This document introduces SPACE, an estimation tool to help improve agile delivery predictability. It discusses current challenges with agile estimation like lack of repeatability and comparability. SPACE provides a standardized sizing methodology, collects data from past deliveries, and suggests story points to aid planning poker sessions. A case study shows how SPACE helped a company establish KPIs to track agile performance, improve productivity over 3 years, and enhance estimation accuracy. In the end, SPACE is presented as a tool to add value to agile practices by helping bring structure and data to planning sessions.
2011 Sterilization Forum presentation covering topics of strategic growth planning, resource requirements planning and Central Sterile management tools and techniques
DOES15 - Ramona Jackson and Aji Rajappan - Continuous Delivery at Cisco ITGene Kim
Ramona Jackson, Director IT, Cisco
Aji Rajappan, Manager IT, Cisco
Continuous Delivery (CD), a key initiative for Cisco IT in FY15, is a set of principles and practices to truly transform IT end-to-end. It extends from how IT partners with the business, prioritizes a backlog of requirements, aggressively develops, and eventually delivers the prioritized capabilities; all with the view of achieving common business outcomes.
Building upon some of the earlier work in the IaaS and PaaS space (Infrastructure and Platform as a Service), the Continuous Delivery Platform track launched an offering called Software Delivery as a Service (SDaaS) to truly transform the life of an IT developer – end-to-end. Solution set were created for both front-end custom web-app development, as well as for Oracle database back-end and ERP. Continuous delivery builds upon and extends Agile, continuous integration, and DevOps practices and tools to transform the way software and applications are deployed and delivered. Cisco IT’s journey to continuous delivery is fueled by three main objectives: 1. Accelerate time to capability, 2. Improve software quality, 3. Optimize cost of delivery.
A successful continuous delivery model requires culture and mindset shifts across all of IT and the business. Continuous delivery shatters the phase-based, sequential approach to application development, where specialized groups complete the work in phases. Each phase is added sequentially and depends on the one that came before it. Groups work in silos, and there is little communication between them. What’s more, this approach assumes that every business requirement can be identified before any design or coding occurs.
For a successful continuous delivery model, early engagement by business stakeholders is vital. Discussions shouldn’t focus on what IT can deliver but on what business outcomes will be achieved. The business should be treated as a member of the development team, actively involved along with IT as capabilities grow from prototype to limited availability to full-blown adoption. Business stakeholders have a high degree of oversight and control over what our services are delivering. Feedback loops at regular intervals enable tweaks to be made in real time as business, market, and end-user requirements change.
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of Agile Transformation
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A deep dive into components of a user story, looking at beyond the basics that we all know (ought to know) and are familiar with. The deck provides guidance on developing individual components that make up a ‘Ready for Dev’ user story.
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...LeanKanbanIndia
Session Title: Scrumban comes to the rescue: A Case Study
Abstract: In this case study, we discuss the challenges faced by the customer and the project team and how Scrumban helped the customer navigate through these challenges. We highlight how Metrics helped the team in its planning, forecasting and identifying their Continuous Improvement steps.
With increasing pressure to improve quality while cutting costs, process improvement is a top priority for many organizations right now; but once we've implemented a process improvement initiative, how do we accurately measure the benefits? Benchmarking is critical to determining the success of any serious process improvement program. As with any type of measurement program, it requires an initial reference point to measure progress. To set our point of comparison, we first need to perform a benchmark on a contemporary sample of projects that are representative of the typical work that we do. In this webinar, industry expert Larry Putnam, Jr. will take you through the necessary steps to perform a successful benchmark - from collecting quantitative and qualitative data to establish the initial baseline benchmark all the way through to performing follow up benchmarks on new projects and process improvement analysis.
What Nobody's Telling You About Agile and DevOpsTasktop
Everyone is talking about improving software delivery using Agile and DevOps. They've had some success - but the secret nobody is talking about is that it's not really working at enterprise scale.
In this talk, we discuss:
* the common goals of Agile and DevOps transformations
* how these goals break down at enterprise scale
* how you can achieve an integrated value stream that will put your transformation back on track.
Follow us on www.techxpla.com
One of the key advantages of adopting an agile workflow is the ability of the team to estimate new work effectively. But teams new to agile sometimes have difficulty figuring out how to estimate requirements effectively.
