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Introduction to Agile Planning and Project Management<br />By Mike Cottmeyer, Agile Coach<br />LeadingAgile, LLC<br />
Mike CottmeyerLeadingAgilemike@leadingagile.com	1.404.312.1471www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadi...
A Project is a temporary endeavor, having a defined beginning and end, undertaken to meet unique goals and objectives<br /...
A Project Manager is a professional in the field of project management.  Project Managers have the responsibility of plann...
Project Management is the discipline of planning, organizing, securing and managing resources to bring about the successfu...
Agile has a Project Manager problem…<br />
Agenda…	<br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fun...
Agenda…	<br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fun...
Agenda…	<br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fun...
Agenda…	<br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fun...
Agenda…	<br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fun...
Agenda…	<br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fun...
Agenda…	<br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fun...
Agenda…	<br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fun...
Agenda…	<br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fun...
Agile Values & Principles<br />
The Agile Manifesto (2001)<br />Individuals and Interactions<br />Processes and Tools<br />
The Agile Manifesto (2001)<br />Individuals and Interactions<br />Working software <br />Processes and Tools<br />Comprehe...
The Agile Manifesto (2001)<br />Individuals and Interactions<br />Working software 	<br />Customer collaboration<br />Proc...
The Agile Manifesto (2001)<br />Individuals and Interactions<br />Working software 	<br />Customer collaboration<br />Resp...
The Agile Manifesto (2001)<br />Individuals and Interactions<br />Working software 	<br />Customer collaboration<br />Resp...
The Agile Manifesto (2001)<br />Individuals and Interactions<br />Working software 	<br />Customer collaboration<br />Resp...
Challenging the Project Management Paradigm<br />
The BIG Paradigm Shift<br />Scope<br />Cost<br />Time<br />
The BIG Paradigm Shift<br />Cost<br />Time<br />Scope<br />
The BIG Paradigm Shift<br />Cost<br />Time<br />Reduce<br />Risk<br />Scope<br />
The BIG Paradigm Shift<br />Cost<br />Time<br />IncreaseValue<br />Scope<br />
Is Your Project a Good Candidate for Agile?<br />
Where to Use Agile?<br />Sweet spot in software product development<br />Domains where market requirements change often<br...
Process Control<br />Predictive – Processes well defined and predictable.  Process yields acceptable outcomes<br />Empiric...
Reducing Delivery Risk<br />
Emergence or Convergence<br />
Fundamentals of Team Based Agile<br />
Team<br />
Developers<br />
Testers<br />Developers<br />
Analyst<br />Testers<br />Developers<br />
Analyst<br />CSM<br />Testers<br />Developers<br />
Product Owner<br />Analyst<br />CSM<br />Testers<br />Developers<br />
Agile Process Flow…<br />
Product Vision<br />Understanding why we are doing what we are doing, who it is for, and the overall market opportunity  <...
Product Backlog<br />The master list of things that we want to build into the product<br />
Iteration Backlog<br />The highest priority items that we intend to build in the next 2-4 weeks<br />
Feedback Loops<br />Inspect and adapt on regular cadences to mitigate delivery risk<br />
Working Product<br />Is the primary measure of progress, at the end of each time-box we have a deliverable<br />
Cadences<br />Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
User Story<br />Screen<br />User Story<br />Team<br />User Story<br />Report<br />User Story<br />User Story<br />Database...
User Story<br />Screen<br />User Story<br />Team<br />User Story<br />Report<br />User Story<br />User Story<br />Database...
Agile Non-Negotiables<br />Teams<br />Backlog<br />Cadence<br />Done<br />
My Customer Doesn’t Give a Crap About Your User Stories!<br />
Epics collections of features, typically 1-3 months in duration.  Epics span releases.  Epics can span more than one team....
Epics collections of features, typically 1-3 months in duration.  Epics span releases.  Epics can span more than one team....
Epics collections of features, typically 1-3 months in duration.  Epics span releases.  Epics can span more than one team....
Story Maps visually show the relationship between User Stories and Business Value<br />Epic<br />Feature<br />Feature<br /...
INVEST<br />Independent<br />Negotiable<br />Valuable<br />Estimateable<br />Small… Sized Appropriately<br />Testable<br />
Story Maps start with the identification of larger, more strategic organizational goals<br />Epic<br />
Epicsare decomposed into Features that describe the value added into the product<br />Epic<br />Feature<br />
Epicsare decomposed into Features that describe the value added into the product<br />Epic<br />Feature<br />Feature<br />
Epicsare decomposed into Features that describe the value added into the product<br />Epic<br />Feature<br />Feature<br />...
Epicsare decomposed into Features that describe the value added into the product<br />Epic<br />Feature<br />Feature<br />...
Featuresare decomposed into User Stories that are thin slices of value added into the system<br />Epic<br />Feature<br />F...
Featuresare decomposed into User Stories that are thin slices of value added into the system<br />Epic<br />Feature<br />F...
Featuresare decomposed into User Stories that are thin slices of value added into the system<br />Epic<br />Feature<br />F...
Featuresare decomposed into User Stories that are thin slices of value added into the system<br />Epic<br />Feature<br />F...
Relative Estimation<br />Start with something small and knowable<br />Give it an arbitrary value of one<br />Estimate ever...
User Stories are estimated in relative units of measure called Story Points<br />Epic<br />1<br />1<br />Feature<br />Feat...
User Stories are estimated in relative units of measure called Story Points<br />Epic<br />3<br />1<br />2<br />1<br />Fea...
Story Points can be added up to size Features<br />Epic<br />11<br />7<br />8<br />12<br />3<br />1<br />2<br />1<br />Fea...
Feature Points can be added up to size Epics<br />38<br />Epic<br />11<br />7<br />8<br />12<br />3<br />1<br />2<br />1<b...
Varying Scope Using the Minimally Marketable Feature<br />
Our Goal is to build the smallest system possible to deliver the value in the Epic<br />38<br />Epic<br />11<br />7<br />8...
