The document provides an introduction to agile planning and project management, detailing the role of project managers and the significance of agile methodologies. It discusses single-team and multi-team agile projects, exploring challenges in larger enterprises and emphasizing the importance of agile values and principles. Additionally, it covers the process flow of agile development, including user stories, epics, features, and the importance of minimizing marketable features to deliver value effectively.

1. Introduction to Agile Planning and Project ManagementBy Mike Cottmeyer, Agile CoachLeadingAgile, LLC

2. Mike CottmeyerLeadingAgilemike@leadingagile.com 1.404.312.1471www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadingagilelinkedin.com/in/cottmeyer

3. A Project is a temporary endeavor, having a defined beginning and end, undertaken to meet unique goals and objectiveshttp://en.wikipedia.org/wiki/Project_management

4. A Project Manager is a professional in the field of project management. Project Managers have the responsibility of planning, execution, and closing of any project. http://en.wikipedia.org/wiki/Project_manager

5. Project Management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives. http://en.wikipedia.org/wiki/Project_management

6. Agile has a Project Manager problem…

7. Agenda… Part 1: Single-team Agile projectsAgile Values & principlesHow and why Agile teams workFundamental mechanics of Agile delivery The role of the Agile Project ManagerPart 2: Multi-team Agile projects Challenges with Agile in larger, more complex enterprisesPatterns for Agile Program and Portfolio ManagementThe role of the Agile Project Manager

8. Agenda… Part 1: Single-team Agile projectsAgile Values & principlesHow and why Agile teams workFundamental mechanics of Agile delivery The role of the Agile Project ManagerPart 2: Multi-team Agile projects Challenges with Agile in larger, more complex enterprisesPatterns for Agile Program and Portfolio ManagementThe role of the Agile Project Manager

9. Agenda… Part 1: Single-team Agile projectsAgile Values & principlesHow and why Agile teams workFundamental mechanics of Agile delivery The role of the Agile Project ManagerPart 2: Multi-team Agile projects Challenges with Agile in larger, more complex enterprisesPatterns for Agile Program and Portfolio ManagementThe role of the Agile Project Manager

10. Agenda… Part 1: Single-team Agile projectsAgile Values & principlesHow and why Agile teams workFundamental mechanics of Agile delivery The role of the Agile Project ManagerPart 2: Multi-team Agile projects Challenges with Agile in larger, more complex enterprisesPatterns for Agile Program and Portfolio ManagementThe role of the Agile Project Manager

11. Agenda… Part 1: Single-team Agile projectsAgile Values & principlesHow and why Agile teams workFundamental mechanics of Agile delivery The role of the Agile Project ManagerPart 2: Multi-team Agile projects Challenges with Agile in larger, more complex enterprisesPatterns for Agile Program and Portfolio ManagementThe role of the Agile Project Manager

12. Agenda… Part 1: Single-team Agile projectsAgile Values & principlesHow and why Agile teams workFundamental mechanics of Agile delivery The role of the Agile Project ManagerPart 2: Multi-team Agile projects Challenges with Agile in larger, more complex enterprisesPatterns for Agile Program and Portfolio ManagementThe role of the Agile Project Manager

13. Agenda… Part 1: Single-team Agile projectsAgile Values & principlesHow and why Agile teams workFundamental mechanics of Agile delivery The role of the Agile Project ManagerPart 2: Multi-team Agile projects Challenges with Agile in larger, more complex enterprisesPatterns for Agile Program and Portfolio ManagementThe role of the Agile Project Manager

14. Agenda… Part 1: Single-team Agile projectsAgile Values & principlesHow and why Agile teams workFundamental mechanics of Agile delivery The role of the Agile Project ManagerPart 2: Multi-team Agile projects Challenges with Agile in larger, more complex enterprisesPatterns for Agile Program and Portfolio ManagementThe role of the Agile Project Manager

15. Agenda… Part 1: Single-team Agile projectsAgile Values & principlesHow and why Agile teams workFundamental mechanics of Agile delivery The role of the Agile Project ManagerPart 2: Multi-team Agile projects Challenges with Agile in larger, more complex enterprisesPatterns for Agile Program and Portfolio ManagementThe role of the Agile Project Manager

16. Agile Values & Principles

17. The Agile Manifesto (2001)Individuals and InteractionsProcesses and Tools

18. The Agile Manifesto (2001)Individuals and InteractionsWorking software Processes and ToolsComprehensive documentation

19. The Agile Manifesto (2001)Individuals and InteractionsWorking software Customer collaborationProcesses and ToolsComprehensive documentationContract negotiation

