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Introduction to Agile Project Planning and Project Management
 

Introduction to Agile Project Planning and Project Management

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Agile introduces a number of tools and techniques designed to help the team figure out how much software we can build for the time we have, and the amount of money our customer is willing to spend. ...

Agile introduces a number of tools and techniques designed to help the team figure out how much software we can build for the time we have, and the amount of money our customer is willing to spend. This talk will introduce the fundamental concepts necessary to break down and estimate our product backlog, how to organize delivery of that backlog for early risk reduction and rapid customer feedback, and how to get stable throughput and predictability as you mature your agile practices. This talk is for those looking to understand how (and why) agile methods lead to better business outcomes.

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  • So, before we get started, a little about me. My name is Mike Cottmeyer, I am an agile transformation coach with Pillar technology. Before I joined Pillar I was a trainer and consultant with VersionOne. Before that I ran a pretty large agile portfolio of projects for CheckFree (now Fiserv). Pillar Technology has been around for about 13 years and is just about 100 people strong. Pillar specializes in agile transformation and project delivery. We can bring in agile coaches on the leadership and project management side. We can bring in coaches to help you with TDD. We can spin up teams and help you deliver projects.
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • So here is our small agile team.
  • Agile teams are cross functional units that have everything they need to deliver some increment of business value. In a software organization… the agile team is going to have one or more developers…
  • They will have one or more QA testers. Sometimes teams have technical testers that are responsible for writing unit tests… sometimes this is left up to the developers. Sometimes teams have manual testers… possibly exercising the UI. Many teams will do both kinds of testing.
  • Sometimes a team will someone playing the role of business analyst. This can be a dedicated position on the team… or it might be blended with some other role… maybe a lead developer. Often times teams will have a BA that is serving as a proxy product owner for the real customer or product owner. Dedicated or blended Custome proxy
  • Agile teams will usually have someone in the role of ScrumMaster or Agile process coordinator. This can be a dedicated position on the team or a role that is shared with another role on the team. Sometimes you have a dedicated ScrumMaster but they are working with more than one agile team at a time.
  • Last but not least we have a product owner. They are the interface between the team and the business. They are the single wringable neck and responsible for the business outcomes of the product. They define requirements, set the priorties, and othewise help the team converge on the best possible outcome to meet the business objectives. Agile teams have all these roles in some form or fashion… they are self contained and independent. This kind of team is the backdrop to almost everything you read about adopting agile. This is such an important concept because if this isn't’ the kind of team you are building as you adopt agile… some of the things you are learning about just aren’t going to work.
  • 11. We start with high level requirements that become more detailed as we learn more about the product we are building.  We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product.  You might think of this as rolling wave planning or progressive elaboration.  The idea is that we plan based on what we know, and plan more as we learn more.  
  • 12. Our goal is to recognize, that on projects where we have a tremendous amount of uncertainty... we don't want to create plans that don't reflect our current understanding of reality.  We don't want to assume the process overhead of change management, when change is going to be the norm.  Agile gives us a way to manage our projects, in the face of uncertainty, while aggressively working to reduce risk and uncertainty.   
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Explaining the hierarchy of value
  • Explaining the hierarchy of value
  • Explaining the hierarchy of value
  • Story Mapping
  • Story Mapping
  • Story Mapping
  • Story Mapping
  • Story Mapping
  • Story Mapping
  • Story Mapping
  • Story Mapping
  • Story Mapping
  • Story Mapping
  • Story Mapping
  • Story Mapping
  • Story Mapping
  • Story Mapping
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Story Mapping
  • Story Mapping
  • Story Mapping
  • Story Mapping
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
  • Explaining the hierarchy of value
  • Explaining the hierarchy of value
  • Explaining the hierarchy of value
  • So, before we get started, a little about me. My name is Mike Cottmeyer, I am an agile transformation coach with Pillar technology. Before I joined Pillar I was a trainer and consultant with VersionOne. Before that I ran a pretty large agile portfolio of projects for CheckFree (now Fiserv). Pillar Technology has been around for about 13 years and is just about 100 people strong. Pillar specializes in agile transformation and project delivery. We can bring in agile coaches on the leadership and project management side. We can bring in coaches to help you with TDD. We can spin up teams and help you deliver projects.