Until a team has been working together for a while, attempts to generate accurate estimates for new requirement may feel awkward and loose.
Here Anushree Verma Certified Scrum Master and Agile Coach from Capgemini gave few estimation techniques for agile teams that can ease the transition through this phase. These techniques get everyone engaged in productive point estimation from the start, regardless of their level of experience with agile methods.
Topics covered in this slides are
1) Agile Estimation and its techniques
Concept of Story points
Relative versus Absolute estimation
Few examples of estimation Techniques
2) Agile Prioritization – Key success factor of Agile projects
Story Mapping and Prioritization
Few examples of Prioritization
Anushree's experience & Certifications :
IT Experience and Achievements:
Equipped with approx. 10 years of experience in Banking & Technology Industry and currently working as Technical Delivery Manager and Agile Coach in Capgemini. Associated with corporates like HSBC global technologies and Tieto Software Technologies in the past.
Certifications:
Certified Trainer/Facilitator - Train The Trainer [T.T.T] - Creating Wonders in facilitating - PMI USA
Certified Scrum Master (CSM) from Scrum Alliance (Member: 000433149).
ITIL V3,EXIN
Agile Certified Practitioner (ACP) )® trained, PMI USA
Project Management Professional (PMP) )® trained, PMI USA
AS400 Programmer Certification.
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2011 Sterilization Forum presentation covering topics of strategic growth planning, resource requirements planning and Central Sterile management tools and techniques
DOES15 - Ramona Jackson and Aji Rajappan - Continuous Delivery at Cisco ITGene Kim
Ramona Jackson, Director IT, Cisco
Aji Rajappan, Manager IT, Cisco
Continuous Delivery (CD), a key initiative for Cisco IT in FY15, is a set of principles and practices to truly transform IT end-to-end. It extends from how IT partners with the business, prioritizes a backlog of requirements, aggressively develops, and eventually delivers the prioritized capabilities; all with the view of achieving common business outcomes.
Building upon some of the earlier work in the IaaS and PaaS space (Infrastructure and Platform as a Service), the Continuous Delivery Platform track launched an offering called Software Delivery as a Service (SDaaS) to truly transform the life of an IT developer – end-to-end. Solution set were created for both front-end custom web-app development, as well as for Oracle database back-end and ERP. Continuous delivery builds upon and extends Agile, continuous integration, and DevOps practices and tools to transform the way software and applications are deployed and delivered. Cisco IT’s journey to continuous delivery is fueled by three main objectives: 1. Accelerate time to capability, 2. Improve software quality, 3. Optimize cost of delivery.
A successful continuous delivery model requires culture and mindset shifts across all of IT and the business. Continuous delivery shatters the phase-based, sequential approach to application development, where specialized groups complete the work in phases. Each phase is added sequentially and depends on the one that came before it. Groups work in silos, and there is little communication between them. What’s more, this approach assumes that every business requirement can be identified before any design or coding occurs.
For a successful continuous delivery model, early engagement by business stakeholders is vital. Discussions shouldn’t focus on what IT can deliver but on what business outcomes will be achieved. The business should be treated as a member of the development team, actively involved along with IT as capabilities grow from prototype to limited availability to full-blown adoption. Business stakeholders have a high degree of oversight and control over what our services are delivering. Feedback loops at regular intervals enable tweaks to be made in real time as business, market, and end-user requirements change.
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of Agile Transformation
AmplioGroup is very pleased to release Auxilium Advanced Analytics 2019. AAA provides exceptional insights into receivables and payables through visually compelling standard reporting along with self-service business intelligence capabilities for advanced and authorized users.
A deep dive into components of a user story, looking at beyond the basics that we all know (ought to know) and are familiar with. The deck provides guidance on developing individual components that make up a ‘Ready for Dev’ user story.
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...LeanKanbanIndia
Session Title: Scrumban comes to the rescue: A Case Study
Abstract: In this case study, we discuss the challenges faced by the customer and the project team and how Scrumban helped the customer navigate through these challenges. We highlight how Metrics helped the team in its planning, forecasting and identifying their Continuous Improvement steps.
