This document provides an introduction to leading agile product development. It discusses moving from a traditional to an agile approach, focusing on understanding problems rather than planned solutions, and embracing complexity. The document emphasizes that agile requires a combined top-down and bottom-out approach, with functions collaborating, transparency between teams, and an outward focus on customer value rather than internal control metrics. Management must renovate itself to enable rather than command teams in an agile organization structured for efficiency through regular delivery.
About Agile Programmer's skill sets
Ultimate Agilist Tokyo 2012
This presentation will be used tomorrow. after that session I have a plan to update this slide.
About Agile Programmer's skill sets
Ultimate Agilist Tokyo 2012
This presentation will be used tomorrow. after that session I have a plan to update this slide.
Hundreds of organizations have now realized the benefit of Rapid Release Planning! Compared to traditional release planning, this increases your estimation and sizing accuracy from 34% to over 85%! Rapid Release Planning is one of the CORE Components for getting teams engaged early and using their Rapid Sizing to better forecast which candidates will successfully be a part of the release. The keys to making this work successfully revolve around making gut decisions about size and relative complexity of the items being estimated and validated.
Lessons Learned: Creating Software as a Service from ScratchSVPMA
Starting from Scratch? Lessons Learned From Trying to Create Software as a Service at SAP by Mike Tschudy at SVPMA Monthly Event February 2012
Go to link below for notes from this event http://svpma.org/2012/02/february-2012-event/
How to use agile for roadmapping and be successful at itAnupam Kundu
This was my presentation at Agile 2010.
As agile practices become more prevalent, Product Management divisions face increasing challenges to adapt agile techniques. Most Agile project teams prefer direct collaboration with the strategy makers for decision making over reporting metrics; the reality is that only a few product/portfolio managers are actually capable of paradigm shifts to accommodate this drift. What is needed to make this shift? The paper outlines an experience report - adoption of agile-enabled framework by the digital division of a publishing house to charter their product road-map and enable their project team with the “big picture”.
Effective Product Development Using Agile MethodsNaresh Jain
Effective Product Development Using Agile Methods presentation by Baps for Agile Chennai 2007 conference http://agileindia.org/agilechennai07/index.htm
Hundreds of organizations have now realized the benefit of Rapid Release Planning! Compared to traditional release planning, this increases your estimation and sizing accuracy from 34% to over 85%! Rapid Release Planning is one of the CORE Components for getting teams engaged early and using their Rapid Sizing to better forecast which candidates will successfully be a part of the release. The keys to making this work successfully revolve around making gut decisions about size and relative complexity of the items being estimated and validated.
Lessons Learned: Creating Software as a Service from ScratchSVPMA
Starting from Scratch? Lessons Learned From Trying to Create Software as a Service at SAP by Mike Tschudy at SVPMA Monthly Event February 2012
Go to link below for notes from this event http://svpma.org/2012/02/february-2012-event/
How to use agile for roadmapping and be successful at itAnupam Kundu
This was my presentation at Agile 2010.
As agile practices become more prevalent, Product Management divisions face increasing challenges to adapt agile techniques. Most Agile project teams prefer direct collaboration with the strategy makers for decision making over reporting metrics; the reality is that only a few product/portfolio managers are actually capable of paradigm shifts to accommodate this drift. What is needed to make this shift? The paper outlines an experience report - adoption of agile-enabled framework by the digital division of a publishing house to charter their product road-map and enable their project team with the “big picture”.
Effective Product Development Using Agile MethodsNaresh Jain
Effective Product Development Using Agile Methods presentation by Baps for Agile Chennai 2007 conference http://agileindia.org/agilechennai07/index.htm
Project: Create a deck proposing a product & campaign to help Netflix better serve their increasingly social audience.
Summary slides are above; full details below.
