Pmi agile planning, inspection and adaption

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Pmi agile planning, inspection and adaption

  1. 1. Agile Planning, Inspection & Adaption
  2. 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. 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. 4.  Name Company Position Experience with Agile
  5. 5.  Introductions Approaches and Value Agile Planning Inspecting Adapting Q&A
  6. 6. What do you want to learn? What seems the hard or impossible?http://josvoskuil.files.wordpress.com/2009/02/think.png
  7. 7. EVM and Agile, how each determines value
  8. 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. 9. Triple Constraints Fixed Requirements Resources Time Value Driven Plan DrivenEstimated Resources Time Features
  10. 10. Daily Standup 2 Week Iteration Iteration Planning Demo, Review & Meeting RetrospectiveProduct Tasks Potentially ShippableBacklog Product Increment
  11. 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. 12. Translating into the agile world
  13. 13.  For military folks: “Commanders Intent”  To make people understand why they are doing stuff
  14. 14.  High level themes/initiatives (“broad strokes”) Annual or Quarterly
  15. 15.  NOT architectural layers Story 1 Story 2 Deliver value quickly Use this feedback to GUI deliver more value Business Logic Database
  16. 16. Ball Point Game
  17. 17. Metrics and what the data is telling us
  18. 18.  EVM Approach
  19. 19.  Agile Metric: velocity  Stabilize, then use for forecasting
  20. 20.  Burndowns Burnups
  21. 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. 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. 23. Retros to help your teams become more effective
  24. 24. Discuss and ConfirmGather Data Refine Action Items
  25. 25.  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
  26. 26.  Time boxed Walk through each comment in the Data Gathering exercise Find common themes and categories Brainstorm actionableitems for each categories http://fabiopereira.me/blog/tag/thoughtworks/
  27. 27.  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
  28. 28.  Plus/delta Start/Stop/Continue 4 Quadrants Timeline Many more
  29. 29.  Running them Locally:  Whiteboard and Post-Its Remote Folks  corkboard.me  googledocs  Whatever allows the voice of remote folks to be heard
  30. 30. Review parking lot backlog
  31. 31. This Workshop

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