Introduction to Agile Project Planning and Project Management Introduction to Agile Project Planning and Project Management Presentation Transcript

  • Introduction to Agile Planning and Project Management
    By Mike Cottmeyer, Agile Coach
    LeadingAgile, LLC
  • Mike CottmeyerLeadingAgilemike@leadingagile.com 1.404.312.1471www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadingagilelinkedin.com/in/cottmeyer
  • A Project is a temporary endeavor, having a defined beginning and end, undertaken to meet unique goals and objectives
    http://en.wikipedia.org/wiki/Project_management
  • A Project Manager is a professional in the field of project management. Project Managers have the responsibility of planning, execution, and closing of any project.
    http://en.wikipedia.org/wiki/Project_manager
  • Project Management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives.
    http://en.wikipedia.org/wiki/Project_management
  • Agile has a Project Manager problem…
  • Agenda…
    Part 1: Single-team Agile projects
    Agile Values & principles
    How and why Agile teams work
    Fundamental mechanics of Agile delivery
    The role of the Agile Project Manager
    Part 2: Multi-team Agile projects
    Challenges with Agile in larger, more complex enterprises
    Patterns for Agile Program and Portfolio Management
    The role of the Agile Project Manager
  • Agenda…
    Part 1: Single-team Agile projects
    Agile Values & principles
    How and why Agile teams work
    Fundamental mechanics of Agile delivery
    The role of the Agile Project Manager
    Part 2: Multi-team Agile projects
    Challenges with Agile in larger, more complex enterprises
    Patterns for Agile Program and Portfolio Management
    The role of the Agile Project Manager
  • Agenda…
    Part 1: Single-team Agile projects
    Agile Values & principles
    How and why Agile teams work
    Fundamental mechanics of Agile delivery
    The role of the Agile Project Manager
    Part 2: Multi-team Agile projects
    Challenges with Agile in larger, more complex enterprises
    Patterns for Agile Program and Portfolio Management
    The role of the Agile Project Manager
  • Agenda…
    Part 1: Single-team Agile projects
    Agile Values & principles
    How and why Agile teams work
    Fundamental mechanics of Agile delivery
    The role of the Agile Project Manager
    Part 2: Multi-team Agile projects
    Challenges with Agile in larger, more complex enterprises
    Patterns for Agile Program and Portfolio Management
    The role of the Agile Project Manager
  • Agenda…
    Part 1: Single-team Agile projects
    Agile Values & principles
    How and why Agile teams work
    Fundamental mechanics of Agile delivery
    The role of the Agile Project Manager
    Part 2: Multi-team Agile projects
    Challenges with Agile in larger, more complex enterprises
    Patterns for Agile Program and Portfolio Management
    The role of the Agile Project Manager
  • Agenda…
    Part 1: Single-team Agile projects
    Agile Values & principles
    How and why Agile teams work
    Fundamental mechanics of Agile delivery
    The role of the Agile Project Manager
    Part 2: Multi-team Agile projects
    Challenges with Agile in larger, more complex enterprises
    Patterns for Agile Program and Portfolio Management
    The role of the Agile Project Manager
  • Agenda…
    Part 1: Single-team Agile projects
    Agile Values & principles
    How and why Agile teams work
    Fundamental mechanics of Agile delivery
    The role of the Agile Project Manager
    Part 2: Multi-team Agile projects
    Challenges with Agile in larger, more complex enterprises
    Patterns for Agile Program and Portfolio Management
    The role of the Agile Project Manager
  • Agenda…
    Part 1: Single-team Agile projects
    Agile Values & principles
    How and why Agile teams work
    Fundamental mechanics of Agile delivery
    The role of the Agile Project Manager
    Part 2: Multi-team Agile projects
    Challenges with Agile in larger, more complex enterprises
    Patterns for Agile Program and Portfolio Management