We continuously evaluate the Story Map to determine the Minimally Marketable Feature<br />38<br />Epic<br />11<br />7<br /...
We continuously evaluate the Story Map to determine the Minimally Marketable Feature<br />38<br />Epic<br />11<br />7<br /...
When we focus on Minimally Marketable Features, we deliver Business Value early<br />26<br />Epic<br />10<br />4<br />7<br...
All I Need to Know is Backlog Size & Velocity<br />
Burndown Charts<br />
Backlog Size<br />
Backlog Size<br />Time<br />
Velocity – The rate at which <br />we complete the estimate <br />Backlog Size<br />Time<br />
Managing & Controlling Agile the Delivery Process<br />
Minimally Marketable Featuresfeed the prioritization of our Sprint Planning<br />Story Complete<br />In Process<br />Task ...
Identify the User Story most likely to contribute to the MMF and build that one first<br />Story Complete<br />In Process<...
Identify the User Story most likely to contribute to the MMF and build that one first<br />Story Complete<br />In Process<...
Pull User Stories in priority order focusing on delivering complete MMFs<br />Story Complete<br />In Process<br />Task Don...
Pull User Stories in priority order focusing on delivering complete MMFs<br />Story Complete<br />In Process<br />Task Don...
It’s okay to work User Stories across MMFs if that is what the Product Owner needs<br />Story Complete<br />In Process<br ...
It’s okay to work User Stories across MMFs if that is what the Product Owner needs<br />Story Complete<br />In Process<br ...
The team uses its past velocity to determine how many stories go in the Sprint<br />Planned Team Velocity = 6 points<br />...
The Team breaks each User Story down into Tasks<br />Planned Team Velocity = 6 points<br />Story Complete<br />In Process<...
The Team breaks each User Story down into Tasks<br />Planned Team Velocity = 6 points<br />Story Complete<br />In Process<...
The Team breaks each User Story down into Tasks<br />Planned Team Velocity = 6 points<br />Story Complete<br />In Process<...
And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to Deliver<br />Planned Team ...
And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to Deliver<br />Planned Team ...
And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to Deliver<br />Planned Team ...
At the beginning of the Sprint, The Team pulls Tasks from the top of the Task Backlog<br />Planned Team Velocity = 6 point...
Tasks move across the Story Board until there is a completed User Story.  <br />Planned Team Velocity = 6 points<br />Plan...
Tasks move across the Story Board until there is a completed User Story.  <br />Planned Team Velocity = 6 points<br />Plan...
Tasks move across the Story Board until there is a completed User Story.  <br />Planned Team Velocity = 6 points<br />Plan...
The Team works from the top of the Story Board, Swarming to get  User Stories across the board as fast as possible .  <br ...
The Team works from the top of the Story Board, Swarming to get  User Stories across the board as fast as possible .  <br ...
The Team works from the top of the Story Board, Swarming to get  User Stories across the board as fast as possible .  <br ...
Until the entire Sprint has been delivered to the Product Owner.  <br />Planned Team Velocity = 6 points<br />Planned Esti...
From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Bur...
From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Bur...
From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Bur...
From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Bur...
From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Bur...
From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Bur...
From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Bur...
From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Bur...
From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Bur...
From a Metrics perspective, we Burn Down points to make sure the Release is on track<br />38<br />96<br />6<br />6<br />Re...
From a Metrics perspective, we Burn Down points to make sure the Release is on track<br />38<br />96<br />8<br />6<br />6<...
We track Velocity Trend to make sure the team is delivering in a Predictable manner<br />38<br />96<br />8<br />6<br />6<b...
When the Release is ready to deliver, The Team has completed the highest priority User Stories, against the highest priori...
When the Release is ready to deliver, The Team has completed the highest priority User Stories, against the highest priori...
Predicting the Future… Looking Forward on Agile Projects<br />
Yesterday’s Weather<br />Past performance is our best indicator of future performance<br />The amount of product we were a...
Velocity at Project, Release, and Iteration<br />Project (years)<br />Release (months)<br />Release (months)<br />Release ...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<...
Team Level Release Planning<br />Use past velocity to determine roughly how much content can fit into the upcoming release...
Agile Project Manager – Team<br />People<br />PM<br />People<br />People<br />People<br />People<br />People<br />People<b...
Agile Project Management in Larger, More Complex Enterprises<br />
Agile in the Enterprise<br />
Agile (Project Management) in the (Traditional) Enterprise<br />
Agile (Project Management) in the (Traditional) Enterprise<br />
Contrasted with… Enterprise Agile<br />
Enterprise Agile... it’s different!<br />
Enterprise Agile<br />
Enterprise Agile<br />
Enterprise Agile<br />
Enterprise Agile<br />
Enterprise Agile<br />
Enterprise Agile<br />
Enterprise Agile<br />
Team A<br />Team B<br />Team C<br />Team D<br />Team E<br />Team F<br />
Team A<br />Team B<br />Team C<br />Team D<br />Team E<br />Team F<br />
Team A<br />Team B<br />Team C<br />Team D<br />Team E<br />Team F<br />
Team A<br />Team B<br />Team C<br />Team D<br />Team E<br />Team F<br />
Multi-Team Release Planning<br />Use past velocity to determine roughly how much content can fit into the upcoming release...
Let’s Talk About the Stuff That Breaks Agile<br />
External Dependencies<br />
External Dependencies<br />
External Dependencies<br />
Many-to-Many Relationships<br />
Many-to-Many Relationships<br />
Many-to-Many Relationships<br />
Many-to-Many Relationships<br />
Many-to-Many Relationships<br />
Many-to-Many Relationships<br />
Many-to-Many Relationships<br />
Many-to-Many Relationships<br />
Many-to-Many Relationships<br />
Agile Project, Program, and Portfolio Management using Lean, Kanban, and TOC<br />
Team 1<br />
Team 1<br />Team 2<br />
Team 1<br />Team 2<br />Team 3<br />
Team 1<br />Team 2<br />Team 3<br />Team 4<br />
Team 1<br />Team 2<br />Team 3<br />Team 4<br />Team 5<br />
Establishing the relationship between team level velocity and enterprise level throughput?<br />
Team predictability is one thing, but organizations need to be able to track value at the Epic level<br />Epic<br />
Team predictability is one thing, but organizations need to be able to track value at the Epic level<br />Epic<br />We nee...
