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Through the Looking GlassAgile Product Management & Planning Methods                                                   ......
iterative & incremental            development is the normagile42 | We advise, train and coach companies building software...
First description ofIterative Development(1968) Brian Randell& F.W. Zurcher“The basic approachrecognizes the futility ofse...
Iterative & incremental development has a richhistory since the 1950s•1950s - X-15 Hypersonic jet was a milestone 1950s pr...
decoding the impact of                    cost of changeagile42 | We advise, train and coach companies building software  ...
Assembly Line Manufacturing    has a high cost of change                   http://www.archives.gov.on.ca/english/on-line-e...
Inclusive thinking• In software development high  cost of change leads to inclusive  thinking• Any and every idea has to b...
Software Development has                                                                   commoditized cost of change    ...
Changing paradigms• If change is cheap, requirements  can change continuously• We can evolve our thinking as  we learn mor...
Cost of                                                                                           HypothesizedChange      ...
portfolio planning in an                      uncertain worldagile42 | We advise, train and coach companies building softw...
Five Levels of Planning                                                                                        Exec Manage...
The	  Requirements	  Pyramid                           Star3ng	  from	  the	  objec3ve	  for	  the	  consumer	  experience...
Where do User Stories come from?Ini$a$ves	  • Describes a large program over years. Corresponds to the Project Chartering ...
Delivery Process• Nested hierarchy of increasing detail, starting with high-  level vision to high-detail user stories• Fo...
Vision                         Roadmap                             Release Plan       Iterations                          ...
Characteristics of Each Level• Each level of product planning has a different:       –Cadence: the rhythm at which the con...
Vision                         Roadmap                           Release Plan         Iterations                         R...
agile42 | We advise, train and coach companies building software   www.agile42.com |   All rights reserved. Copyright © 20...
Change is rapidly                                                                   disappearing as a material            ...
• Elicit a guiding vision and                                                                     requirements from stakeh...
Further Reading• Slideshare: http://www.slideshare.net/davesharrock• Iterative and Incremental Development: A Brief Histor...
thank you                                                                    dave.sharrock@agile42.com                    ...
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Through the looking glass

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Agile methods are based on short iterations delivering functionality in increments, with small, well-defined work requests consisting of just enough requirements definition at just the right time. But with such a short-term focus, how can agile teams manage a product portfolio over months or even years? We'll talk about the building blocks of an effective agile portfolio management strategy, starting with the core tools of the Product Owner, and extending these to look beyond the next few weeks of work into planning and tracking a product release or portfolio over several months.

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Transcript of "Through the looking glass"