Team:
- Norman Tran: Digital Strategy
- Gabriella Pizzitola: Account Management
- Laetitia de Camas: Account Management
Role:
- Work with 2 other TBWA\Chiat\Day interns with limited resources and 6 week timeframe to create a new product & campaign for Netflix
- Facilitate brainstorming sessions
- Project management
- Research
- Design deck template and product mockups
Skills Utilized: Visual Design | Personas | Competitive Analysis | Trend Analysis | Product Development | Campaign Development | Storytelling
TBWA\Chiat\Day: TBWA\Chiat\Day is part of TBWA Worldwide. TBWA is one of the top ten US-based agency networks made up of 250+ full service agencies around the world with expertise in all of the disciplines required for the positioning, launching and long-term management of brands. TBWA is a highly awarded agency and our clients include Nissan, Infiniti, Pepsi, Gatorade, Sara Lee, Energizer, Principal Financial Group, Crate & Barrel, and Southwest Airlines.
Agile Project Management: From Agile Teams to Agile Organizations - Steve Mer...Agile Montréal
Agile Project Management: From Agile Teams to Agile Organizations
We will present the tools and strategies for adopting agile project management practices that connect business, management and delivery teams. We propose a framework that maintains an executive focus on managing investment and risk, introduces enterprise-level agile product development lifecycle and separates project governance from operational delivery while loosely coupling these activities.
À propos de Steve Mercier
Steve est un professionnel du développement de produits logiciels, comptant plus de 20 ans d’expérience. Il a développé et mis en place des lignes de production logicielles assurant une meilleure efficacité de livraison, une adhésion croissante aux meilleures pratiques définies et une qualité accrue des produits entraînant la satisfaction des clients. Il applique les méthodes de travail Agile au quotidien depuis bientôt 10 ans. Il aime les défis techniques, apprécie être responsable de livrer, avec des gens de talents, en équipe, des produits qui comptent vraiment. Au fil des années il s'est spécialisé dans les champs suivants: Bonnes pratiques de développement de logiciel, Intégration et livraison continue, Lignes de production logicielles, Infrastructure gérée comme du code, Méthodes Agile et amélioration continue. Il oeuvre en ce moment comme gestionnaire d’une équipe de 15 DevOps bourrés de talent chez Lightspeed.
À propos de Jean-Paul Chauvet
President, Lightspeed
With over 20 years' experience as a marketing and sales executive in the technology sector, JP has been a key element in the continued growth of Lightspeed. By developing and leading Lightspeed's product strategy, go-to-market direction and taking a direct approach to engaging independent businesses, he has helped Lightspeed increase revenue, strengthen partner relations and achieve success month over month.
User Centered Agile Product Development in an Enterprise & a StartupMichael Ong
Presented at Agile Singapore 2014
http://agilesg2014.sched.org/event/fc83ddab31b35de5041dedf4ebc72492
Product Development today has various challenges where startups and enterprises alike have to move quicker and plan resources carefully for consumers (users) to be able to gain market traction and stay relevant with competitors constantly evolving.
Very often, product releases are managed by product managers gathering requirements on behalf of the customer within an organisation. He begins with a high-level product requirement and speaks with various stakeholders like sales, marketing, operations, finance to map business constraints and heads over to engineering to start building. This skips over valuable insights gained by engaging users, design teams and answering the hard questions of “nice to haves” vs “must haves”.
I’ll like to share an approach that was used in two environments with success to bring products to market with a focus on users while considering business conditions and constraints.
As a product owner in an enterprise setting tasked with crafting a mobile strategy and product roadmap or a product owner in a startup tasked with overhauling a legacy system for a more efficient business platform, I’ll compare the two distinct environments and offer insights into how a team can begin to understand and shape a company’s direction towards user-centered design.
It involves thinking with users in mind, building with agile techniques and measuring to help iterate towards meaningful product releases. Often, this results in changes to an organisation that also requires coaching and charting a path for the people who are affected.
The topic would be of interest to designers, developers, team leads, product managers, business executives or startup founders who recognises change is a huge part of business and that products that are able to create the most value for end-users are those that will gain customer loyalty in the long term.