Team predictability is one thing, but organizations need to be able to track value at the Epic level<br />Epic<br />We nee...
Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />Tier 1 - Scrum<br />
Deploy<br />Build	<br />Test	<br />Design<br />Analysis<br />Tier 2 - Kanban<br />Story Backlog<br />In Process<br />Task ...
Construction<br />Transition<br />Elaboration<br />Inception<br />Tier 3 - Kanban<br />Deploy<br />Build	<br />Test	<br />...
Construction<br />Transition<br />Elaboration<br />Inception<br />Tier 3 - Kanban<br />Deploy<br />Build	<br />Test	<br />...
Construction<br />Transition<br />Elaboration<br />Inception<br />Tier 3 - Kanban<br />Deploy<br />Build	<br />Test	<br />...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Tier 3 - Kanban<br />Deploy<br />Build	<br />T...
Kanban creates a pull system across the entire portfolio that is limited by your actual capacity<br />
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build	<br />Test	<br />D...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build	<br />Te...
Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Epic<br />Deploy<br />Buil...
At the team level, velocity metrics drive predictability<br />38<br />96<br />8<br />6<br />6<br />5<br />Release Burndown...
At the program/product level, lean metrics are more meaningful<br />At the team level, velocity metrics drive predictabili...
At the enterprise level, lean metrics are also the more interesting metric<br />At the program/product level, lean metrics...
Balancing Organizational Constraints<br />
Enterprise Release Planning<br />Use Scrum at the team level to drive predictable outcomes<br />Balance the backlogs acros...
Agile Project Managers	<br />Manage the System, not the People<br />Clear the path, enable the teams and the organization<...
Agile Project Manager - Enterprise<br />Team<br />PM<br />Team<br />Team<br />Team<br />Team<br />Team<br />Team<br />Team...
www.slideshare.net/mcottmeyer<br />Mike CottmeyerLeadingAgilemike@leadingagile.com	1.404.312.1471www.leadingagile.comtwitt...
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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. 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&apos;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&apos;t want to create plans that don&apos;t reflect our current understanding of reality.  We don&apos;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.
  • Transcript of "Introduction to Agile Project Planning and Project Management"

    1. 1. Introduction to Agile Planning and Project Management<br />By Mike Cottmeyer, Agile Coach<br />LeadingAgile, LLC<br />
    2. 2. Mike CottmeyerLeadingAgilemike@leadingagile.com 1.404.312.1471www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadingagilelinkedin.com/in/cottmeyer<br />
    3. 3. A Project is a temporary endeavor, having a defined beginning and end, undertaken to meet unique goals and objectives<br />http://en.wikipedia.org/wiki/Project_management<br />
    4. 4. 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. <br />http://en.wikipedia.org/wiki/Project_manager<br />
    5. 5. Project Management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives. <br />http://en.wikipedia.org/wiki/Project_management<br />
    6. 6. Agile has a Project Manager problem…<br />
    7. 7. Agenda… <br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fundamental mechanics of Agile delivery <br />The role of the Agile Project Manager<br />Part 2: Multi-team Agile projects <br />Challenges with Agile in larger, more complex enterprises<br />Patterns for Agile Program and Portfolio Management<br />The role of the Agile Project Manager<br />
    8. 8. Agenda… <br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fundamental mechanics of Agile delivery <br />The role of the Agile Project Manager<br />Part 2: Multi-team Agile projects <br />Challenges with Agile in larger, more complex enterprises<br />Patterns for Agile Program and Portfolio Management<br />The role of the Agile Project Manager<br />
    9. 9. Agenda… <br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fundamental mechanics of Agile delivery <br />The role of the Agile Project Manager<br />Part 2: Multi-team Agile projects <br />Challenges with Agile in larger, more complex enterprises<br />Patterns for Agile Program and Portfolio Management<br />The role of the Agile Project Manager<br />
    10. 10. Agenda… <br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fundamental mechanics of Agile delivery <br />The role of the Agile Project Manager<br />Part 2: Multi-team Agile projects <br />Challenges with Agile in larger, more complex enterprises<br />Patterns for Agile Program and Portfolio Management<br />The role of the Agile Project Manager<br />
    11. 11. Agenda… <br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fundamental mechanics of Agile delivery <br />The role of the Agile Project Manager<br />Part 2: Multi-team Agile projects <br />Challenges with Agile in larger, more complex enterprises<br />Patterns for Agile Program and Portfolio Management<br />The role of the Agile Project Manager<br />
    12. 12. Agenda… <br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fundamental mechanics of Agile delivery <br />The role of the Agile Project Manager<br />Part 2: Multi-team Agile projects <br />Challenges with Agile in larger, more complex enterprises<br />Patterns for Agile Program and Portfolio Management<br />The role of the Agile Project Manager<br />
    13. 13. Agenda… <br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fundamental mechanics of Agile delivery <br />The role of the Agile Project Manager<br />Part 2: Multi-team Agile projects <br />Challenges with Agile in larger, more complex enterprises<br />Patterns for Agile Program and Portfolio Management<br />The role of the Agile Project Manager<br />
    14. 14. Agenda… <br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fundamental mechanics of Agile delivery <br />The role of the Agile Project Manager<br />Part 2: Multi-team Agile projects <br />Challenges with Agile in larger, more complex enterprises<br />Patterns for Agile Program and Portfolio Management<br />The role of the Agile Project Manager<br />
    15. 15. Agenda… <br />Part 1: Single-team Agile projects<br />Agile Values & principles<br />How and why Agile teams work<br />Fundamental mechanics of Agile delivery <br />The role of the Agile Project Manager<br />Part 2: Multi-team Agile projects <br />Challenges with Agile in larger, more complex enterprises<br />Patterns for Agile Program and Portfolio Management<br />The role of the Agile Project Manager<br />