20. The Agile Manifesto (2001)Individuals and InteractionsWorking software Customer collaborationResponding to changeProcesses and ToolsComprehensive documentationContract negotiationFollowing a plan

21. The Agile Manifesto (2001)Individuals and InteractionsWorking software Customer collaborationResponding to changeProcesses and ToolsComprehensive documentationContract negotiationFollowing a plan

22. The Agile Manifesto (2001)Individuals and InteractionsWorking software Customer collaborationResponding to changeProcesses and ToolsComprehensive documentationContract negotiationFollowing a plan

23. Challenging the Project Management Paradigm

24. The BIG Paradigm ShiftScopeCostTime

25. The BIG Paradigm ShiftCostTimeScope

26. The BIG Paradigm ShiftCostTimeReduceRiskScope

27. The BIG Paradigm ShiftCostTimeIncreaseValueScope

28. Is Your Project a Good Candidate for Agile?

29. Where to Use Agile?Sweet spot in software product developmentDomains where market requirements change oftenInitiatives where requirements are unknown or unknowableComplex knowledge work

30. Process ControlPredictive – Processes well defined and predictable. Process yields acceptable outcomesEmpirical – Frequently measure outcomes and adapt the process to accommodate variation

31. Reducing Delivery Risk

32. Emergence or Convergence

33. Fundamentals of Team Based Agile

34. Team

35. Developers

36. TestersDevelopers

37. AnalystTestersDevelopers

38. AnalystCSMTestersDevelopers

39. Product OwnerAnalystCSMTestersDevelopers

40. Agile Process Flow…

41. Product VisionUnderstanding why we are doing what we are doing, who it is for, and the overall market opportunity

42. Product BacklogThe master list of things that we want to build into the product

43. Iteration BacklogThe highest priority items that we intend to build in the next 2-4 weeks

44. Feedback LoopsInspect and adapt on regular cadences to mitigate delivery risk

45. Working ProductIs the primary measure of progress, at the end of each time-box we have a deliverable

46. CadencesProject (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

47. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

48. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

49. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

50. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

51. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

52. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

53. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

54. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

55. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

56. User StoryScreenUser StoryTeamUser StoryReportUser StoryUser StoryDatabaseUser StoryUser Story

57. User StoryScreenUser StoryTeamUser StoryReportUser StoryUser StoryDatabaseUser StoryUser Story

58. Agile Non-NegotiablesTeamsBacklogCadenceDone

59. My Customer Doesn’t Give a Crap About Your User Stories!

60. Epics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about. Epic

61. Epics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about. EpicFeatures are smaller than epics, typically 2-4 weeks in duration. Features are contained within releases. Ideally, features are contained within a team. These are what the Product Manager Cares about.Feature

62. Epics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about. EpicFeatures are smaller than epics, typically 2-4 weeks in duration. Features are contained within releases. Ideally, features are contained within a team. These are what the Product Manager Cares about.FeatureUser Stories are the smallest increment of value, typically less than a week. User Stories are contained within the iteration. These are the things the Product Owner, maybe the Engineering Management Cares about. User Story

63. Story Maps visually show the relationship between User Stories and Business ValueEpicFeatureFeatureFeatureFeatureUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

64. INVESTIndependentNegotiableValuableEstimateableSmall… Sized AppropriatelyTestable

65. Story Maps start with the identification of larger, more strategic organizational goalsEpic

66. Epicsare decomposed into Features that describe the value added into the productEpicFeature

67. Epicsare decomposed into Features that describe the value added into the productEpicFeatureFeature

68. Epicsare decomposed into Features that describe the value added into the productEpicFeatureFeatureFeature

69. Epicsare decomposed into Features that describe the value added into the productEpicFeatureFeatureFeatureFeature

70. Featuresare decomposed into User Stories that are thin slices of value added into the systemEpicFeatureFeatureFeatureFeatureUser StoryUser StoryUser StoryUser Story

71. Featuresare decomposed into User Stories that are thin slices of value added into the systemEpicFeatureFeatureFeatureFeatureUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

72. Featuresare decomposed into User Stories that are thin slices of value added into the systemEpicFeatureFeatureFeatureFeatureUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

73. Featuresare decomposed into User Stories that are thin slices of value added into the systemEpicFeatureFeatureFeatureFeatureUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

74. Relative EstimationStart with something small and knowableGive it an arbitrary value of oneEstimate everything else relative to the original storyPlanning poker encourages communication and leads to shared understandingOver time becomes incredibly accurate

75. User Stories are estimated in relative units of measure called Story PointsEpic11FeatureFeatureFeatureFeature11User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

