1. Agile Planning, Inspection & Adaption

2.  8+ yrs as Software Developer
 6+ yrs as Scrum Master and Coach
 1 year as Product Owner
 Internal Coach @ Rally Software
 Servant leader to the agile community
 Passionate about agile teams, metrics and using
agile/lean concepts in everyday life
 Contact Info:
 tsheridan@rallydev.com

3.  10+ years in Software & Hardware Industries
 Certified Project Management Professional
 Certified Scrum Master and Professional
 External Agile Coach (to many)
 Internal Agile Coach at RightNow Technologies
 Agile Community Contributor and Teacher
 Contact Info:
 erin@skipstoneconsulting.com
 @coachatplay

4.  Name
 Company
 Position
 Experience with Agile

5.  Introductions
 Approaches and Value
 Agile Planning
 Inspecting
 Adapting
 Q&A

6. What do you want to learn? What seems the hard or impossible?
http://josvoskuil.files.wordpress.com/2009/02/think.png

8. EVM and Agile, how each determines value

9. • Agile approach
 EVM approach – Value: Decided and
 Value = Amount prioritized by the
PO/Customer/Business,
Budgeted. Guided by guided by Vision
project plan – Asks 3 Questions
• Delivering highest value
 Asks 2 Questions features?
▪ On Schedule? • On Schedule?
• Delivering Quality?
▪ On Budget?
– Focused on planning
 Focus on “The Plan” – Rearrange how we work
(vertical slices)

10. Triple Constraints
Fixed Requirements Resources Time
Value
Driven
Plan
Driven
Estimated Resources Time Features

11. Daily
Standup
2 Week
Iteration Iteration
Planning Demo, Review &
Meeting Retrospective
Product Tasks Potentially Shippable
Backlog Product Increment

12.  PO acting as proxy of the customer /
stakeholders
 Fast feedback by delivering working software
 Prioritizing a backlog of features /
requirements
 Guided by product vision
 Value vs. Risk decisions

13. Translating into the agile world

15.  For military folks: “Commanders Intent”
 To make people understand why they are doing
stuff

16.  High level themes/initiatives (“broad strokes”)
 Annual or Quarterly

19.  NOT architectural
layers Story 1 Story 2
 Deliver value quickly
 Use this feedback to GUI
deliver more value
Business Logic
Database

24. Ball Point Game

25. Metrics and what the data is telling us

26.  EVM Approach

28.  Agile Metric: velocity
 Stabilize, then use for forecasting

30.  Burndowns
 Burnups

31.  Real
 Good decisions based on real data
 Constantly updated
 No surprises! (no “let’s see what happens?”)
 Fake
 Bad decisions
 “The optimism of hope above experience”

32.  Shippable product EVERY iteration
 Designed, Developed and Tested
 Fast Feedback!
 Not leaving stuff until the end
 Metric: # of defects escaping the iteration
 Metric: Code/Unit test coverage?
 Measurement = working software delivered
(value!)

33. Retros to help your teams become more effective

34. Discuss and Confirm
Gather Data
Refine Action Items

35.  Silent Brainstorming (w/ post its)
 Time boxed (15-30min)
 3-4 categories
 Start, Stop, Continue, Shouts
 Strong, Weak, Improving
http://www.selfishprogramming.com/2009/12/08/agile-winter-school

36.  Time boxed
 Walk through each comment in the Data
Gathering exercise
 Find common themes and categories
 Brainstorm actionable
items for each categories
http://fabiopereira.me/blog/tag/thoughtworks/

37.  Time boxed
 Voting
 Give everyone 5-10 dot stickers
 Ask them to spend their dots on their favorite
actionable items
http://www.innovationtools.com/Articles/ArticleDetails.asp?a=141

38.  Plus/delta
 Start/Stop/Continue
 4 Quadrants
 Timeline
 Many more

39.  Running them Locally:
 Whiteboard and Post-Its
 Remote Folks
 corkboard.me
 googledocs
 Whatever allows the voice of remote folks to be
heard

41. Review parking lot backlog

43. This Workshop