    16. 16. Agile Values & Principles<br />
    17. 17. The Agile Manifesto (2001)<br />Individuals and Interactions<br />Processes and Tools<br />
    18. 18. The Agile Manifesto (2001)<br />Individuals and Interactions<br />Working software <br />Processes and Tools<br />Comprehensive documentation<br />
    19. 19. The Agile Manifesto (2001)<br />Individuals and Interactions<br />Working software <br />Customer collaboration<br />Processes and Tools<br />Comprehensive documentation<br />Contract negotiation<br />
    20. 20. The Agile Manifesto (2001)<br />Individuals and Interactions<br />Working software <br />Customer collaboration<br />Responding to change<br />Processes and Tools<br />Comprehensive documentation<br />Contract negotiation<br />Following a plan<br />
    21. 21. The Agile Manifesto (2001)<br />Individuals and Interactions<br />Working software <br />Customer collaboration<br />Responding to change<br />Processes and Tools<br />Comprehensive documentation<br />Contract negotiation<br />Following a plan<br />
    22. 22. The Agile Manifesto (2001)<br />Individuals and Interactions<br />Working software <br />Customer collaboration<br />Responding to change<br />Processes and Tools<br />Comprehensive documentation<br />Contract negotiation<br />Following a plan<br />
    23. 23. Challenging the Project Management Paradigm<br />
    24. 24. The BIG Paradigm Shift<br />Scope<br />Cost<br />Time<br />
    25. 25. The BIG Paradigm Shift<br />Cost<br />Time<br />Scope<br />
    26. 26. The BIG Paradigm Shift<br />Cost<br />Time<br />Reduce<br />Risk<br />Scope<br />
    27. 27. The BIG Paradigm Shift<br />Cost<br />Time<br />IncreaseValue<br />Scope<br />
    28. 28. Is Your Project a Good Candidate for Agile?<br />
    29. 29. Where to Use Agile?<br />Sweet spot in software product development<br />Domains where market requirements change often<br />Initiatives where requirements are unknown or unknowable<br />Complex knowledge work<br />
    30. 30. Process Control<br />Predictive – Processes well defined and predictable. Process yields acceptable outcomes<br />Empirical – Frequently measure outcomes and adapt the process to accommodate variation<br />
    31. 31. Reducing Delivery Risk<br />
    32. 32. Emergence or Convergence<br />
    33. 33. Fundamentals of Team Based Agile<br />
    34. 34. Team<br />
    35. 35. Developers<br />
    36. 36. Testers<br />Developers<br />
    37. 37. Analyst<br />Testers<br />Developers<br />
    38. 38. Analyst<br />CSM<br />Testers<br />Developers<br />
    39. 39. Product Owner<br />Analyst<br />CSM<br />Testers<br />Developers<br />
    40. 40. Agile Process Flow…<br />
    41. 41. Product Vision<br />Understanding why we are doing what we are doing, who it is for, and the overall market opportunity <br />
    42. 42. Product Backlog<br />The master list of things that we want to build into the product<br />
    43. 43. Iteration Backlog<br />The highest priority items that we intend to build in the next 2-4 weeks<br />
    44. 44. Feedback Loops<br />Inspect and adapt on regular cadences to mitigate delivery risk<br />
    45. 45. Working Product<br />Is the primary measure of progress, at the end of each time-box we have a deliverable<br />
    46. 46. Cadences<br />Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    47. 47. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    48. 48. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    49. 49. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    50. 50. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    51. 51. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    52. 52. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    53. 53. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    54. 54. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    55. 55. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    56. 56. User Story<br />Screen<br />User Story<br />Team<br />User Story<br />Report<br />User Story<br />User Story<br />Database<br />User Story<br />User Story<br />
    57. 57. User Story<br />Screen<br />User Story<br />Team<br />User Story<br />Report<br />User Story<br />User Story<br />Database<br />User Story<br />User Story<br />
    58. 58. Agile Non-Negotiables<br />Teams<br />Backlog<br />Cadence<br />Done<br />
    59. 59. My Customer Doesn’t Give a Crap About Your User Stories!<br />
    60. 60. 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. <br />Epic<br />
    61. 61. 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. <br />Epic<br />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.<br />Feature<br />
    62. 62. 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. <br />Epic<br />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.<br />Feature<br />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. <br />User <br />Story<br />
    63. 63. Story Maps visually show the relationship between User Stories and Business Value<br />Epic<br />Feature<br />Feature<br />Feature<br />Feature<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />
    64. 64. INVEST<br />Independent<br />Negotiable<br />Valuable<br />Estimateable<br />Small… Sized Appropriately<br />Testable<br />
    65. 65. Story Maps start with the identification of larger, more strategic organizational goals<br />Epic<br />
    66. 66. Epicsare decomposed into Features that describe the value added into the product<br />Epic<br />Feature<br />
    67. 67. Epicsare decomposed into Features that describe the value added into the product<br />Epic<br />Feature<br />Feature<br />
    68. 68. Epicsare decomposed into Features that describe the value added into the product<br />Epic<br />Feature<br />Feature<br />Feature<br />
    69. 69. Epicsare decomposed into Features that describe the value added into the product<br />Epic<br />Feature<br />Feature<br />Feature<br />Feature<br />
    70. 70. Featuresare decomposed into User Stories that are thin slices of value added into the system<br />Epic<br />Feature<br />Feature<br />Feature<br />Feature<br />User Story<br />User Story<br />User Story<br />User Story<br />
    71. 71. Featuresare decomposed into User Stories that are thin slices of value added into the system<br />Epic<br />Feature<br />Feature<br />Feature<br />Feature<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />
    72. 72. Featuresare decomposed into User Stories that are thin slices of value added into the system<br />Epic<br />Feature<br />Feature<br />Feature<br />Feature<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />
    73. 73. Featuresare decomposed into User Stories that are thin slices of value added into the system<br />Epic<br />Feature<br />Feature<br />Feature<br />Feature<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />
    74. 74. Relative Estimation<br />Start with something small and knowable<br />Give it an arbitrary value of one<br />Estimate everything else relative to the original story<br />Planning poker encourages communication and leads to shared understanding<br />Over time becomes incredibly accurate<br />
    75. 75. User Stories are estimated in relative units of measure called Story Points<br />Epic<br />1<br />1<br />Feature<br />Feature<br />Feature<br />Feature<br />1<br />1<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />
    76. 76. User Stories are estimated in relative units of measure called Story Points<br />Epic<br />3<br />1<br />2<br />1<br />Feature<br />Feature<br />Feature<br />Feature<br />3<br />2<br />3<br />5<br />5<br />2<br />3<br />2<br />1<br />1<br />2<br />2<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />
    77. 77. Story Points can be added up to size Features<br />Epic<br />11<br />7<br />8<br />12<br />3<br />1<br />2<br />1<br />Feature<br />Feature<br />Feature<br />Feature<br />3<br />2<br />3<br />5<br />5<br />2<br />3<br />2<br />1<br />1<br />2<br />2<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />
    78. 78. Feature Points can be added up to size Epics<br />38<br />Epic<br />11<br />7<br />8<br />12<br />3<br />1<br />2<br />1<br />Feature<br />Feature<br />Feature<br />Feature<br />3<br />2<br />3<br />5<br />5<br />2<br />3<br />2<br />1<br />1<br />2<br />2<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />
    79. 79. Varying Scope Using the Minimally Marketable Feature<br />
    80. 80. Our Goal is to build the smallest system possible to deliver the value in the Epic<br />38<br />Epic<br />11<br />7<br />8<br />12<br />3<br />1<br />2<br />1<br />Feature<br />Feature<br />Feature<br />Feature<br />3<br />2<br />3<br />5<br />5<br />2<br />3<br />2<br />1<br />1<br />2<br />2<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />
    81. 81. We continuously evaluate the Story Map to determine the Minimally Marketable Feature<br />38<br />Epic<br />11<br />7<br />8<br />12<br />3<br />1<br />2<br />1<br />Feature<br />Feature<br />Feature<br />Feature<br />3<br />2<br />3<br />5<br />5<br />2<br />3<br />2<br />1<br />1<br />2<br />2<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />
    82. 82. We continuously evaluate the Story Map to determine the Minimally Marketable Feature<br />38<br />Epic<br />11<br />7<br />8<br />12<br />3<br />1<br />2<br />1<br />User Story<br />User Story<br />User Story<br />Feature<br />Feature<br />Feature<br />Feature<br />3<br />2<br />3<br />5<br />User Story<br />User Story<br />User Story<br />5<br />2<br />3<br />2<br />User Story<br />User Story<br />User Story<br />1<br />1<br />2<br />2<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />
    83. 83. When we focus on Minimally Marketable Features, we deliver Business Value early<br />26<br />Epic<br />10<br />4<br />7<br />5<br />3<br />1<br />2<br />1<br />User Story<br />User Story<br />User Story<br />Feature<br />Feature<br />Feature<br />Feature<br />3<br />2<br />3<br />5<br />User Story<br />User Story<br />User Story<br />5<br />2<br />3<br />2<br />User Story<br />User Story<br />User Story<br />1<br />1<br />2<br />2<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />User Story<br />
    84. 84. All I Need to Know is Backlog Size & Velocity<br />
    85. 85. Burndown Charts<br />
    86. 86. Backlog Size<br />
    87. 87. Backlog Size<br />Time<br />
    88. 88. Velocity – The rate at which <br />we complete the estimate <br />Backlog Size<br />Time<br />
    89. 89. Managing & Controlling Agile the Delivery Process<br />
    90. 90. Minimally Marketable Featuresfeed the prioritization of our Sprint Planning<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />
    91. 91. Identify the User Story most likely to contribute to the MMF and build that one first<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />
    92. 92. Identify the User Story most likely to contribute to the MMF and build that one first<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />User Story<br />
    93. 93. Pull User Stories in priority order focusing on delivering complete MMFs<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />User Story<br />
    94. 94. Pull User Stories in priority order focusing on delivering complete MMFs<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />User Story<br />2<br />User Story<br />
    95. 95. It’s okay to work User Stories across MMFs if that is what the Product Owner needs<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />User Story<br />2<br />User Story<br />
    96. 96. It’s okay to work User Stories across MMFs if that is what the Product Owner needs<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />User Story<br />2<br />User Story<br />1<br />User Story<br />
    97. 97. The team uses its past velocity to determine how many stories go in the Sprint<br />Planned Team Velocity = 6 points<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />User Story<br />2<br />User Story<br />1<br />User Story<br />
    98. 98. The Team breaks each User Story down into Tasks<br />Planned Team Velocity = 6 points<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />Task<br />Task<br />User Story<br />Task<br />2<br />User Story<br />1<br />User Story<br />
    99. 99. The Team breaks each User Story down into Tasks<br />Planned Team Velocity = 6 points<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />Task<br />Task<br />User Story<br />Task<br />2<br />Task<br />Task<br />User Story<br />Task<br />Task<br />1<br />User Story<br />
    100. 100. The Team breaks each User Story down into Tasks<br />Planned Team Velocity = 6 points<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />Task<br />Task<br />User Story<br />Task<br />2<br />Task<br />Task<br />User Story<br />Task<br />Task<br />Task<br />Task<br />1<br />User Story<br />Task<br />Task<br />
    101. 101. And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to Deliver<br />Planned Team Velocity = 6 points<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />16<br />8<br />Task<br />Task<br />User Story<br />8<br />Task<br />2<br />Task<br />Task<br />User Story<br />Task<br />Task<br />Task<br />Task<br />1<br />User Story<br />Task<br />Task<br />
    102. 102. And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to Deliver<br />Planned Team Velocity = 6 points<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />16<br />8<br />Task<br />Task<br />User Story<br />8<br />Task<br />2<br />2<br />16<br />Task<br />Task<br />User Story<br />8<br />Task<br />4<br />Task<br />Task<br />Task<br />1<br />User Story<br />Task<br />Task<br />