Consumer Science and Product Development at Netflix - OSCON 2012Matt Marenghi
At the core of product innovation at Netflix is consumer science; Netflix constantly tests and iterates on new ideas for every aspect of the streaming service. This experiment-oriented culture uses data from actual customer usage of the product to quickly understand which ideas are great.
At the 2012 O'Reilly Open Source Convention (OSCON), Rochelle King and Matt Marenghi described the consumer science process in detail. They demonstrated how it can apply to everything from a new UI concept to a new back-end algorithm. They also discussed how the company culture and the product development approach inter-relate, and shared how this customer focus drives decision-making at every level of the company. They also discussed some of the limitations of consumer science, and how to make decisions where science can’t easily shine a light.
Our latest webinar "Software Development with Agile Waterfall Hybrid Method" presents you the pros and cons of both methodologies, Agile and Waterfall.
Watch our webinar to learn more about what kind of projects the Hybrid model works for best, and how exactly you can implement a Hybrid approch in software development and benefit from the advanced features of codeBeamer ALM software.
Value Streams and the Scaled Agile FrameworkCprime
Understanding and visualizing the flow of value in your organization is one of the first steps for implementing the Scaled Agile Framework (SAFe) successfully. We align Agile Release Trains (ARTs) around value streams. In this webinar we will look at understanding what a value stream is, why it is important and how to align agile release trains to value streams.
Lean Startup + Story Mapping = Awesome Products FasterBrad Swanson
To deliver the right outcomes, you need to learn your customers needs and validate your assumptions as early as possible. This means getting an early version of your product completed to start testing, validating and improving. This session will demonstrate how to combine Lean Startup and User Story Mapping techniques to determine where to start and how to learn early and often.
Participants will start with a partially completed Lean Canvas to flesh out and then define a product roadmap by building a Story Map. We will use Lean Startup concepts of Minimal Viable Product (MVP) and validated learning to focus on outcome over output.
Learning objectives:
Understand the importance of accelerated learning and techniques to achieve it
How a Lean Canvas can help shape your product vision and MVP
How to build a story map to create a product roadmap
How to use a story map to validate your users' journey
Structured Ideation and Design Thinkinggaylecurtis
At the heart of a design thinking process is ideation, the capability for generating and relating ideas.
Brainstorming is a frequently practiced form of ideation, and this presentation describes the four rules of classic brainstorming. It also gives guidance for how to structure brainstorm sessions to drive direct and indirect benefits.
Digital strategy promoting Narcos, Netflix's new original series (2015)
Final assignment: Crash course in digital strategy by @juliancole on Skillshare.
--> http://skl.sh/1FU8myR
Questions & feedback welcome! :D
--> @clement_simon
Using lean startup model to foster Agile adoption in multinational organizationsAngel Diaz-Maroto
In this session I’m showing a model that multinational organizations can use to foster the adoption of agile. This model is based on lean startup, understandig Agile initiatives from different countries as startups, it uses the validated learning cycles of every organization to create a validated learning knowledge base with the performed experiments of agile practices. This “”validated learning knowledge base”" is co-created by the members of the internal international Agile community.
AGILE PM A trade-off between proactivity and reactivityEmiliano Soldi
An exponential increase in complexity, a strong reduction of a product's lifecycle and market time frames are drastically challenging projects and their success.
In a context like this, what tools and techniques can be used by project management?
A proactive approach would seem to be highly effective.
But, is trying to anticipate any decision of an unpredictable future the best solution?
Alternatively, a reactive approach puts less effort on planning and greater attention in tackling any change.
But, are we sure that we can be completely reliant on this way?
This slide is for Ultimate Agilist Tokyo in Japan. 2012.Nov.
I want to think about agile programmer's skill set. and I want to introduce ICAgile to Japan.
