency ® http://ScaledAgileFramework.com
  6. 6. 6© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
  7. 7. 7© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Agile Teams  Empowered, self-organizing, self-managing teams with developers, testers, and content authority  Teams deliver valuable, fully-tested software increments every two weeks  Teams apply Scrum project management practices and XP technical practices  Teams operate under program vision, system, architecture and user experience guidance  Value description via User Stories
  8. 8. 8© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Scale to the Program Level  Common sprint lengths and normalized velocity  Face-to-face planning cadence provides development collaboration, alignment, synchronization, and assessment  Value description via Features and Benefits  Self-organizing, self-managing team-of-agile-teams committed to continuous value delivery  Continuously aligned to a common mission around enterprise value streams  Deliver fully tested, system-level solutions every 8-12 weeks.
  9. 9. 9© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Scale to the Portfolio  Centralized strategy, decentralized execution  Investment themes provide operating budgets for release trains  Business and architectural epic kanban systems provide visibility and work-in-process limits for product development flow  Enterprise architecture is a first class citizen  Objective metrics support governance and kaizen  Value description via Business and Architectural Epics
  10. 10. 10© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Release Planning Context
  11. 11. 11© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. What is a PSI/Release? Develop on Cadence. Deliver on Demand.
  12. 12. 12© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Release Planning Meeting Context The Agile Release Train is ...  A self-organizing, self-managing agile program organized around an enterprise value stream  Teams are synchronized in standard, fixed-length sprints for delivery flow The Release Planning Meeting is ...  The planning event for all members of an Agile Release Train which results in a committed set of program objectives for the next 8 – 12 weeks The Agile Release Train Quickstart is ...  A five day program which provides training for all team members on a program and then launches their first Agile Release Train The Release Planning Meeting is the SAFe program-level planning session
  13. 13. 13© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. The Release Planning Meeting  Two days every 8-12 weeks  Everyone attends in person if at all possible  Product Management owns feature priorities  Development team owns story planning and high-level estimates  Architects, UX folks work as intermediaries for governance, interfaces and dependencies  Result: A committed set of program objectives for the next PSI The Release Planning Meeting is the “pacemaker” of the Agile enterprise
  14. 14. 14© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Prior to Release Planning
  15. 15. 15© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Content Preparation  Executive Briefing State of the business and upcoming objectives  Product Vision Briefing(s) Vision and top 10 features  Architectural Vision Briefing Vision for architecture, new architectural epics, common frameworks, etc.  Development Context Changes to standard practices, new tools and techniques, etc. In preparation for release planning, leadership creates a series of briefings to set context
  16. 16. 16© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Before Release Planning: the Cadence Program Level Calendar  Release Planning Meetings  PSI Demos  Inspect & Adapt Workshops Team Level Calendar  Sprint Planning Meetings  Sprint Demos  Sprint Retrospectives As part of preparing the organization for the Agile Release Train, the program planning calendar for the next year is set Reprinted by Permission of Discount Tire Company
  17. 17. 17© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. The Release Planning Process Input: Business and technology vision, milestones, and top ten features Output: PSI Objectives and Program Board “Top 10 features” Vision Team A PSI Objectives Team B PSI Objectives Team C PSI Objectives Team J PSI Objectives Program PSI Objectives ... Program Board (Program Plan)
  18. 18. 18© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Release Planning Day 1
  19. 19. 19© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Sample Agenda for Day 1 8:00- 9:00 9:00- 10:30 1:00- 4:00 5:00- 6:00 10:30- 11:30 4:00- 5:00 11:30- 1:00  State of the business and upcoming objectives  Vision and prioritized features  Architecture, common frameworks, etc.  Agile tooling, engineering practices, etc.  Facilitator explains planning process  Teams present draft plans, risks, and impediments  Teams develop draft plans and identify risks and impediments  Architects and Product Managers circulate  Adjustments made based on challenges, risks, and impediments 1 2 3 4
  20. 20. 20© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Business Context There is no prescribed format but some options include:  The portfolio investment themes are communicated  The organization’s strengths, weaknesses, opportunities, and threats (using “SWOT Analysis”) To kick off Release Planning, executive leadership shares the state of the business and upcoming objectives Alex Sun, CEO, Mitchell International Reprinted by Permission of Mitchell International