    103. 103. And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to Deliver<br />Planned Team Velocity = 6 points<br />Planned Estimated Hours = 98 hours<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />16<br />8<br />Task<br />Task<br />User Story<br />8<br />Task<br />2<br />2<br />16<br />Task<br />Task<br />User Story<br />8<br />Task<br />4<br />Task<br />8<br />4<br />Task<br />Task<br />1<br />User Story<br />16<br />8<br />Task<br />Task<br />
    104. 104. At the beginning of the Sprint, The Team pulls Tasks from the top of the Task Backlog<br />Planned Team Velocity = 6 points<br />Planned Estimated Hours = 98 hours<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />8<br />Task<br />User Story<br />16<br />Task<br />8<br />Task<br />2<br />2<br />16<br />Task<br />Task<br />User Story<br />8<br />Task<br />4<br />Task<br />8<br />4<br />Task<br />Task<br />1<br />User Story<br />16<br />8<br />Task<br />Task<br />
    105. 105. Tasks move across the Story Board until there is a completed User Story. <br />Planned Team Velocity = 6 points<br />Planned Estimated Hours = 98 hours<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />8<br />Task<br />User Story<br />16<br />Task<br />8<br />Task<br />2<br />2<br />16<br />Task<br />Task<br />User Story<br />8<br />Task<br />4<br />Task<br />8<br />4<br />Task<br />Task<br />1<br />User Story<br />16<br />8<br />Task<br />Task<br />
    106. 106. Tasks move across the Story Board until there is a completed User Story. <br />Planned Team Velocity = 6 points<br />Planned Estimated Hours = 98 hours<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />8<br />Task<br />User Story<br />16<br />Task<br />8<br />Task<br />2<br />2<br />16<br />Task<br />Task<br />User Story<br />8<br />Task<br />4<br />Task<br />8<br />4<br />Task<br />Task<br />1<br />User Story<br />8<br />Task<br />16<br />Task<br />
    107. 107. Tasks move across the Story Board until there is a completed User Story. <br />Planned Team Velocity = 6 points<br />Planned Estimated Hours = 98 hours<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />8<br />Task<br />User Story<br />16<br />Task<br />8<br />Task<br />2<br />2<br />16<br />Task<br />Task<br />User Story<br />8<br />Task<br />4<br />Task<br />8<br />4<br />Task<br />Task<br />1<br />User Story<br />8<br />Task<br />16<br />Task<br />
    108. 108. The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible . <br />Planned Team Velocity = 6 points<br />Planned Estimated Hours = 98 hours<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />8<br />Task<br />User Story<br />16<br />Task<br />8<br />Task<br />2<br />2<br />16<br />Task<br />Task<br />User Story<br />8<br />Task<br />4<br />Task<br />8<br />4<br />Task<br />Task<br />1<br />User Story<br />8<br />Task<br />16<br />Task<br />
    109. 109. The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible . <br />Planned Team Velocity = 6 points<br />Planned Estimated Hours = 98 hours<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />8<br />Task<br />User Story<br />16<br />Task<br />8<br />Task<br />2<br />2<br />16<br />Task<br />Task<br />User Story<br />8<br />Task<br />4<br />Task<br />8<br />4<br />Task<br />Task<br />1<br />User Story<br />8<br />Task<br />16<br />Task<br />
    110. 110. The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible . <br />Planned Team Velocity = 6 points<br />Planned Estimated Hours = 98 hours<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />8<br />Task<br />User Story<br />16<br />Task<br />8<br />Task<br />2<br />2<br />16<br />Task<br />Task<br />User Story<br />8<br />Task<br />4<br />Task<br />8<br />4<br />Task<br />Task<br />1<br />User Story<br />8<br />Task<br />16<br />Task<br />
    111. 111. Until the entire Sprint has been delivered to the Product Owner. <br />Planned Team Velocity = 6 points<br />Planned Estimated Hours = 98 hours<br />Story Complete<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />3<br />8<br />Task<br />User Story<br />16<br />Task<br />8<br />Task<br />2<br />2<br />16<br />Task<br />Task<br />User Story<br />8<br />Task<br />4<br />Task<br />1<br />8<br />4<br />Task<br />User Story<br />Task<br />8<br />Task<br />16<br />Task<br />
    112. 112. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    113. 113. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    114. 114. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    115. 115. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    116. 116. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    117. 117. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    118. 118. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    119. 119. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    120. 120. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track<br />38<br />96<br />6<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    121. 121. From a Metrics perspective, we Burn Down points to make sure the Release is on track<br />38<br />96<br />6<br />6<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    122. 122. From a Metrics perspective, we Burn Down points to make sure the Release is on track<br />38<br />96<br />8<br />6<br />6<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    123. 123. We track Velocity Trend to make sure the team is delivering in a Predictable manner<br />38<br />96<br />8<br />6<br />6<br />5<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    124. 124. 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. <br />38<br />96<br />8<br />6<br />6<br />5<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    125. 125. 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. <br />Everyone is focused on delivering value early and often!<br />38<br />96<br />8<br />6<br />6<br />5<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    126. 126. Predicting the Future… Looking Forward on Agile Projects<br />
    127. 127. Yesterday’s Weather<br />Past performance is our best indicator of future performance<br />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<br />The same goes for releases<br />
