Identifying an enterprise agile scorecard
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The document discusses identifying an enterprise agile scorecard. It begins with background on why agile works and then discusses what prevents agile from working, including lack of clarity, accountability, and ability to measure progress. It proposes establishing clarity through an intentional value delivery structure, establishing accountability by governing demand with Kanban and Scrum, and establishing measurable progress by focusing on business drivers with metrics. Typical business drivers for adopting agile are delivering early ROI, quality, and predictability. Strategic objectives are outlined for each driver. The drivers are then analyzed and shown to be correlated, with groupings emerging around financial, delivery, and stability objectives.
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Identifying an enterprise agile scorecard
- 1. #BBCCon 2015 Las Vegas Identifying an Enterprise Agile Scorecard
- 2. #BBCCon 2015 Las Vegas www.leadingagile.com @isaachogue Isaac Hogue LEADINGAGILE Enterprise Transformation Consultant isaachogue LEADINGAGILE
- 3. #BBCCon 2015 Las Vegas First… some background Why Agile Works
- 4. #BBCCon 2015 Las Vegas Product Owner Analyst Testers Developers ScrumMaster
- 5. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story
- 6. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity
- 7. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability
- 8. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress
- 9. #BBCCon 2015 Las Vegas Simple enough… what keeps it from working?
- 10. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story
- 11. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity
- 12. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Little Accountability
- 13. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Little Accountability Can’t Measure Progress
- 14. #BBCCon 2015 Las Vegas What Gets In The Way?
- 15. #BBCCon 2015 Las Vegas Team Matrixed Organizations Limited Access to Subject Matter Expertise Non-instantly Available Resources Too Much Work In Process Low Cohesion & Tight Coupling Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse Technology
- 16. #BBCCon 2015 Las Vegas How do we solve for these?
- 17. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Little Accountability Can’t Measure Progress
- 18. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Little Accountability Can’t Measure Progress Structure
- 19. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Can’t Measure Progress
- 20. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Governance MetricsStructure
- 21. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics Establish clarity through an intentional value delivery structure
- 22. #BBCCon 2015 Las Vegas Team Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 23. #BBCCon 2015 Las Vegas Team Team Delivery Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 24. #BBCCon 2015 Las Vegas Team Team Team Product Owner Teams – These teams define requirements, set technical direction, and provide context and coordination. Delivery Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 25. #BBCCon 2015 Las Vegas Team Team Team Team Portfolio Teams – These teams govern the portfolio and make sure that work is moving through the system. Product Owner Teams – These teams define requirements, set technical direction, and provide context and coordination. Delivery Teams – These teams integrate services and write customer facing features. This is the proto-typical Scrum team. Services Teams – These teams support common services across product lines. These teams support the needs of the product teams.
- 26. #BBCCon 2015 Las Vegas Team Team Team Team Team Team Team Team Team Team Product & Services Teams: Stories Program Teams: Features Team Portfolio Teams: Epics
- 27. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics … Next, establish Accountability by governing demand with Kanban and Scrum
- 28. #BBCCon 2015 Las Vegas Team Team Team Team Team Team Team Team Team Team Product & Services Teams: Stories Program Teams: Features Scrum Team Portfolio Teams: Epics
- 29. #BBCCon 2015 Las Vegas Team Team Team Team Team Team Team Team Team Team Product & Services Teams: Stories Program Teams: Features Scrum Kanban Team Portfolio Teams: Epics
- 30. #BBCCon 2015 Las Vegas Team Team Team Team Team Team Team Team Team Team Product & Services Teams: Stories Program Teams: Features Scrum Kanban Team Portfolio Teams: Epics Kanban
- 31. #BBCCon 2015 Las Vegas The Work is Progressively Elaborated by the Value Delivery Structure
- 32. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics … then, establish Measurable Progress by focusing on the Business Driver with metrics
- 33. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics … And this has been a journey
- 34. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Org. Enablement Define the Product Plan & Coordinate Deliver the Solutio n Continuous Improvement
- 35. #BBCCon 2015 Las Vegas Rank a team’s agility adoption on a scale of 1 – 5 over time
- 36. #BBCCon 2015 Las Vegas Rank a team’s agility adoption on a scale of 1 – 5 over time
- 37. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Org. Enablement Define the Product Plan & Coordinate Deliver the Solutio n Continuous Improvement Cool charts... but, are we succeeding?