With increasing pressure to improve quality while cutting costs, process improvement is a top priority for many organizations right now; but once we've implemented a process improvement initiative, how do we accurately measure the benefits? Benchmarking is critical to determining the success of any serious process improvement program. As with any type of measurement program, it requires an initial reference point to measure progress. To set our point of comparison, we first need to perform a benchmark on a contemporary sample of projects that are representative of the typical work that we do. In this webinar, industry expert Larry Putnam, Jr. will take you through the necessary steps to perform a successful benchmark - from collecting quantitative and qualitative data to establish the initial baseline benchmark all the way through to performing follow up benchmarks on new projects and process improvement analysis.
What Nobody's Telling You About Agile and DevOpsTasktop
Everyone is talking about improving software delivery using Agile and DevOps. They've had some success - but the secret nobody is talking about is that it's not really working at enterprise scale.
In this talk, we discuss:
* the common goals of Agile and DevOps transformations
* how these goals break down at enterprise scale
* how you can achieve an integrated value stream that will put your transformation back on track.
Follow us on www.techxpla.com
One of the key advantages of adopting an agile workflow is the ability of the team to estimate new work effectively. But teams new to agile sometimes have difficulty figuring out how to estimate requirements effectively.
Until a team has been working together for a while, attempts to generate accurate estimates for new requirement may feel awkward and loose.
Here Anushree Verma Certified Scrum Master and Agile Coach from Capgemini gave few estimation techniques for agile teams that can ease the transition through this phase. These techniques get everyone engaged in productive point estimation from the start, regardless of their level of experience with agile methods.
Topics covered in this slides are
1) Agile Estimation and its techniques
Concept of Story points
Relative versus Absolute estimation
Few examples of estimation Techniques
2) Agile Prioritization – Key success factor of Agile projects
Story Mapping and Prioritization
Few examples of Prioritization
Anushree's experience & Certifications :
IT Experience and Achievements:
Equipped with approx. 10 years of experience in Banking & Technology Industry and currently working as Technical Delivery Manager and Agile Coach in Capgemini. Associated with corporates like HSBC global technologies and Tieto Software Technologies in the past.
Certifications:
Certified Trainer/Facilitator - Train The Trainer [T.T.T] - Creating Wonders in facilitating - PMI USA
Certified Scrum Master (CSM) from Scrum Alliance (Member: 000433149).
ITIL V3,EXIN
Agile Certified Practitioner (ACP) )® trained, PMI USA
Project Management Professional (PMP) )® trained, PMI USA
AS400 Programmer Certification.
Similar to 7. space the estimation aid for bringing agile delivery predictability - pranabendu bhattacharyya (20)
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2. Agenda
Introduction
Current Gaps and challenges in Agile Estimation
SPACE – A sneak peek
SPACE Details
Case study
Questions and Answers
SPACE : The Estimation Aid for Bringing
Agile Delivery Predictability
3. Introduction
Agile practice is an industry-wide phenomenons
SPACE : The Estimation Aid for Bringing Agile
Delivery Predictability
#Estimates
vs.
#NoEstimates
4. Current gaps and challenges in
Agile Estimation
Lack of repeatable size estimation technique
Lack of estimation predictability resulting in
incomplete sprints.
“Apples-to-Apples” comparison of story points/sprint
velocity is not possible.
Poor metrics calculation impacting performance
management adversely
Lack of structured estimation experience collection
from previous delivery
SPACE : The Estimation Aid for Bringing
Agile Delivery Predictability
5. Sizing in Agile- Some Real Customer Concerns
• “Your reference story changes with sprint! So how do I know you are really
delivering more with sprints?”
• “In my dynamic team scenario, what does velocity mean? Does it indicate
anything?”
• “I appreciate you are delivering value every sprint, but how do I compare you
with my other suppliers?”
SPACE : The Estimation Aid for Bringing
Agile Delivery Predictability
6. So here is SPACE..
SPACE is here to aid agile projects face their maturing
customers confidently.
It is a standardized approach to aid your Planning Poker session
SPACE : The Estimation Aid for Bringing
Agile Delivery Predictability
Patent filed with United States-PTO
in September 2014
Application No – 14489112
7. Pre-Requisites To Use SPACE
o Story definition and
prioritization done
o Gather in a group (similar to
Planning Poker) in a room
o Order Coffee!