  21. 21. 21© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Product / Solution Vision Product Management presents the content vision and the high priority features Reprinted by Permission of TradeStation TechnologiesReprinted by Permission of Discount Tire Corporation
  22. 22. 22© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Architecture Vision and Dev Practices Architecture and Technology are “first class citizens” in release planning, not afterthoughts!  A system architect may present the vision for architecture, new architecture epics, and common frameworks  Development management may provide changes to standard practices, new tools and techniques for build and test automation, expectations for the definition of done Reprinted by Permission of Nordstrom
  23. 23. 23© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Planning Context: Setting the Stage Walkthrough of:  Team planning process  Planning acceptance criteria  Program Board Each team had the same deliverables:  An objectives sheet  One sheet per sprint for stories  One risk sheet for risks and impediments The facilitator sets a shared understanding of the planning process and deliverables for the planning process
  24. 24. 24© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Team Breakout #1 In breakouts, each team breaks down their features into user stories which are estimated and placed into Sprints There is a lot of back and forth between the teams – mostly understanding and minimizing dependenciesPhotos Reprinted by Permission of TradeStation Technologies
  25. 25. 25© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Team Breakout #1: Color Coding We can visually see that some teams may have significant backlog items dedicated to things like maintenance We color code the backlog items to give visibility into the investments Yellow Purple Red/ Pink Green Orange = Risks and Dependencies = Dev Infrastructure / Improvement Stories = User Stories = Maintenance = Spikes Red/ Pink = Addressed Risks and Dependencies 
  26. 26. 26© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Sprint 1.1 Sprint 1.2 Sprint 1.3 Sprint 1.4 Sprint 1.5 (HIP) Milestones/ Events Features with Input Dolphins Bears Iguanas Blue = Features Red String = A dependency requiring a feature input to be completed before a feature can be completed Yellow = Feature Input Antelope Tarantulas Eagles UX Architecture Orange = Milestone/ Event PSI 2 >>> Team Breakout #1: Dependencies
  27. 27. 27© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Team Breakout #1: PSI Objectives About a Team’s PSI Objectives...  They often will map directly to the features in the backlog...  ... and they sometimes may not. For example, an objective may be: – The aggregation of a set of features stated in more concise terms – A milestone like “trade show demo by March 15th.” – An architectural epic (feature?) like “gateway pointing rearchitecture” – A major refactoring  In team breakout session #2, business owners will be circulating and ranking them by business value on a scale of 1 – 10  At the end of day 2, teams will be committing to PSI objectives, not individual stories PSI objectives are brief summaries, in business terms, of what each team intends to deliver in the upcoming PSI
  28. 28. 28© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Team Breakout #1: Scrum of Scrums Hourly Scrum of Scrums Planning Checkpoint  Keeps teams on track with hourly planning milestones  Helps drive out risks, impediments, and dependencies The hourly scrum of scrums checkpoint helps keep teams on track and facilitates early identification of risks Simple Planning “Radiators”
  29. 29. 29© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Draft Plan Review The draft plan review is the engine of program conversation Draft Plan Review Agenda 1. Velocity (Capacity) and Load 2. Overview of plan flow 3. Draft PSI objectives 4. Program risks, impediments, and Program Board dependencies 5. Q&A Reprinted by Permission of TradeStation Technologies
  30. 30. 30© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Managers Review & Problem Solving Common Questions During the Managers Review:  What did we just learn?  Where do we need to adjust Vision? Scope? Resources?  Where are the bottlenecks?  What sacred projects must be sacrificed?  What decisions must we make between now and tomorrow to address these issues? At the end of day 1, management meets to make adjustments to scope and objectives based on the day’s planning Reprinted by Permission of Discount Tire Company
  31. 31. 31© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Release Planning Day 2
  32. 32. 32© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Sample Agenda for Day 2 8:00- 9:00 9:00- 11:00 11:00- 1:00  Planning adjustments made based on previous day’s management meeting  Teams present final plans, risks, and impediments  Teams develop final plans and refine risks and impediments  Business Owners circulate and assign business value to team objectives 1 2 3 4 2-2:15 1:00- 2:00  Remaining program-level risks are discussed and ROAMed  Team and program confidence vote After Commitment 2:15- ???  If necessary, planning continues until commitment is achieved  Retrospective  Moving Forward  Final Instructions 1 2 3 4 !