    The role of the Agile Project Manager
  • Agenda…
    Part 1: Single-team Agile projects
    Agile Values & principles
    How and why Agile teams work
    Fundamental mechanics of Agile delivery
    The role of the Agile Project Manager
    Part 2: Multi-team Agile projects
    Challenges with Agile in larger, more complex enterprises
    Patterns for Agile Program and Portfolio Management
    The role of the Agile Project Manager
  • Agile Values & Principles
  • The Agile Manifesto (2001)
    Individuals and Interactions
    Processes and Tools
  • The Agile Manifesto (2001)
    Individuals and Interactions
    Working software
    Processes and Tools
    Comprehensive documentation
  • The Agile Manifesto (2001)
    Individuals and Interactions
    Working software
    Customer collaboration
    Processes and Tools
    Comprehensive documentation
    Contract negotiation
  • The Agile Manifesto (2001)
    Individuals and Interactions
    Working software
    Customer collaboration
    Responding to change
    Processes and Tools
    Comprehensive documentation
    Contract negotiation
    Following a plan
  • The Agile Manifesto (2001)
    Individuals and Interactions
    Working software
    Customer collaboration
    Responding to change
    Processes and Tools
    Comprehensive documentation
    Contract negotiation
    Following a plan
  • The Agile Manifesto (2001)
    Individuals and Interactions
    Working software
    Customer collaboration
    Responding to change
    Processes and Tools
    Comprehensive documentation
    Contract negotiation
    Following a plan
  • Challenging the Project Management Paradigm
  • The BIG Paradigm Shift
    Scope
    Cost
    Time
  • The BIG Paradigm Shift
    Cost
    Time
    Scope
  • The BIG Paradigm Shift
    Cost
    Time
    Reduce
    Risk
    Scope
  • The BIG Paradigm Shift
    Cost
    Time
    IncreaseValue
    Scope
  • Is Your Project a Good Candidate for Agile?
  • Where to Use Agile?
    Sweet spot in software product development
    Domains where market requirements change often
    Initiatives where requirements are unknown or unknowable
    Complex knowledge work
  • Process Control
    Predictive – Processes well defined and predictable. Process yields acceptable outcomes
    Empirical – Frequently measure outcomes and adapt the process to accommodate variation
  • Reducing Delivery Risk
  • Emergence or Convergence
  • Fundamentals of Team Based Agile
  • Team
  • Developers
  • Testers
    Developers
  • Analyst
    Testers
    Developers
  • Analyst
    CSM
    Testers
    Developers
  • Product Owner
    Analyst
    CSM
    Testers
    Developers
  • Agile Process Flow…
  • Product Vision
    Understanding why we are doing what we are doing, who it is for, and the overall market opportunity
  • Product Backlog
    The master list of things that we want to build into the product
  • Iteration Backlog
    The highest priority items that we intend to build in the next 2-4 weeks
  • Feedback Loops
    Inspect and adapt on regular cadences to mitigate delivery risk
  • Working Product
    Is the primary measure of progress, at the end of each time-box we have a deliverable
  • Cadences
    Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • User Story
    Screen
    User Story
    Team
    User Story
    Report
    User Story
    User Story
    Database
    User Story
    User Story
  • User Story
    Screen
    User Story
    Team
    User Story
    Report
    User Story
    User Story
    Database
    User Story
    User Story
  • Agile Non-Negotiables
    Teams
    Backlog
    Cadence
    Done
  • My Customer Doesn’t Give a Crap About Your User Stories!
  • Epics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about.
    Epic
  • Epics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about.
    Epic
    Features are smaller than epics, typically 2-4 weeks in duration. Features are contained within releases. Ideally, features are contained within a team. These are what the Product Manager Cares about.
    Feature
  • Epics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about.