    128. 128. Velocity at Project, Release, and Iteration<br />Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    129. 129. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    130. 130. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    131. 131. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    132. 132. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    133. 133. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    134. 134. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    135. 135. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    136. 136. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    137. 137. Project (years)<br />Release (months)<br />Release (months)<br />Release (months)<br />I1<br />I2<br />I3<br />I4<br />I5<br />I6<br />I7<br />I8<br />I9<br />
    138. 138. Team Level Release Planning<br />Use past velocity to determine roughly how much content can fit into the upcoming release<br />Vary scope by focusing on the MMF to fine tune the implementation as you build the emerging product <br />
    139. 139. Agile Project Manager – Team<br />People<br />PM<br />People<br />People<br />People<br />People<br />People<br />People<br />People<br />APM<br />
    140. 140. Agile Project Management in Larger, More Complex Enterprises<br />
    141. 141. Agile in the Enterprise<br />
    142. 142. Agile (Project Management) in the (Traditional) Enterprise<br />
    143. 143. Agile (Project Management) in the (Traditional) Enterprise<br />
    144. 144. Contrasted with… Enterprise Agile<br />
    145. 145. Enterprise Agile... it’s different!<br />
    146. 146. Enterprise Agile<br />
    147. 147. Enterprise Agile<br />
    148. 148. Enterprise Agile<br />
    149. 149. Enterprise Agile<br />
    150. 150. Enterprise Agile<br />
    151. 151. Enterprise Agile<br />
    152. 152. Enterprise Agile<br />
    153. 153. Team A<br />Team B<br />Team C<br />Team D<br />Team E<br />Team F<br />
    154. 154. Team A<br />Team B<br />Team C<br />Team D<br />Team E<br />Team F<br />
    155. 155. Team A<br />Team B<br />Team C<br />Team D<br />Team E<br />Team F<br />
    156. 156. Team A<br />Team B<br />Team C<br />Team D<br />Team E<br />Team F<br />
    157. 157. Multi-Team Release Planning<br />Use past velocity to determine roughly how much content can fit into the upcoming release<br />Vary scope by focusing on the MMF to fine tune the implementation as you build the emerging product <br />Sequence backlogs so deliverables are coordinated across agile teams<br />IMO… this reduces business agility<br />
    158. 158. Let’s Talk About the Stuff That Breaks Agile<br />
    159. 159. External Dependencies<br />
    160. 160. External Dependencies<br />
    161. 161. External Dependencies<br />
    162. 162. Many-to-Many Relationships<br />
    163. 163. Many-to-Many Relationships<br />
    164. 164. Many-to-Many Relationships<br />
    165. 165. Many-to-Many Relationships<br />
    166. 166. Many-to-Many Relationships<br />
    167. 167. Many-to-Many Relationships<br />
    168. 168. Many-to-Many Relationships<br />
    169. 169. Many-to-Many Relationships<br />
    170. 170. Many-to-Many Relationships<br />
    171. 171. Agile Project, Program, and Portfolio Management using Lean, Kanban, and TOC<br />
    172. 172. Team 1<br />
    173. 173. Team 1<br />Team 2<br />
    174. 174. Team 1<br />Team 2<br />Team 3<br />
    175. 175. Team 1<br />Team 2<br />Team 3<br />Team 4<br />
    176. 176. Team 1<br />Team 2<br />Team 3<br />Team 4<br />Team 5<br />
    177. 177. Establishing the relationship between team level velocity and enterprise level throughput?<br />
    178. 178. Team predictability is one thing, but organizations need to be able to track value at the Epic level<br />Epic<br />
    179. 179. Team predictability is one thing, but organizations need to be able to track value at the Epic level<br />Epic<br />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. <br />Feature<br />
    180. 180. Team predictability is one thing, but organizations need to be able to track value at the Epic level<br />Epic<br />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. <br />Feature<br />All of our day-to-day activities need to clearly map to enterprise objectives. We need to build product as one organization<br />User <br />Story<br />
    181. 181. Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />Tier 1 - Scrum<br />
    182. 182. Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Tier 2 - Kanban<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />Tier 1 - Scrum<br />
    183. 183. Construction<br />Transition<br />Elaboration<br />Inception<br />Tier 3 - Kanban<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Tier 2 - Kanban<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />Tier 1 - Scrum<br />
    184. 184. Construction<br />Transition<br />Elaboration<br />Inception<br />Tier 3 - Kanban<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Tier 2 - Kanban<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />Tier 1 - Scrum<br />User Story<br />
    185. 185. Construction<br />Transition<br />Elaboration<br />Inception<br />Tier 3 - Kanban<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Tier 2 - Kanban<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />Tier 1 - Scrum<br />User Story<br />
    186. 186. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Tier 3 - Kanban<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Tier 2 - Kanban<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />Tier 1 - Scrum<br />User Story<br />
    187. 187. Kanban creates a pull system across the entire portfolio that is limited by your actual capacity<br />
    188. 188. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />
    189. 189. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />
    190. 190. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />
    191. 191. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />
    192. 192. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />
    193. 193. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />
    194. 194. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />Spike<br />
    195. 195. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />User Story<br />User Story<br />Spike<br />
    196. 196. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />User Story<br />User Story<br />Spike<br />
    197. 197. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />8<br />Task<br />Task<br />User Story<br />User Story<br />Spike<br />8<br />Task<br />
    198. 198. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />8<br />Task<br />Task<br />User Story<br />User Story<br />Spike<br />8<br />Task<br />
    199. 199. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />8<br />Task<br />Task<br />User Story<br />User Story<br />Spike<br />8<br />Task<br />
    200. 200. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />8<br />Task<br />Task<br />User Story<br />User Story<br />Spike<br />8<br />Task<br />