  33. 33. 33© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Planning Adjustments Possible Changes:  Business priorities  Adjustment to plan  Changes to scope  Movement of resources Based on the previous day’s Management Review and Problem Solving meeting, adjustments are discussed Reprinted by Permission of TradeStation Technologies Reprinted by Permission of Discount Tire Company
  34. 34. 34© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Team Breakout #2 Based on new knowledge (and a good night’s sleep), teams create their final plans  In the second team breakout, business owners circulate and assign business value to PSI objectives (1 – 10)  Teams finalize the PSI plan  Teams also consolidate program risks, impediments, and dependencies
  35. 35. 35© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Objectives and Stretch Objectives  Business Owners review final objectives, ask for modifications where necessary and assign business value  Business Owners approve the objectives - teams figure out how to implement them most efficiently  Maintains central control of strategy, while establishing a value based decision-making framework for the teams  Stretch objectives provide the capacity and guard band needed to increase cadence-based delivery reliability Central control of strategy; decentralized control of execution. Stretch objectives provide reliability guard band.
  36. 36. 36© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Final Plan Review During final plan review, plans are reviewed again and convergence should occur Final Plan Review Agenda 1. Changes to velocity and load 2. Final PSI objectives with business value 3. Program risks, impediments, and Program Feature Board dependencies 4. Q&A
  37. 37. 37© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Building the Final Plan  Final plans are reviewed by all teams  Business Owners are asked whether they accept the plan  If so, the teams plan and program risk sheet is brought to the front of the room  If not, the plans stay in place and the team continues planning after the review Final plans are collected at the front of the room Reprinted by Permission of Discount Tire Corporation
  38. 38. 38© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Program Risks ROAMing Risks:  Resolved – has been addressed; no longer a concern  Owned – someone has taken responsibility  Accepted – nothing more can be done. If risk occurs, release may be compromised  Mitigated – team has plan to adjust as necessary After all plans had been presented, remaining program risks and impediments are discussed and categorized
  39. 39. 39© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. PSI Confidence Vote: the Commitment “Fist of Five” confidence vote for hitting objectives: 1 = No confidence; will not happen 2 = Little confidence; probably will not happen 3 = Good confidence; the team should be able to meet the objectives 4 = High confidence; should happen 5 = Very high confidence; will happen After dependencies are resolved and risks are addressed, a confidence vote is taken at the team and program levels A Commitment with Two Parts: 1. Teams agree to do everything in their power to meet the agreed-to objectives 2. In the event that fact patterns dictate that it is simply not achievable, teams agree to escalate immediately so that corrective action can be taken
  40. 40. 40© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Plan Rework if Necessary The Program Timebox  Just as the Sprint Planning Meeting is timeboxed, so is the Release Planning Meeting  Leaving the two day planning meeting without a committed plan is not an option. Teams stay to rework their plans and “ROAM” their risks and impediments What happens if there is low confidence? Rework!
  41. 41. 41© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Planning Meeting Retrospective The Release Planning meeting will evolve over time. Ending with a retrospective will help it continuously improve. Add the action items to your program backlog and take action! The Planning Meeting Retrospective 1.What went well 2.What didn’t 3.What we can do better next time
  42. 42. 42© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Moving Forward  Tooling Support and Big Visible Information Radiators – How the artifacts created in Release Planning will be captured  The cadence of other PSI events – Scrum of Scrums – Release Management meetings – And more... The Release Planning Meeting ends with what happens beyond PSI
  43. 43. 43© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. ScaledAgileFramework.comBrowse the Scaled Agile Framework Read Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise Get Training, Certification and Courseware from Scaled Agile Academy Get help on implementation strategy, and customizable Scaled Agile Process and Scaled Agile Framework Learn how to launch Agile Release Trains with the Agile Release Train Quickstart Get help from the experts and the extensive service delivery partner community at Scaled Agile Partners Join the Scaled Agile Framework community DeanLeffingwell.com/book-agile-software-requirements/ ScaledAgileAcademy.com ScaledAgile.com ScaledAgile.com/launch-agile-release-train ScaledAgilePartners.com Community.ScaledAgileAcademy.com
  44. 44. 44© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Visit us at Agile 2013!  We’ll be in our Partner Booths! – Icon Technology Consulting – Ivar Jacobson International – Rally Software – Valtech – Blue Mercury
  45. 45. 45© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Questions?
  46. 46. 46© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. How to submit PMI PDUs PMPs have submitted PDUs for Scaled Agile Training and webinars by doing the following:  Step 1: PDU Category: Cat B: Continuing Education  Step 2: Complete Program Title Description, dates, hours, and provider name: Scaled Agile, Inc.

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