    Epic
    Features are smaller than epics, typically 2-4 weeks in duration. Features are contained within releases. Ideally, features are contained within a team. These are what the Product Manager Cares about.
    Feature
    User Stories are the smallest increment of value, typically less than a week. User Stories are contained within the iteration. These are the things the Product Owner, maybe the Engineering Management Cares about.
    User
    Story
  • Story Maps visually show the relationship between User Stories and Business Value
    Epic
    Feature
    Feature
    Feature
    Feature
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
  • INVEST
    Independent
    Negotiable
    Valuable
    Estimateable
    Small… Sized Appropriately
    Testable
  • Story Maps start with the identification of larger, more strategic organizational goals
    Epic
  • Epicsare decomposed into Features that describe the value added into the product
    Epic
    Feature
  • Epicsare decomposed into Features that describe the value added into the product
    Epic
    Feature
    Feature
  • Epicsare decomposed into Features that describe the value added into the product
    Epic
    Feature
    Feature
    Feature
  • Epicsare decomposed into Features that describe the value added into the product
    Epic
    Feature
    Feature
    Feature
    Feature
  • Featuresare decomposed into User Stories that are thin slices of value added into the system
    Epic
    Feature
    Feature
    Feature
    Feature
    User Story
    User Story
    User Story
    User Story
  • Featuresare decomposed into User Stories that are thin slices of value added into the system
    Epic
    Feature
    Feature
    Feature
    Feature
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
  • Featuresare decomposed into User Stories that are thin slices of value added into the system
    Epic
    Feature
    Feature
    Feature
    Feature
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
  • Featuresare decomposed into User Stories that are thin slices of value added into the system
    Epic
    Feature
    Feature
    Feature
    Feature
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
  • Relative Estimation
    Start with something small and knowable
    Give it an arbitrary value of one
    Estimate everything else relative to the original story
    Planning poker encourages communication and leads to shared understanding
    Over time becomes incredibly accurate
  • User Stories are estimated in relative units of measure called Story Points
    Epic
    1
    1
    Feature
    Feature
    Feature
    Feature
    1
    1
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
  • User Stories are estimated in relative units of measure called Story Points
    Epic
    3
    1
    2
    1
    Feature
    Feature
    Feature
    Feature
    3
    2
    3
    5
    5
    2
    3
    2
    1
    1
    2
    2
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
  • Story Points can be added up to size Features
    Epic
    11
    7
    8
    12
    3
    1
    2
    1
    Feature
    Feature
    Feature
    Feature
    3
    2
    3
    5
    5
    2
    3
    2
    1
    1
    2
    2
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
  • Feature Points can be added up to size Epics
    38
    Epic
    11
    7
    8
    12
    3
    1
    2
    1
    Feature
    Feature
    Feature
    Feature
    3
    2
    3
    5
    5
    2
    3
    2
    1
    1
    2
    2
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
  • Varying Scope Using the Minimally Marketable Feature
  • Our Goal is to build the smallest system possible to deliver the value in the Epic
    38
    Epic
    11
    7
    8
    12
    3
    1
    2
    1
    Feature
    Feature
    Feature
    Feature
    3
    2
    3
    5
    5
    2
    3
    2
    1
    1
    2
    2
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
  • We continuously evaluate the Story Map to determine the Minimally Marketable Feature
    38
    Epic
    11
    7
    8
    12
    3
    1
    2
    1
    Feature
    Feature
    Feature
    Feature
    3
    2
    3
    5
    5
    2
    3
    2
    1
    1
    2
    2
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
  • We continuously evaluate the Story Map to determine the Minimally Marketable Feature
    38
    Epic
    11
    7
    8
    12
    3
    1
    2
    1
    User Story
    User Story
    User Story
    Feature
    Feature
    Feature
    Feature
    3
    2
    3
    5
    User Story
    User Story
    User Story
    5
    2
    3
    2
    User Story
    User Story
    User Story
    1
    1
    2
    2
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
  • When we focus on Minimally Marketable Features, we deliver Business Value early
    26