- 38. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics It’s impossible to know… What’s the context?
- 39. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics … why agile… ... what will it take …
- 40. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics … why agile… ... what will it take …
- 41. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics Typically the answer is something similar to: “We want Early ROI, Quality & Predictability”
- 42. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics … why agile … … what will it take...
- 43. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics Typical Business Drivers 1. Deliver Early ROI 2. Quality, and 3. Predictability
- 44. #BBCCon 2015 Las Vegas Typical Business Drivers Strategic Objectives for each: 1. Deliver Early ROI 2. Quality, and 3. Predictability
- 45. #BBCCon 2015 Las Vegas Strategic Objectives for each: 1. Deliver Early ROI by: 2. Quality, and 3. Predictability
- 46. #BBCCon 2015 Las Vegas Strategic Objectives for each: 1. Deliver Early ROI by: – Succeeding or failing fast – Delivering the highest value features first – Streamlining the delivery process 2. Quality, and 3. Predictability
- 47. #BBCCon 2015 Las Vegas Strategic Objectives for each: 1. Deliver Early ROI by: – Succeeding or failing fast – Delivering the highest value features first – Streamlining the delivery process 2. Quality by: 3. Predictability
- 48. #BBCCon 2015 Las Vegas Strategic Objectives for each: 1. Deliver Early ROI by: – Succeeding or failing fast – Delivering the highest value features first – Streamlining the delivery process 2. Quality by: – Delivering frequent, high quality releases 3. Predictability
- 49. #BBCCon 2015 Las Vegas Strategic Objectives for each: 1. Deliver Early ROI by: – Succeeding or failing fast – Delivering the highest value features first – Streamlining the delivery process 2. Quality by: – Delivering frequent, high quality releases 3. Predictability by:
- 50. #BBCCon 2015 Las Vegas Strategic Objectives for each: 1. Deliver Early ROI by: – Succeeding or failing fast – Delivering the highest value features first – Streamlining the delivery process 2. Quality by: – Delivering frequent, high quality releases 3. Predictability by: – Creating Stable Teams – Making Smaller Commitments
- 51. #BBCCon 2015 Las Vegas Are there Correlations between these? 1. Deliver Early ROI by: – Succeeding or failing fast – Delivering the highest value features first – Streamlining the delivery process 2. Quality by: – Delivering frequent, high quality releases 3. Predictability by: – Creating Stable Teams – Making Smaller Commitments
- 52. #BBCCon 2015 Las Vegas Are there Correlations between these? 1. Deliver Early ROI by: – Succeeding or failing fast – Delivering the highest value features first – Streamlining the delivery process 2. Quality by: – Delivering frequent, high quality releases 3. Predictability by: – Creating Stable Teams – Making Smaller Commitments
- 53. #BBCCon 2015 Las Vegas Are there Correlations between these? 1. Deliver by: – Succeeding or failing fast – Delivering the highest value features first – Streamlining the delivery process 2. by: – Delivering frequent, high quality releases 3. by: – Creating Stable Teams – Making Smaller Commitments Predictability Early ROI Quality
- 54. #BBCCon 2015 Las Vegas Are there Correlations between these? 1. Deliver by: – – Delivering the highest value features first – Streamlining the delivery process 2. by: – Delivering frequent, high quality releases 3. by: – Creating Stable Teams – Making Smaller Commitments Predictability Early ROI Quality Succeeding or Failing Fast
- 55. #BBCCon 2015 Las Vegas Are there Correlations between these? 1. Deliver by: – – – Streamlining the delivery process 2. by: – Delivering frequent, high quality releases 3. by: – Creating Stable Teams – Making Smaller Commitments Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First
- 56. #BBCCon 2015 Las Vegas Are there Correlations between these? 1. Deliver by: – – – 2. by: – Delivering frequent, high quality releases 3. by: – Creating Stable Teams – Making Smaller Commitments Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the process