    201. 201. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />8<br />Task<br />Task<br />User Story<br />User Story<br />Spike<br />8<br />Task<br />
    202. 202. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />8<br />Task<br />Task<br />User Story<br />User Story<br />Spike<br />8<br />Task<br />
    203. 203. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />8<br />Task<br />Task<br />User Story<br />User Story<br />Spike<br />8<br />Task<br />
    204. 204. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />8<br />Task<br />Task<br />User Story<br />User Story<br />Spike<br />8<br />Task<br />
    205. 205. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />8<br />Task<br />Task<br />User Story<br />User Story<br />Spike<br />8<br />Task<br />
    206. 206. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />8<br />Task<br />Task<br />User Story<br />User Story<br />Spike<br />8<br />Task<br />
    207. 207. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />Task<br />8<br />User Story<br />User Story<br />Task<br />Spike<br />8<br />Task<br />
    208. 208. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />Task<br />8<br />User Story<br />User Story<br />Task<br />Spike<br />8<br />Task<br />
    209. 209. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />Task<br />8<br />User Story<br />User Story<br />Task<br />Spike<br />8<br />Task<br />
    210. 210. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />Task<br />8<br />User Story<br />User Story<br />Task<br />Spike<br />8<br />Task<br />
    211. 211. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />Task<br />8<br />User Story<br />User Story<br />Task<br />Spike<br />8<br />Task<br />
    212. 212. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />Task<br />User Story<br />User Story<br />8<br />Task<br />Spike<br />8<br />Task<br />
    213. 213. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />Task<br />User Story<br />User Story<br />8<br />Task<br />Spike<br />8<br />Task<br />
    214. 214. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />Task<br />User Story<br />User Story<br />8<br />Task<br />Spike<br />8<br />Task<br />
    215. 215. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />Task<br />8<br />Task<br />User Story<br />User Story<br />Spike<br />8<br />Task<br />
    216. 216. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />Task<br />User Story<br />User Story<br />Spike<br />8<br />Task<br />8<br />Task<br />
    217. 217. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />Task<br />User Story<br />User Story<br />Spike<br />8<br />Task<br />8<br />Task<br />
    218. 218. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />Task<br />Task<br />User Story<br />User Story<br />User Story<br />User Story<br />8<br />Task<br />Spike<br />Spike<br />8<br />Task<br />8<br />8<br />Task<br />Task<br />
    219. 219. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />16<br />Task<br />User Story<br />User Story<br />User Story<br />User Story<br />Spike<br />Spike<br />8<br />Task<br />8<br />Task<br />
    220. 220. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />8<br />Task<br />User Story<br />User Story<br />8<br />Task<br />Spike<br />8<br />Task<br />
    221. 221. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />8<br />Task<br />User Story<br />User Story<br />8<br />Task<br />Spike<br />8<br />Task<br />
    222. 222. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />8<br />Task<br />User Story<br />User Story<br />8<br />Task<br />Spike<br />8<br />Task<br />
    223. 223. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />8<br />Task<br />User Story<br />User Story<br />8<br />Task<br />Spike<br />8<br />Task<br />
    224. 224. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />8<br />Task<br />8<br />User Story<br />User Story<br />Task<br />Spike<br />8<br />Task<br />
    225. 225. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />8<br />Task<br />8<br />User Story<br />User Story<br />Task<br />Spike<br />8<br />Task<br />
    226. 226. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />8<br />Task<br />8<br />User Story<br />User Story<br />Task<br />Spike<br />8<br />Task<br />
    227. 227. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />8<br />Task<br />8<br />User Story<br />User Story<br />Task<br />Spike<br />8<br />Task<br />
    228. 228. Construction<br />Transition<br />Elaboration<br />Inception<br />Epic<br />Epic<br />Epic<br />Epic<br />Deploy<br />Build <br />Test <br />Design<br />Analysis<br />Feature<br />Feature<br />Feature<br />Feature<br />Feature<br />Feature<br />Story Backlog<br />In Process<br />Task Done<br />Task Backlog<br />Story Backlog<br />8<br />8<br />Task<br />Task<br />Task<br />8<br />User Story<br />User Story<br />User Story<br />User Story<br />8<br />Task<br />Task<br />Spike<br />Spike<br />8<br />8<br />8<br />Task<br />Task<br />Task<br />
    229. 229. At the team level, velocity metrics drive predictability<br />38<br />96<br />8<br />6<br />6<br />5<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    230. 230. At the program/product level, lean metrics are more meaningful<br />At the team level, velocity metrics drive predictability<br />38<br />96<br />8<br />6<br />6<br />5<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    231. 231. At the enterprise level, lean metrics are also the more interesting metric<br />At the program/product level, lean metrics are more meaningful<br />At the team level, velocity metrics drive predictability<br />38<br />96<br />8<br />6<br />6<br />5<br />Release Burndown<br />Sprint Burndown<br />Velocity Trend<br />
    232. 232. Balancing Organizational Constraints<br />
    233. 233. Enterprise Release Planning<br />Use Scrum at the team level to drive predictable outcomes<br />Balance the backlogs across team to optimize the flow of value at the Feature and Epic level<br />Use metrics to plan the number of Features and Epics that can be included in a release<br />
    234. 234. Agile Project Managers <br />Manage the System, not the People<br />Clear the path, enable the teams and the organization<br />Drive shared understanding of delivery risk<br />Systems thinking, look out for the whole<br />
    235. 235. Agile Project Manager - Enterprise<br />Team<br />PM<br />Team<br />Team<br />Team<br />Team<br />Team<br />Team<br />Team<br />APM<br />
    236. 236. www.slideshare.net/mcottmeyer<br />Mike CottmeyerLeadingAgilemike@leadingagile.com 1.404.312.1471www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadingagilelinkedin.com/in/cottmeyer<br />
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