I analyzed agile value, principles, practices and ICAgile.
and participant members created some mandatory skill set in this session.
See this blog entry , that will be better.
http://simple-architect.blogspot.jp/2012/11/agile-programmers-skill-set-ultimate.html
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Set off and carry forward of losses and assessment of individuals.pptx
Leading Agile Product Development
1. LEADING AGILE
PRODUCT DEVELOPMENT
By Arto Saari
v. 1.0 beta5
It has been my sincere aim to respect all copyrights and reference the
authors as appropriate. If however you feel I’ve not succeeded in some
aspect of this, kindly contact me and allow to me correct my error.
Thank you.
Used by permission
Saturday, November 19, 2011
2. Foreword
This is my training course targeted to project and product
managers interested in Agile and Lean.
It’s a collection of known best practices and personal
methods and models that have all been utilized and proven
in real-world product development challenges.
My guidance to anyone participating the course or reading
this material is to explore and find their own views of Agile
and Lean best practices, possibly with the help of concepts
presented herein.
2
Saturday, November 19, 2011
4. "Don't know what I want, but I know how to get it."
- Johnny Rotten, Sex Pistols
http://www.agileproductdesign.com/blog/dont_know_what_i_want.html
4
Saturday, November 19, 2011
5. Agile
Lean
Fit
iStock royalty-free photo
iStock royalty-free photo
Dealing with complexity
iStock royalty-free photo
Focusing on Value
Re-innovating Value
5
Saturday, November 19, 2011
6. Agile is about understanding the problem and
finding the right solution via exploration.
Traditional Agile
Presumed Problem Unknown Problem
Understood Right
Planned Solution Problem Solution
Inspect-Adapt
OODA
PDCA
6
Saturday, November 19, 2011
7. When making the transition, don’t get off
the train at Ad-hoc station.
X V
Traditional Ad-hoc Agile
Linearized Chaotic Complexity-aware
Plan-driven Reactive Adaptive
Disciplined and
Specialized Undisciplined
cross-functional
Scope-constrained Unconstrained Time-constrained
7
Saturday, November 19, 2011
8. All organizational transformations, including agile,
require a combined top-down & bottom-up approach.
Top-down provides
required alignment for the
transition to happen on all
dimensions of the Bottom-up creates the
organization operative foundation for
new product development
principle.
Agile capability grows bottom-up to the full potential limited only
by the incompatible management principle of organization layers.
8
Saturday, November 19, 2011
9. Functions learn to collaborate Effectiveness
with development and take benefit
of early and regular releases. Functions
Development organization
learns to exploit change and invest
in continuous improvement. Development
Organization
Teams learn to plan and deliver Team
in a steady cadence.
Efficiency
9
Saturday, November 19, 2011
10. Customers, Partners
Intimacy Focus on value
Functions
Collaboration
Project / Project /
Development Development
Transparency Organization Organization
Team Team Team Team
Cadence
10
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11. An inwards-oriented An outwards-oriented
organization focus is on control of organization focus is on customer
activity and improvement of internal value and market opportunities.
performance metrics.
It is very possible that majority of the Unnecessary control is replaced by
organization is supervising the trust.
minority that creates the value.
11
Saturday, November 19, 2011
12. Management has a crucial role in Agile
world but it requires to re-innovate itself.
Value Creation
Enablement Management
Old orthodoxy
Those who do not create value directly
themselves enable the others to do so.
12
Saturday, November 19, 2011
13. Command & Control
FAIL
Motivation Skill Efficiency Focus
Agile Leadership Style
13
Saturday, November 19, 2011
14. Traditionally organizations
consider efficiency as
‘best-practices’ like .. Thinking good overall results
come from functional excellence
(locally optimizing organization)
Efficiency comes from Interfacing between
large batches stakeholders over non-
collaborative documents
Competing in the market Optimizing on cost and
with exceeding commitments resource efficiency first
(utilization etc).