- 57. #BBCCon 2015 Las Vegas Are there Correlations between these? 1. Deliver by: – – – 2. by: – 3. by: – Creating Stable Teams – Making Smaller Commitments Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the process Delivering frequent high quality releases
- 58. #BBCCon 2015 Las Vegas Are there Correlations between these? 1. Deliver by: – – – 2. by: – 3. by: – – Making Smaller Commitments Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the process Delivering frequent high quality releases Stable teams
- 59. #BBCCon 2015 Las Vegas Are there Correlations between these? 1. Deliver by: – – – 2. by: – 3. by: – – Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the process Delivering frequent high quality releases Stable teams Smaller commitments
- 60. #BBCCon 2015 Las Vegas Are there Correlations between these? Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the process Delivering frequent high quality releases Stable teams Smaller commitments
- 61. #BBCCon 2015 Las Vegas Are there Correlations between these? PredictabilityEarly ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the process Delivering frequent high quality releases Stable teams Smaller commitments
- 62. #BBCCon 2015 Las Vegas Are there Correlations between these? PredictabilityEarly ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the process Delivering frequent high quality releases Stable teams Smaller commitments
- 63. #BBCCon 2015 Las Vegas Are there Correlations between these? PredictabilityEarly ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the process Delivering frequent high quality releases Smaller commitments Stable teams
- 64. #BBCCon 2015 Las Vegas Are there Correlations between these? Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the process Delivering frequent high quality releases Smaller commitments Stable teams
- 65. #BBCCon 2015 Las Vegas These are correlated… Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the process Delivering frequent high quality releases Smaller commitments Stable teams
- 66. #BBCCon 2015 Las Vegas These are correlated… and we can start to see groupings Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the processes Delivering frequent high quality releases Stable teams Smaller commitments
- 67. #BBCCon 2015 Las Vegas These are correlated… and we can start to see groupings Financial Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the processes Delivering frequent high quality releases Stable teams Smaller commitments
- 68. #BBCCon 2015 Las Vegas These are correlated… and we can start to see groupings Customer Financial Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the processes Delivering frequent high quality releases Stable teams Smaller commitments
- 69. #BBCCon 2015 Las Vegas These are correlated… and we can start to see groupings Customer Ops & Processes (Plan, Coordinate & Deliver) Financial Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the processes Delivering frequent high quality releases Stable teams Smaller commitments
- 70. #BBCCon 2015 Las Vegas These are correlated… and we can start to see groupings Customer Ops & Processes (Plan, Coordinate & Deliver) Org Enablement Financial Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the processes Delivering frequent high quality releases Stable teams Smaller commitments
- 71. #BBCCon 2015 Las Vegas So… org enablement objectives will impact ops & process objectives which will in turn impact customer objectives Customer Ops & Processes (Plan, Coordinate & Deliver) Org Enablement Financial Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the processes Delivering frequent high quality releases Stable teams Smaller commitments
- 72. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics … In answering the question “what will it take” it becomes clear that it takes intentionality around the objectives
- 73. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics … the objectives will need to be realized through iterative and incremental organizational improvement
- 74. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics But... Are we succeeding???