  1. 1. Through the Looking GlassAgile Product Management & Planning Methods ...or its much easier to steer a moving caragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  2. 2. iterative & incremental development is the normagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  3. 3. First description ofIterative Development(1968) Brian Randell& F.W. Zurcher“The basic approachrecognizes the futility ofseparating design,evaluation, anddocumentationprocesses in software-system design”agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  4. 4. Iterative & incremental development has a richhistory since the 1950s•1950s - X-15 Hypersonic jet was a milestone 1950s project applying IID•1960s - Project Mercury, the first human spaceflight program in the US•1972 - IBM FSD (Federal Systems Division) working on 1 million+ lines of code for US Trident command system•1977 - FSD incorporated the Trident IID approach with over 2500 engineers as an alternative to waterfallagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  5. 5. decoding the impact of cost of changeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  6. 6. Assembly Line Manufacturing has a high cost of change http://www.archives.gov.on.ca/english/on-line-exhibits/d-day/big/big_03_airline_assembly.aspx Archives of Ontario, Reference Code: C 190-5-0-0-21agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  7. 7. Inclusive thinking• In software development high cost of change leads to inclusive thinking• Any and every idea has to be captured in the first version of a requirements specification• Creates waste - bloated documents, unwanted features and entitlement thinkingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  8. 8. Software Development has commoditized cost of change Object-oriented languages jquery Ruby on Rails Coffeescript Continuous Deliveryagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  9. 9. Changing paradigms• If change is cheap, requirements can change continuously• We can evolve our thinking as we learn more about the product we are building• High-level, broad requirements (why we need something) with focus (how will we know when we’re done)agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  10. 10. Cost of HypothesizedChange Requirements Evolving Requirements Validated Requirements Capture all possible needs Emerging needs as development progresses Lean Startup experiments Detail of Requirementsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  11. 11. portfolio planning in an uncertain worldagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  12. 12. Five Levels of Planning Exec Management, Vision  Planning Annually Stakeholders Product Owners, UX, Roadmap  Planning Bi-­‐annually Engineering, Architecture Product Owners, UX, Release  Planning Vision  Planning Quarterly Architecture, Analytics, SEO, Production Roadmap  Planning Itera3on   Release  Planning Product Owners, Delivery Planning Bi-­‐weekly Team Daily   Planning Product Owners, Delivery Daily Teamagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  13. 13. The  Requirements  Pyramid Star3ng  from  the  objec3ve  for  the  consumer  experience,    an  experience  ini3a3ve  is  defined  in   terms  of  requirements,  epics,  and  user  stories.   Sizing  guideline: A  single  team  should  be  able  to  deliver  5-­‐10: Vision -­‐  Requirements  within  a  year -­‐  Epics  within  a  quarter -­‐  User  Stories  within  a  sprint     Ini$a$ves Defined  by  a  one-­‐page   project  descrip3on RequirementIncreasing    detail Epic Expressed  as  User   Stories  and  sized  by  the   teams User  Story agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  14. 14. Where do User Stories come from?Ini$a$ves  • Describes a large program over years. Corresponds to the Project Chartering level of traditional PMI-type project managementRequirements  • Describes the needs of the product - the problem  we want to solve – in terms of the consumers’ experienceEpics• Requirements are transformed into multiple Epics, were each Epic is a proposal to partially satisfy the Requirement• Epics are broadly capability specific, though some cross-capability dependencies will be unavoidableUser  Stories• Epics are in turn transformed into multiple User Stories, were each User Story is a proposal to partially satisfy the Epicagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  15. 15. Delivery Process• Nested hierarchy of increasing detail, starting with high- level vision to high-detail user stories• Four levels of granularity fully describe the product, from vision to individual user stories• Features are described just-in-time, in just enough detail, to be estimated and delivered• Prioritization and de-scoping decisions can be made at all levels, at any timeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  16. 16. Vision Roadmap Release Plan Iterations ReleaseInitiatives Requirements Features/Epics User Stories Code Appropriate  documenta3on  at   each  level  captures  key   informa3on   Ini3a3ve   SMART   Epic   User   Vision Requirements Stories Storiesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  17. 17. Characteristics of Each Level• Each level of product planning has a different: –Cadence: the rhythm at which the content is reviewed and commitments are made –Ownership: product ownership cascades through the team allowing quick and appropriate decisions –Documenta$on: a specific form of information capture is used at each level, driving collaboration –Tracking: transparency is essential for teams to be prepared and adapt to new informationagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  18. 18. Vision Roadmap Release Plan Iterations Release Initiatives Requirements Features/Epics User Stories Code 6+  months 1-­‐3  months <1  month <2  weeks CADENCE OWNERSHIP Ini$a$ve   SMART   Epic   User   DOCUMENTATION Vision Requirements Stories Storiesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  19. 19. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  20. 20. Change is rapidly disappearing as a material cost in software deliveryagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  21. 21. • Elicit a guiding vision and requirements from stakeholders • Emerge further details based on experience with delivered work • Validate ideas before investing in them using Lean Startup • Use empirical data to manage portfolio roadmapagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  22. 22. Further Reading• Slideshare: http://www.slideshare.net/davesharrock• Iterative and Incremental Development: A Brief History, IEEE Computer Society, by Craig Larman & Victor R. Basili• The Lean Startup by Eric Ries• Running Lean: Iterate from Plan A to a Plan That Works by Ash Maurya• Software by Numbers: Low-Risk, High-Return Development by Mark Denne & Jane Cleland-Huangagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  23. 23. thank you dave.sharrock@agile42.com skype: dave.sharrock follow us on: @agile42 follow me on: @davesharrockagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
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