    Epic
    10
    4
    7
    5
    3
    1
    2
    1
    User Story
    User Story
    User Story
    Feature
    Feature
    Feature
    Feature
    3
    2
    3
    5
    User Story
    User Story
    User Story
    5
    2
    3
    2
    User Story
    User Story
    User Story
    1
    1
    2
    2
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
    User Story
  • All I Need to Know is Backlog Size & Velocity
  • Burndown Charts
  • Backlog Size
  • Backlog Size
    Time
  • Velocity – The rate at which
    we complete the estimate
    Backlog Size
    Time
  • Managing & Controlling Agile the Delivery Process
  • Minimally Marketable Featuresfeed the prioritization of our Sprint Planning
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
  • Identify the User Story most likely to contribute to the MMF and build that one first
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
  • Identify the User Story most likely to contribute to the MMF and build that one first
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    User Story
  • Pull User Stories in priority order focusing on delivering complete MMFs
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    User Story
  • Pull User Stories in priority order focusing on delivering complete MMFs
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    User Story
    2
    User Story
  • It’s okay to work User Stories across MMFs if that is what the Product Owner needs
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    User Story
    2
    User Story
  • It’s okay to work User Stories across MMFs if that is what the Product Owner needs
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    User Story
    2
    User Story
    1
    User Story
  • The team uses its past velocity to determine how many stories go in the Sprint
    Planned Team Velocity = 6 points
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    User Story
    2
    User Story
    1
    User Story
  • The Team breaks each User Story down into Tasks
    Planned Team Velocity = 6 points
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    Task
    Task
    User Story
    Task
    2
    User Story
    1
    User Story
  • The Team breaks each User Story down into Tasks
    Planned Team Velocity = 6 points
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    Task
    Task
    User Story
    Task
    2
    Task
    Task
    User Story
    Task
    Task
    1
    User Story
  • The Team breaks each User Story down into Tasks
    Planned Team Velocity = 6 points
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    Task
    Task
    User Story
    Task
    2
    Task
    Task
    User Story
    Task
    Task
    Task
    Task
    1
    User Story
    Task
    Task
  • And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to Deliver
    Planned Team Velocity = 6 points
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    16
    8
    Task
    Task
    User Story
    8
    Task
    2
    Task
    Task
    User Story
    Task
    Task
    Task
    Task
    1
    User Story
    Task
    Task
  • And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to Deliver
    Planned Team Velocity = 6 points
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    16
    8
    Task
    Task
    User Story
    8
    Task
    2
    2
    16
    Task
    Task
    User Story
    8
    Task
    4
    Task
    Task
    Task
    1
    User Story
    Task
    Task
  • And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to Deliver
    Planned Team Velocity = 6 points
    Planned Estimated Hours = 98 hours
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    16
    8
    Task
    Task
    User Story
    8
    Task
    2
    2
    16
    Task
    Task
    User Story
    8
    Task
    4
    Task
    8
    4
    Task
    Task
    1
    User Story
    16
    8
    Task
    Task
  • At the beginning of the Sprint, The Team pulls Tasks from the top of the Task Backlog
    Planned Team Velocity = 6 points
    Planned Estimated Hours = 98 hours
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    8
    Task
    User Story
    16
    Task
    8
    Task
    2
    2
    16
    Task
    Task
    User Story
    8
    Task
    4
    Task
    8
    4
    Task
    Task
    1
    User Story
    16
    8
    Task
    Task
  • Tasks move across the Story Board until there is a completed User Story.
    Planned Team Velocity = 6 points
    Planned Estimated Hours = 98 hours
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    8
    Task
    User Story
    16
    Task
    8
    Task
    2
    2
    16
    Task
    Task
    User Story
    8
    Task
    4
    Task
    8
    4
    Task
    Task
    1
    User Story
    16
    8
    Task
    Task
  • Tasks move across the Story Board until there is a completed User Story.