- 75. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics We need specific measures …
- 76. #BBCCon 2015 Las Vegas Strategic Objectives Specific Measures for each: 1. Deliver Early ROI by: – Succeeding or failing fast – Delivering the highest value features first – Streamlining the delivery process 2. Quality by: – Delivering frequent, high quality releases 3. Predictability by: – Creating Stable Teams – Making Smaller Commitments
- 77. #BBCCon 2015 Las Vegas Identify Specific Measures 1. Deliver Early ROI by: – Time to Market – Delivering the highest value features first – Streamlining the delivery process 2. Quality by: – Delivering frequent, high quality releases 3. Predictability by: – Creating Stable Teams – Making Smaller Commitments
- 78. #BBCCon 2015 Las Vegas Identify Specific Measures 1. Deliver Early ROI by: – Time to Market – Value Delivery Performance – Streamlining the delivery process 2. Quality by: – Delivering frequent, high quality releases 3. Predictability by: – Creating Stable Teams – Making Smaller Commitments
- 79. #BBCCon 2015 Las Vegas Identify Specific Measures 1. Deliver Early ROI by: – Time to Market – Value Delivery Performance – Process Efficiency 2. Quality by: – Delivering frequent, high quality releases 3. Predictability by: – Creating Stable Teams – Making Smaller Commitments
- 80. #BBCCon 2015 Las Vegas Identify Specific Measures 1. Deliver Early ROI by: – Time to Market – Value Delivery Performance – Process Efficiency 2. Quality by: – Delivery Cycle Time 3. Predictability by: – Creating Stable Teams – Making Smaller Commitments
- 81. #BBCCon 2015 Las Vegas Identify Specific Measures 1. Deliver Early ROI by: – Time to Market – Value Delivery Performance – Process Efficiency 2. Quality by: – Delivery Cycle Time 3. Predictability by: – Capacity Performance – Making Smaller Commitments
- 82. #BBCCon 2015 Las Vegas Identify Specific Measures 1. Deliver Early ROI by: – Time to Market – Value Delivery Performance – Process Efficiency 2. Quality by: – Delivery Cycle Time 3. Predictability by: – Capacity Performance – Commitment Performance
- 83. #BBCCon 2015 Las Vegas Specific Measures 1. Deliver Early ROI by: – Time to Market (Succeeding or failing fast) – Value Delivery Performance (Delivering highest value features first) – Process Efficiency (Streamlining the process) 2. Quality by: – Delivery Cycle Time (Frequent high-quality releases) 3. Predictability by: – Capacity Performance (Stable teams) – Commitment Performance (Smaller commitments)
- 84. #BBCCon 2015 Las Vegas Create a scorecard for the transformation Strategic Measures Score/Rating Time to Market Value Delivery Performance Delivery Cycle Time Process Efficiency Capacity Performance Commitment Performance
- 85. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics We now have the context to answer the question… Are we succeeding?
- 86. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics … by focusing on the Business Driver and it’s Strategic Objectives…
- 87. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics … we now have specific measures to know if we are succeeding!
- 88. #BBCCon 2015 Las Vegas … and we understand that objectives will be accomplished through iterative and incremental organizational improvement Customer Ops & Processes (Plan, Coordinate & Deliver) Org Enablement Financial Predictability Early ROI Quality Succeeding or Failing Fast Deliver High Value Features First Streamlining the processes Delivering frequent high quality releases Stable teams Smaller commitments
- 89. #BBCCon 2015 Las Vegas Let’s adjust the scorecard to allow for incremental and iterative changes… Strategic Measures Score/Rating Time to Market Value Delivery Performance Delivery Cycle Time Process Efficiency Capacity Performance Commitment Performance
- 90. #BBCCon 2015 Las Vegas Modify scorecard to maintain context around both near term incremental and iterative changes and long term Key Objectives for Current Changes Rating Strategic measurements for Enterprise Agile Success Rating Time to Market Value Delivery Performance Delivery Cycle Time Process Efficiency Capacity Performance Commitment Performance
- 91. #BBCCon 2015 Las Vegas Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Governance Metrics So… the scorecard provides meaningful metrics that ensure measurable progress towards the transformation’s goal
- 92. #BBCCon 2015 Las Vegas
- 93. #BBCCon 2015 Las Vegas www.TeamWorldVision.org #TeamWorldVisio n Learn More about #TeamWorldVision TeamWorldVision If you want to go fast, go alone. If you want to go far, go together. Find an event near you.
Editor's Notes
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- Matrixed management Non-instantly available resources Project funding models Limited access to subject matter expertise Shared requirements between teams Technical debt Defects Tightly coupled architectures
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.