76. User Stories are estimated in relative units of measure called Story PointsEpic3121FeatureFeatureFeatureFeature323552321122User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

77. Story Points can be added up to size FeaturesEpic1178123121FeatureFeatureFeatureFeature323552321122User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

78. Feature Points can be added up to size Epics38Epic1178123121FeatureFeatureFeatureFeature323552321122User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

79. Varying Scope Using the Minimally Marketable Feature

80. Our Goal is to build the smallest system possible to deliver the value in the Epic38Epic1178123121FeatureFeatureFeatureFeature323552321122User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

81. We continuously evaluate the Story Map to determine the Minimally Marketable Feature38Epic1178123121FeatureFeatureFeatureFeature323552321122User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

82. We continuously evaluate the Story Map to determine the Minimally Marketable Feature38Epic1178123121User StoryUser StoryUser StoryFeatureFeatureFeatureFeature3235User StoryUser StoryUser Story5232User StoryUser StoryUser Story1122User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

83. When we focus on Minimally Marketable Features, we deliver Business Value early26Epic104753121User StoryUser StoryUser StoryFeatureFeatureFeatureFeature3235User StoryUser StoryUser Story5232User StoryUser StoryUser Story1122User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

84. All I Need to Know is Backlog Size & Velocity

85. Burndown Charts

86. Backlog Size

87. Backlog SizeTime

88. Velocity – The rate at which we complete the estimate Backlog SizeTime

89. Managing & Controlling Agile the Delivery Process

90. Minimally Marketable Featuresfeed the prioritization of our Sprint PlanningStory CompleteIn ProcessTask DoneTask BacklogStory Backlog

91. Identify the User Story most likely to contribute to the MMF and build that one firstStory CompleteIn ProcessTask DoneTask BacklogStory Backlog

92. Identify the User Story most likely to contribute to the MMF and build that one firstStory CompleteIn ProcessTask DoneTask BacklogStory Backlog3User Story

93. Pull User Stories in priority order focusing on delivering complete MMFsStory CompleteIn ProcessTask DoneTask BacklogStory Backlog3User Story

94. Pull User Stories in priority order focusing on delivering complete MMFsStory CompleteIn ProcessTask DoneTask BacklogStory Backlog3User Story2User Story

95. It’s okay to work User Stories across MMFs if that is what the Product Owner needsStory CompleteIn ProcessTask DoneTask BacklogStory Backlog3User Story2User Story

96. It’s okay to work User Stories across MMFs if that is what the Product Owner needsStory CompleteIn ProcessTask DoneTask BacklogStory Backlog3User Story2User Story1User Story

97. The team uses its past velocity to determine how many stories go in the SprintPlanned Team Velocity = 6 pointsStory CompleteIn ProcessTask DoneTask BacklogStory Backlog3User Story2User Story1User Story

98. The Team breaks each User Story down into TasksPlanned Team Velocity = 6 pointsStory CompleteIn ProcessTask DoneTask BacklogStory Backlog3TaskTaskUser StoryTask2User Story1User Story

99. The Team breaks each User Story down into TasksPlanned Team Velocity = 6 pointsStory CompleteIn ProcessTask DoneTask BacklogStory Backlog3TaskTaskUser StoryTask2TaskTaskUser StoryTaskTask1User Story

100. The Team breaks each User Story down into TasksPlanned Team Velocity = 6 pointsStory CompleteIn ProcessTask DoneTask BacklogStory Backlog3TaskTaskUser StoryTask2TaskTaskUser StoryTaskTaskTaskTask1User StoryTaskTask

101. And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to DeliverPlanned Team Velocity = 6 pointsStory CompleteIn ProcessTask DoneTask BacklogStory Backlog3168TaskTaskUser Story8Task2TaskTaskUser StoryTaskTaskTaskTask1User StoryTaskTask

102. And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to DeliverPlanned Team Velocity = 6 pointsStory CompleteIn ProcessTask DoneTask BacklogStory Backlog3168TaskTaskUser Story8Task2216TaskTaskUser Story8Task4TaskTaskTask1User StoryTaskTask

103. And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to DeliverPlanned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory CompleteIn ProcessTask DoneTask BacklogStory Backlog3168TaskTaskUser Story8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story168TaskTask

104. At the beginning of the Sprint, The Team pulls Tasks from the top of the Task BacklogPlanned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory CompleteIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story168TaskTask

105. Tasks move across the Story Board until there is a completed User Story. Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory CompleteIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story168TaskTask

106. Tasks move across the Story Board until there is a completed User Story. Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory CompleteIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story8Task16Task

107. Tasks move across the Story Board until there is a completed User Story. Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory CompleteIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story8Task16Task

