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Pmi agile planning, inspection and adaption


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  • Scrum has the highest adoption rate among agile practices, we’ll be focusing on this framework(not XP, Kanban, etc.)
  • Quality: also focused on what the customer expected
  • Have to mention dedicated teams doing the work
  • Image:
  • Image:
  •‘llhave a more realisticroadmapusingthisapproach ...
  • Dean Leffingwell: Scaling Software Agility
  • contains the requirements– same as WBS -- we just don’t plan them out until we are sure we are going to deliver themAssume: 6 month project
  • plan is a little closer to what a WBS is, but still less planning than is necessary for this far outCone of uncertaintyIntegrated and tested at EVERY iteration boundary
  • plan is a WBS, just on a smaller scale we are sure we can deliver
  • reduces riskPotentiallyshippable product every sprint
  • Use estimates, relative sizing, velocityFocus on velocity, allowing a team to understand what they can accomplish in a certain timeBreak after activity
  • Problem:Only answers the questions: Are we on time? Are we on budget? (based on the original plan)Doesn’t answer: Are we delivering the right thing, right now?Not changing our approach, asking people to work longer == less qualityDoesn’t account for unknown integration, testing work (defects, etc.)
  • Is it truly controllable?Invite change from the business, a collaboration not a contract
  • Better velocity charts here!
  • Split this into multiple slidesOn-Budget: Fixed cost of teamAdd an iteration, more costRemove an iteration, less cost
  • Things that are marked as done are ACTUALLY Done, Done!not in progress on a featureNot waiting on QA/testingNot waiting on integration, etc.Cite quote
  • Don’t allow your tech debt to growQuality metrics: Look at the system and how it’s incentivized (to find defects, or to add value?)Check-In on deep dives into any topics!Break!
  • Transcript

    • 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: 
    • 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:   @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?
    • 7. EVM and Agile, how each determines value
    • 8. • 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)
    • 9. Triple Constraints Fixed Requirements Resources Time Value Driven Plan DrivenEstimated Resources Time Features
    • 10. Daily Standup 2 Week Iteration Iteration Planning Demo, Review & Meeting RetrospectiveProduct Tasks Potentially ShippableBacklog Product Increment
    • 11.  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
    • 12. Translating into the agile world
    • 13.  For military folks: “Commanders Intent”  To make people understand why they are doing stuff
    • 14.  High level themes/initiatives (“broad strokes”) Annual or Quarterly
    • 15.  NOT architectural layers Story 1 Story 2 Deliver value quickly Use this feedback to GUI deliver more value Business Logic Database
    • 16. Ball Point Game
    • 17. Metrics and what the data is telling us
    • 18.  EVM Approach
    • 19.  Agile Metric: velocity  Stabilize, then use for forecasting
    • 20.  Burndowns Burnups
    • 21.  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”
    • 22.  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!)
    • 23. Retros to help your teams become more effective
    • 24. Discuss and ConfirmGather Data Refine Action Items
    • 25.  Silent Brainstorming (w/ post its) Time boxed (15-30min) 3-4 categories  Start, Stop, Continue, Shouts  Strong, Weak, Improving
    • 26.  Time boxed Walk through each comment in the Data Gathering exercise Find common themes and categories Brainstorm actionableitems for each categories
    • 27.  Time boxed Voting Give everyone 5-10 dot stickers Ask them to spend their dots on their favorite actionable items
    • 28.  Plus/delta Start/Stop/Continue 4 Quadrants Timeline Many more
    • 29.  Running them Locally:  Whiteboard and Post-Its Remote Folks   googledocs  Whatever allows the voice of remote folks to be heard
    • 30. Review parking lot backlog
    • 31. This Workshop