    Planned Team Velocity = 6 points
    Planned Estimated Hours = 98 hours
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    8
    Task
    User Story
    16
    Task
    8
    Task
    2
    2
    16
    Task
    Task
    User Story
    8
    Task
    4
    Task
    8
    4
    Task
    Task
    1
    User Story
    8
    Task
    16
    Task
  • Tasks move across the Story Board until there is a completed User Story.
    Planned Team Velocity = 6 points
    Planned Estimated Hours = 98 hours
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    8
    Task
    User Story
    16
    Task
    8
    Task
    2
    2
    16
    Task
    Task
    User Story
    8
    Task
    4
    Task
    8
    4
    Task
    Task
    1
    User Story
    8
    Task
    16
    Task
  • The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible .
    Planned Team Velocity = 6 points
    Planned Estimated Hours = 98 hours
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    8
    Task
    User Story
    16
    Task
    8
    Task
    2
    2
    16
    Task
    Task
    User Story
    8
    Task
    4
    Task
    8
    4
    Task
    Task
    1
    User Story
    8
    Task
    16
    Task
  • The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible .
    Planned Team Velocity = 6 points
    Planned Estimated Hours = 98 hours
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    8
    Task
    User Story
    16
    Task
    8
    Task
    2
    2
    16
    Task
    Task
    User Story
    8
    Task
    4
    Task
    8
    4
    Task
    Task
    1
    User Story
    8
    Task
    16
    Task
  • The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible .
    Planned Team Velocity = 6 points
    Planned Estimated Hours = 98 hours
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    8
    Task
    User Story
    16
    Task
    8
    Task
    2
    2
    16
    Task
    Task
    User Story
    8
    Task
    4
    Task
    8
    4
    Task
    Task
    1
    User Story
    8
    Task
    16
    Task
  • Until the entire Sprint has been delivered to the Product Owner.
    Planned Team Velocity = 6 points
    Planned Estimated Hours = 98 hours
    Story Complete
    In Process
    Task Done
    Task Backlog
    Story Backlog
    3
    8
    Task
    User Story
    16
    Task
    8
    Task
    2
    2
    16
    Task
    Task
    User Story
    8
    Task
    4
    Task
    1
    8
    4
    Task
    User Story
    Task
    8
    Task
    16
    Task
  • From a Metrics perspective, we Burn Down hours to make sure the sprint is on track
    38
    96
    6
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • From a Metrics perspective, we Burn Down hours to make sure the sprint is on track
    38
    96
    6
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • From a Metrics perspective, we Burn Down hours to make sure the sprint is on track
    38
    96
    6
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • From a Metrics perspective, we Burn Down hours to make sure the sprint is on track
    38
    96
    6
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • From a Metrics perspective, we Burn Down hours to make sure the sprint is on track
    38
    96
    6
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • From a Metrics perspective, we Burn Down hours to make sure the sprint is on track
    38
    96
    6
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • From a Metrics perspective, we Burn Down hours to make sure the sprint is on track
    38
    96
    6
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • From a Metrics perspective, we Burn Down hours to make sure the sprint is on track
    38
    96
    6
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • From a Metrics perspective, we Burn Down hours to make sure the sprint is on track
    38
    96
    6
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • From a Metrics perspective, we Burn Down points to make sure the Release is on track
    38
    96
    6
    6
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • From a Metrics perspective, we Burn Down points to make sure the Release is on track
    38
    96
    8
    6
    6
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • We track Velocity Trend to make sure the team is delivering in a Predictable manner
    38
    96
    8
    6
    6
    5
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • When the Release is ready to deliver, The Team has completed the highest priority User Stories, against the highest priority Features ,against the highest priority Epics.
    38
    96
    8
    6
    6
    5
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • When the Release is ready to deliver, The Team has completed the highest priority User Stories, against the highest priority Features ,against the highest priority Epics.
    Everyone is focused on delivering value early and often!