SPACE : The Estimation Aid for Bringing
Agile Delivery Predictability
8. SPACE – A sneak peek
Pickup a
story
• Select parameters &
options
• Discuss probable story
point
“Generate”
Story Point
from the model
Review the model
suggested Story
Points options
Discuss and select
the point you want
to go ahead with
Pickup the next
story from Product
Backlog
SPACE Model
Definition and prioritization of the user stories
Pre-activity
Outcomes
Estimated sprint velocity
Identified Epics
Sprint-on-Sprint velocity comparisons
Capacity Validation
SPACE : The Estimation Aid for Bringing
Agile Delivery Predictability
9. SPACE value - adds
SPACE : The Estimation Aid for Bringing
Agile Delivery Predictability
Uniform Size
Estimation
Methodology
(Paradigm shift in AGILE
world with comparable
size across sprints )
Quantitative
Quality
Management
(Credible and Comparable
Defect Density )
Disciplined
Cost
Control
(First-of-its-kind
through
Cost per SSP )
Effective
Capacity
Utilization
(Manage SUPPLY vis-à-vis
DEMAND)
Transparent
Segregation of Story
Points
(Parameterized
Complexity Contributors)
Breakthrough & Game-changer for Agile projects
Uniform
Performance
Measurement
(Anytime
Anywhere
Compare)
10. Case Study
SPACE : The Estimation Aid for Bringing
Agile Delivery Predictability
11. Introduction
Problem Statement : The newly adopted Agile mode
of delivery in a large technology business organization
was not able to establish any KPI to track speed and
performance of agile delivery
Challenges:
• No standard agile sizing across portfolios
• Limited reuse of estimation data of previous Agile deliveries in
subsequent sprints
• No method to compare delivery speed across similar agile projects
• Tracking of actual effort was not done impacting credibility of KPIs
viz. performance, defect density, capacity validation etc.
SPACE : The Estimation Aid for Bringing
Agile Delivery Predictability
12. Solution Implementation
The entire TCS solution implementation followed an E-D-C-B-A approach,
which is as follows :
• Engage Engaged with key stakeholders to understand customer’s
ways of working & guiding principles
• Design Performed Fitment analysis with the identified projects and
customized as necessary
• Collect Collected actual data and sanitized
• Baseline Statistically generated base-lined productivities for the
programs based on collected sanitized data
• Address Collated & analyzed the results and presented observations
to program sponsor and stakeholders
SPACE : The Estimation Aid for Bringing
Agile Delivery Predictability
13. Business Benefits
• Standard way of estimating size for agile programs
• Person-independent sizing technique comparable across
programs and portfolios
• Technology wise base-lined productivities for estimating agile
effort, resulting in accurate sprint capacity
• Half-yearly productivity re-base-lining cycles
• Achievable and measurable productivity targets
• Greater control w.r.t agile operations.
SPACE : The Estimation Aid for Bringing
Agile Delivery Predictability
14. Results
TCS provided the required support & guidance for 3 subsequent years &
the figures are a snapshot of the returns customer organization received
Productivity Improvement tracking Y-o-Y Model effectiveness analysis Y-o-Y
0,09
0,1
0,12
0,15
0
0,02
0,04
0,06
0,08
0,1
0,12
0,14
0,16
Year 0 Year 1 Year 2 Year 3
Productivity (For JAVA/J2EE, in
SP/PH)
New Process Deployed
51,0%
63,8%
75,4%
47,8%
58,6%
70,0%
41,2%
53,5%
67,9%
0,0% 10,0% 20,0% 30,0% 40,0% 50,0% 60,0% 70,0% 80,0%
YEAR 1
YEAR 2
YEAR 3
SPACE Model Effectiveness Analysis
5% band 10% band 15% band
SPACE : The Estimation Aid for Bringing
Agile Delivery Predictability
15. Finally..
SPACE is an innovation
(adding value to Agile sizing and estimation)
SPACE is a visualization of what goes in
Planning Poker participants' minds
(…basically a machine which scans and prints your planning brain!)
SPACE doesn't change any agile practices. It just
helps bring more value to You and Your
Customer
SPACE : The Estimation Aid for Bringing
Agile Delivery Predictability