2016-02-10 Agile Talks #12 - Adaptive Planning
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A short journey on the seas of agile planning, showing the common challenges, the benefits and the "waves" we need to cross. Enjoy!
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2016-02-10 Agile Talks #12 - Adaptive Planning
- 3. 3 Productrequirement perspective Teamtechniques andtools Scheduleanddelivery Planningforteamperformance Adaptive Planning Agenda for today
- 4. 4 Fragment thedeliverable Timetomarket Keep closetothe competitors Adaptsolutionalongthe way Business need& factors for success Can you get us there?
- 5. 5 Trialanddemonstrationreveals thedetails Is donerepetitively, throughoutthe project Isdonein small chunks,notall atonce Adaptive planning Howis it different from traditional planning?
- 6. 6 Look forthe MVP or Minimum Marketable Product 20/80 effort /benefits Functionality core offered toclients for feedback Extend the knowledge as we go Update the Plan according tofeedback Reframe the product for future versions Frame theProduct Roadmap
- 7. 7 Effectson Team Dividing work in functional hierarchies
- 10. 10 High level estimations: T-shirtsizing PlanningPoker Thebucketsystem Dot voting Affinity mapping Learnfrom past estimations Release planning Howdo wedecide?
- 11. 11 Divide untilmaximum size or less Define thetechnicalrequirements and dependencies Breakthefeaturesdown into tasks Identify allactivitiesrequired for the completion of eachtask Provide effort estimationsfor each task Iterationplanning What does the team need to do?
- 12. 12 Effectson team Are we there yet?
- 14. 14 Changeof Scope MVP definitionmaychange Releasescopemayvary The completeproductRoadmap willsufferadjustments Newstoriesaredefined, making theMVP/Product viable again For some features,Priority is affected Either increasedordecreased,dependingonthe newinfoavailable Estimateschangebased on newlyfoundrisks andtechnicaldependencies Adaptive (re)planning effects:
- 15. 15 Revisit delivery dates/ commitments Get customeragreement on the changes(scope / priority / schedule) Keep aneyeonover-design initiatives Adaptive planningchallenges Too simpletohandle?
- 16. 16 Plan at multiple levels Engage both the team andcustomer in planning Manageexpectations through frequent demonstrations Tailorprocesses toproject characteristics Use estimate ranges, toreflect uncertainty An effectiveagilePlanning Theprinciples Keeptrackofrisks,distractions,team availability,diversions,outsidework
- 18. 18 Adaptive leadership Forming -> Directing Storming -> Coaching Norming -> Supporting Performing-> Delegating Team motivation Team space CavesandCommon Osmotic communication Tacit knowledge Highperformance teams
Editor's Notes
- Why do we need an alternative way to traditional planning? First – the business requirements are very simplistic… Can you get us to the other side? (i.e. bridge, freeway, etc across the sea?) On the other hand, there are some key factors for success: Budget Time to market Keep track of what the completion is doing Adapt solution to fit updated needs/requirements that we find along the way So maybe it will not be a freeway, or a rail-road, instead, we might cross the see by a sail-boat, and we will adapt course when we encounter any issues (winds, waves, gas outage – hopefully not gas outage)
- It’s clear now that if we need to meet these factors we need a different kind of plan, and a different kind of planning How is adaptive planning a different concept? 3 key diferentiators from traditional planning first, the concept that trial and demonstration of limited functionality revels the details in requirements and sets the stage for a new round of planning. We don’t see things at the end, we see the product growing, so does the client, the Product Owner the business steakholders – there is even a saying among the product owners: “I’ll know it when I see it” Second adaptive planning is a repetitive process, done many times throughout the project and almost evenly distributed. OK, there is need for a little more planning before the first development iteration, but then, a process called “progressive elaboration” kicks in “Progressive elaboration means we plan the content of the next few sprints in more detail, but we leave the sprints to follow at minimum level of detail. When we get close to them, we re-plan to get deeper third, adaptive planning means we do planning in small chunks, we plan a release in one-two days, we plan for a block of functionality in 1-2 hours, we plan an iteration in half-a-day We don’t plan everything every time. We focus on small bits In other words, progressive elaboration means we treat “the planning” activity itself as an agile software deliverable. We break it and we deliver small chunks of it, and then use the chunks to buils small portions of the product
- The effects on the product Roadmap – on the organized list need to deliver Because we are looking to frequently demonstrate and get feedback, most of the time, a new produc or feature is developed with a minimum set of requirements, the one that brings the most benefits with the least amount of effort invested. Functionality core is offered
- To react quickly we need to break the amount of work planned into smaller bits, for the team to be equiped to deal with them. If the amount of work planned does not allow for fast action and quick results, we need to adapt the work planned, into smaller pieces. De aici mai deprte, efectele asupra echipelor de dezvoltare cu care lucram: Timpul alocat pana la primele release-uri functionale e foarte scurt Munca e divizata in ierarhii de tipul : Epic- Features-Tasks (elefantii) Toate se regasesc intr-un Product backlog, prioritizat A project is at risk if its planning extends beyond the power of the team and does not include time to inspect the challenge and make adjustments.
- Most agile teams are concerned only with the three more detailed levels of planning. Release planning identify the scope, schedule and resources for a project; it’s updated throughout the project; always reflects the current expectations about what will be included in the release PO identifies top priority items from the product backlog Iteration planning tasks that will be needed to transform a feature request into working and tested software The entire team participates during this planning session Daily planning stand-up meeting, planning of tasks and coordinate individual activities Only discuss the activities planned until the next day when they will meet again
- Relative sizing (DO NOT ESTIMATE IN TIME UNITS) Before the first iteration in order to plan the release After each closed iteration in order to re-evaluate the release plan and adjust accordingly to the new found knowledge. Use team velocity to determine which items fit into the planned schedule for the release and how may iterations are required for completion. Results: Product backlog re-prioritization Split epics into features New user stories
- Results: Sprint backlog New user stories Product backlog reprioritization and MVP evaluation
- We’ve discussed about the progressive planning principles, tools and techniques and what should a team do in order to succeed. But when talking about adaptive planning, these elements wouldn’t do much difference without a performing team.
- Many of you are familiar with Tuckmans 4 phases in team formation and development: Forming, Storming, Norming, Performing. Adaptive leadership consists of adjusting our focus to meat the teams changing needs through these 4 stages. - Directing -> help with the team activities, provide support and knowledge - Coaching -> help team members resolve conflicts without damaging relationships, help them enforce norms and processes Motivation: create a shared vision for the team Set realistic goals Provide strong leadership Empower and encourage emergent leadership Create a safe place for experiments Provide trainings, coaching and mentoring