    38
    96
    8
    6
    6
    5
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • Predicting the Future… Looking Forward on Agile Projects
  • Yesterday’s Weather
    Past performance is our best indicator of future performance
    The amount of product we were able to build during the last iteration, is a pretty good indicator of what we’ll be able to deliver this iteration
    The same goes for releases
  • Velocity at Project, Release, and Iteration
    Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • Team Level Release Planning
    Use past velocity to determine roughly how much content can fit into the upcoming release
    Vary scope by focusing on the MMF to fine tune the implementation as you build the emerging product
  • Agile Project Manager – Team
    People
    PM
    People
    People
    People
    People
    People
    People
    People
    APM
  • Agile Project Management in Larger, More Complex Enterprises
  • Agile in the Enterprise
  • Agile (Project Management) in the (Traditional) Enterprise
  • Agile (Project Management) in the (Traditional) Enterprise
  • Contrasted with… Enterprise Agile
  • Enterprise Agile... it’s different!
  • Enterprise Agile
  • Enterprise Agile
  • Enterprise Agile
  • Enterprise Agile
  • Enterprise Agile
  • Enterprise Agile
  • Enterprise Agile
  • Team A
    Team B
    Team C
    Team D
    Team E
    Team F
  • Team A
    Team B
    Team C
    Team D
    Team E
    Team F
  • Team A
    Team B
    Team C
    Team D
    Team E
    Team F
  • Team A
    Team B
    Team C
    Team D
    Team E
    Team F
  • Multi-Team Release Planning
    Use past velocity to determine roughly how much content can fit into the upcoming release
    Vary scope by focusing on the MMF to fine tune the implementation as you build the emerging product
    Sequence backlogs so deliverables are coordinated across agile teams
    IMO… this reduces business agility
  • Let’s Talk About the Stuff That Breaks Agile
  • External Dependencies
  • External Dependencies
  • External Dependencies
  • Many-to-Many Relationships
  • Many-to-Many Relationships
  • Many-to-Many Relationships
  • Many-to-Many Relationships
  • Many-to-Many Relationships
  • Many-to-Many Relationships
  • Many-to-Many Relationships
  • Many-to-Many Relationships
  • Many-to-Many Relationships
  • Agile Project, Program, and Portfolio Management using Lean, Kanban, and TOC
  • Team 1
  • Team 1
    Team 2
  • Team 1
    Team 2
    Team 3
  • Team 1
    Team 2
    Team 3
    Team 4
  • Team 1
    Team 2
    Team 3
    Team 4
    Team 5
  • Establishing the relationship between team level velocity and enterprise level throughput?
  • Team predictability is one thing, but organizations need to be able to track value at the Epic level
    Epic
  • Team predictability is one thing, but organizations need to be able to track value at the Epic level
    Epic
    We need a mechanism to make sure features that span multiple Scrum teams are treated with the same sense of awareness as single-product features.
    Feature
  • Team predictability is one thing, but organizations need to be able to track value at the Epic level
    Epic
    We need a mechanism to make sure features that span multiple Scrum teams are treated with the same sense of awareness as single-product features.