108. The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible . Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory CompleteIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story8Task16Task

109. The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible . Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory CompleteIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story8Task16Task

110. The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible . Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory CompleteIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story8Task16Task

111. Until the entire Sprint has been delivered to the Product Owner. Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory CompleteIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task184TaskUser StoryTask8Task16Task

112. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

113. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

114. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

115. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

116. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

117. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

118. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

119. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

120. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

121. From a Metrics perspective, we Burn Down points to make sure the Release is on track389666Release BurndownSprint BurndownVelocity Trend

122. From a Metrics perspective, we Burn Down points to make sure the Release is on track3896866Release BurndownSprint BurndownVelocity Trend

123. We track Velocity Trend to make sure the team is delivering in a Predictable manner38968665Release BurndownSprint BurndownVelocity Trend

124. When the Release is ready to deliver, The Team has completed the highest priority User Stories, against the highest priority Features ,against the highest priority Epics. 38968665Release BurndownSprint BurndownVelocity Trend

125. When the Release is ready to deliver, The Team has completed the highest priority User Stories, against the highest priority Features ,against the highest priority Epics. Everyone is focused on delivering value early and often!38968665Release BurndownSprint BurndownVelocity Trend

126. Predicting the Future… Looking Forward on Agile Projects

127. Yesterday’s WeatherPast performance is our best indicator of future performanceThe amount of product we were able to build during the last iteration, is a pretty good indicator of what we’ll be able to deliver this iterationThe same goes for releases

128. Velocity at Project, Release, and IterationProject (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

129. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

130. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

131. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

132. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

133. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

134. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

135. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

136. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

137. Project (years)Release (months)Release (months)Release (months)I1I2I3I4I5I6I7I8I9

138. Team Level Release PlanningUse past velocity to determine roughly how much content can fit into the upcoming releaseVary scope by focusing on the MMF to fine tune the implementation as you build the emerging product

139. Agile Project Manager – TeamPeoplePMPeoplePeoplePeoplePeoplePeoplePeoplePeopleAPM

140. Agile Project Management in Larger, More Complex Enterprises

141. Agile in the Enterprise

142. Agile (Project Management) in the (Traditional) Enterprise

143. Agile (Project Management) in the (Traditional) Enterprise

144. Contrasted with… Enterprise Agile

145. Enterprise Agile... it’s different!

146. Enterprise Agile

147. Enterprise Agile

148. Enterprise Agile

149. Enterprise Agile

150. Enterprise Agile

151. Enterprise Agile

152. Enterprise Agile

153. Team ATeam BTeam CTeam DTeam ETeam F

154. Team ATeam BTeam CTeam DTeam ETeam F

155. Team ATeam BTeam CTeam DTeam ETeam F

156. Team ATeam BTeam CTeam DTeam ETeam F

157. Multi-Team Release PlanningUse past velocity to determine roughly how much content can fit into the upcoming releaseVary scope by focusing on the MMF to fine tune the implementation as you build the emerging product Sequence backlogs so deliverables are coordinated across agile teamsIMO… this reduces business agility

158. Let’s Talk About the Stuff That Breaks Agile

159. External Dependencies

160. External Dependencies

161. External Dependencies

162. Many-to-Many Relationships

163. Many-to-Many Relationships

164. Many-to-Many Relationships

165. Many-to-Many Relationships

166. Many-to-Many Relationships

167. Many-to-Many Relationships

168. Many-to-Many Relationships

169. Many-to-Many Relationships

170. Many-to-Many Relationships

171. Agile Project, Program, and Portfolio Management using Lean, Kanban, and TOC

172. Team 1

173. Team 1Team 2

174. Team 1Team 2Team 3

175. Team 1Team 2Team 3Team 4

176. Team 1Team 2Team 3Team 4Team 5

177. Establishing the relationship between team level velocity and enterprise level throughput?

178. Team predictability is one thing, but organizations need to be able to track value at the Epic levelEpic

179. Team predictability is one thing, but organizations need to be able to track value at the Epic levelEpicWe need a mechanism to make sure features that span multiple Scrum teams are treated with the same sense of awareness as single-product features. Feature

180. Team predictability is one thing, but organizations need to be able to track value at the Epic levelEpicWe need a mechanism to make sure features that span multiple Scrum teams are treated with the same sense of awareness as single-product features. FeatureAll of our day-to-day activities need to clearly map to enterprise objectives. We need to build product as one organizationUser Story

181. Story BacklogIn ProcessTask DoneTask BacklogStory BacklogTier 1 - Scrum

182. DeployBuild Test DesignAnalysisTier 2 - KanbanStory BacklogIn ProcessTask DoneTask BacklogStory BacklogTier 1 - Scrum