    Feature
    All of our day-to-day activities need to clearly map to enterprise objectives. We need to build product as one organization
    User
    Story
  • Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    Tier 1 - Scrum
  • Deploy
    Build
    Test
    Design
    Analysis
    Tier 2 - Kanban
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    Tier 1 - Scrum
  • Construction
    Transition
    Elaboration
    Inception
    Tier 3 - Kanban
    Deploy
    Build
    Test
    Design
    Analysis
    Tier 2 - Kanban
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    Tier 1 - Scrum
  • Construction
    Transition
    Elaboration
    Inception
    Tier 3 - Kanban
    Deploy
    Build
    Test
    Design
    Analysis
    Tier 2 - Kanban
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    Tier 1 - Scrum
    User Story
  • Construction
    Transition
    Elaboration
    Inception
    Tier 3 - Kanban
    Deploy
    Build
    Test
    Design
    Analysis
    Tier 2 - Kanban
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    Tier 1 - Scrum
    User Story
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Tier 3 - Kanban
    Deploy
    Build
    Test
    Design
    Analysis
    Tier 2 - Kanban
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    Tier 1 - Scrum
    User Story
  • Kanban creates a pull system across the entire portfolio that is limited by your actual capacity
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    Spike
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    User Story
    User Story
    Spike
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    User Story
    User Story
    Spike
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    8
    Task
    Task
    User Story
    User Story
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    8
    Task
    Task
    User Story
    User Story
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    8
    Task
    Task
    User Story
    User Story
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    8
    Task
    Task
    User Story
    User Story
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    8
    Task
    Task
    User Story
    User Story
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    8
    Task
    Task
    User Story
    User Story
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    8
    Task
    Task
    User Story
    User Story
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    8
    Task
    Task
    User Story
    User Story
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    8
    Task
    Task
    User Story
    User Story
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    8
    Task
    Task
    User Story
    User Story
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    Task
    8
    User Story
    User Story
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    Task
    8
    User Story
    User Story
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    Task
    8
    User Story
    User Story
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    Task
    8
    User Story
    User Story
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    Task
    8
    User Story
    User Story
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    Task
    User Story
    User Story
    8
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    Task
    User Story
    User Story
    8
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    Task
    User Story
    User Story
    8
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    Task
    8
    Task
    User Story
    User Story
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    Task
    User Story
    User Story
    Spike
    8
    Task
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    Task
    User Story
    User Story
    Spike
    8
    Task
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    Task
    Task
    User Story
    User Story
    User Story
    User Story
    8
    Task
    Spike
    Spike
    8
    Task
    8
    8
    Task
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    16
    Task
    User Story
    User Story
    User Story
    User Story
    Spike
    Spike
    8
    Task
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    8
    Task
    User Story
    User Story
    8
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    8
    Task
    User Story
    User Story
    8
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    8
    Task
    User Story
    User Story
    8
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    8
    Task
    User Story
    User Story
    8
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    8
    Task
    8
    User Story
    User Story
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    8
    Task
    8
    User Story
    User Story
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    8
    Task
    8
    User Story
    User Story
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    8
    Task
    8
    User Story
    User Story
    Task
    Spike
    8
    Task
  • Construction
    Transition
    Elaboration
    Inception
    Epic
    Epic
    Epic
    Epic
    Deploy
    Build
    Test
    Design
    Analysis
    Feature
    Feature
    Feature
    Feature
    Feature
    Feature
    Story Backlog
    In Process
    Task Done
    Task Backlog
    Story Backlog
    8
    8
    Task
    Task
    Task
    8
    User Story
    User Story
    User Story
    User Story
    8
    Task
    Task
    Spike
    Spike
    8
    8
    8
    Task
    Task
    Task
  • At the team level, velocity metrics drive predictability
    38
    96
    8
    6
    6
    5
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • At the program/product level, lean metrics are more meaningful
    At the team level, velocity metrics drive predictability
    38
    96
    8
    6
    6
    5
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • At the enterprise level, lean metrics are also the more interesting metric
    At the program/product level, lean metrics are more meaningful
    At the team level, velocity metrics drive predictability
    38
    96
    8
    6
    6
    5
    Release Burndown
    Sprint Burndown
    Velocity Trend
  • Balancing Organizational Constraints
  • Enterprise Release Planning
    Use Scrum at the team level to drive predictable outcomes
    Balance the backlogs across team to optimize the flow of value at the Feature and Epic level
    Use metrics to plan the number of Features and Epics that can be included in a release
  • Agile Project Managers
    Manage the System, not the People
    Clear the path, enable the teams and the organization
    Drive shared understanding of delivery risk
    Systems thinking, look out for the whole
  • Agile Project Manager - Enterprise
    Team
    PM
    Team
    Team
    Team
    Team
    Team
    Team
    Team
    APM
  • www.slideshare.net/mcottmeyer
    Mike CottmeyerLeadingAgilemike@leadingagile.com 1.404.312.1471www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadingagilelinkedin.com/in/cottmeyer