183. ConstructionTransitionElaborationInceptionTier 3 - KanbanDeployBuild Test DesignAnalysisTier 2 - KanbanStory BacklogIn ProcessTask DoneTask BacklogStory BacklogTier 1 - Scrum

184. ConstructionTransitionElaborationInceptionTier 3 - KanbanDeployBuild Test DesignAnalysisTier 2 - KanbanStory BacklogIn ProcessTask DoneTask BacklogStory BacklogTier 1 - ScrumUser Story

185. ConstructionTransitionElaborationInceptionTier 3 - KanbanDeployBuild Test DesignAnalysisTier 2 - KanbanFeatureStory BacklogIn ProcessTask DoneTask BacklogStory BacklogTier 1 - ScrumUser Story

186. ConstructionTransitionElaborationInceptionEpicTier 3 - KanbanDeployBuild Test DesignAnalysisTier 2 - KanbanFeatureStory BacklogIn ProcessTask DoneTask BacklogStory BacklogTier 1 - ScrumUser Story

187. Kanban creates a pull system across the entire portfolio that is limited by your actual capacity

188. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisStory BacklogIn ProcessTask DoneTask BacklogStory Backlog

189. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisStory BacklogIn ProcessTask DoneTask BacklogStory Backlog

190. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisStory BacklogIn ProcessTask DoneTask BacklogStory Backlog

191. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog

192. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog

193. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog

194. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory BacklogSpike

195. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory BacklogUser StoryUser StorySpike

196. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory BacklogUser StoryUser StorySpike

197. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog168TaskTaskUser StoryUser StorySpike8Task

198. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog168TaskTaskUser StoryUser StorySpike8Task

199. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog168TaskTaskUser StoryUser StorySpike8Task

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219. ConstructionTransitionElaborationInceptionEpicEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureFeatureFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog16TaskUser StoryUser StoryUser StoryUser StorySpikeSpike8Task8Task

220. ConstructionTransitionElaborationInceptionEpicEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureFeatureFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog8TaskUser StoryUser Story8TaskSpike8Task

221. ConstructionTransitionElaborationInceptionEpicEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureFeatureFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog8TaskUser StoryUser Story8TaskSpike8Task

222. ConstructionTransitionElaborationInceptionEpicEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureFeatureFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog8TaskUser StoryUser Story8TaskSpike8Task

223. ConstructionTransitionElaborationInceptionEpicEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureFeatureFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog8TaskUser StoryUser Story8TaskSpike8Task

224. ConstructionTransitionElaborationInceptionEpicEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureFeatureFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog8Task8User StoryUser StoryTaskSpike8Task

225. ConstructionTransitionElaborationInceptionEpicEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureFeatureFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog8Task8User StoryUser StoryTaskSpike8Task

226. ConstructionTransitionElaborationInceptionEpicEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureFeatureFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog8Task8User StoryUser StoryTaskSpike8Task

227. ConstructionTransitionElaborationInceptionEpicEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureFeatureFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog8Task8User StoryUser StoryTaskSpike8Task

228. ConstructionTransitionElaborationInceptionEpicEpicEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureFeatureFeatureFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog88TaskTaskTask8User StoryUser StoryUser StoryUser Story8TaskTaskSpikeSpike888TaskTaskTask

229. At the team level, velocity metrics drive predictability38968665Release BurndownSprint BurndownVelocity Trend

230. At the program/product level, lean metrics are more meaningfulAt the team level, velocity metrics drive predictability38968665Release BurndownSprint BurndownVelocity Trend

231. At the enterprise level, lean metrics are also the more interesting metricAt the program/product level, lean metrics are more meaningfulAt the team level, velocity metrics drive predictability38968665Release BurndownSprint BurndownVelocity Trend

232. Balancing Organizational Constraints

233. Enterprise Release PlanningUse Scrum at the team level to drive predictable outcomesBalance the backlogs across team to optimize the flow of value at the Feature and Epic levelUse metrics to plan the number of Features and Epics that can be included in a release

234. Agile Project Managers Manage the System, not the PeopleClear the path, enable the teams and the organizationDrive shared understanding of delivery riskSystems thinking, look out for the whole

235. Agile Project Manager - EnterpriseTeamPMTeamTeamTeamTeamTeamTeamTeamAPM

236. www.slideshare.net/mcottmeyerMike CottmeyerLeadingAgilemike@leadingagile.com 1.404.312.1471www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadingagilelinkedin.com/in/cottmeyer