14
Saturday, November 19, 2011
15. My definition of business/organization agility..
Problem scenario: market moves Agile scenario: product development
faster than product development cycle as able to fit inside the market cycle
Market cycle Market Cycle
Product development
Product development cycle Cycle
Business Agility is the capability of your company to exploit shortening
market cycles instead of being victimized by them uncontrollably.
Read more about it here: http://improvementstory.net/2011/10/18/what-is-enterprise-agility-my-definitive-answer/
15
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17. Whether your next project is a success or a failure
is not a matter of change
but the matter of choice
(Mentioned by Bill Gaiennie as a quote by “Anonymous wise agile coach”)
17
Saturday, November 19, 2011
18. Traditional Development Project Agile Development Project
The things we’re
The whole big thing we
Level 1: Vision identified to be done to
have planned to do
meet the success
Task Task DL Level 2: Product backlog
(Feature breakdown)
Task
Task
Level 3: Release plan
(Time breakdown) Time-box 1 Time-box 2
Level 4: Sprint plan Story
(Work breakdown) Task
18
Saturday, November 19, 2011
19. Waterfall is everywhere..
..in process models
Phase 1 Phase 2 Phase 3
..in structures ..in organization
Requirement
Function A
Level 1
As waterfall is one-
Requirement directional relationship,
Function B lacking early and continuous
Level 2
co-dependent validation.
Requirement
Function C
Level 3
19
Saturday, November 19, 2011
20. The problem with
waterfall is..
Risk is not reduced
“Planning”
Changeability is
reduced over time Development
Testing
Visibility builds late
Learning collected at the end
20
Saturday, November 19, 2011
21. Agile solves this problem by reducing batch size
of how the software is developed
Changeability much Visibility builds with
less if at all reduced each batch
“Planning” “Planning” “Planning”
Development Development Development
Testing Testing Testing
Learning collected and used Risk reduced by every batch
within the project
21
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22. Schedule and Resources act as
constraints (control variables) to Scope.
Resources Schedule
Schedule controls the delay
for expected value.
Scope Value Cost of Delay
Secondary focus how well Primary focus is on amount of
scope translates to value value and the impact of delay
Risk
Scope is the source of both Risks associates to both value
value and risk. expectation and cost of delay
as increased uncertainty.
22
Saturday, November 19, 2011
23. We iterate to improve We increment to get
the solution based on the solution earlier and be
learning and feedback. able to change plans.
Feedback Learning
Release 1 Release 2 Release 3 Release 4
23
Saturday, November 19, 2011
24. Planning
Planning activity
itself is iterative &
incremental.
Changes during
development are
Release 2 Release 3 Release X reflected in current
and future release
Development plans.
Agile potential is
unlocked with
interaction between
Release 1 Release 2 planning and
Release 3
development.
24
Saturday, November 19, 2011
26. Waste As listed by Mary & Tom Poppendieck:
Extra steps
Information finding
Handovers
Task-switching
Defects (not caught)
Extra Features
Waiting
Photo by Crimson (Pieter Janssen), used by Creative Commons license on site www.dreamstime.com
26
Saturday, November 19, 2011
27. Wall of Waste Wall of Improvements
Waste €
Waste Improvement Improvement
€
Visualization and radiating both waste and improvements help the
organization to collaborate on development.
Quantification in monetary impact gives correct weight and priority.
27
Saturday, November 19, 2011
29. Variability and capacity utilization
Manufacturing both impact the queue size:
process Variability has linear impact
Utilization has exponential impact
Variability in (a) “service time”
and (b) “arrival time”
(a) Product Agile is all about absorbing
Development and exploiting this variability
(b) process for the benefit of the product.
Adopted from Donald G. Reinertsen, The Principles of Product Development Flow
29
Saturday, November 19, 2011
30. Average Cycle time
Wait-in- Wait-in- Wait-in-
queue development release
Product
Development
process Release
Design inventory Feature inventory
Adopted from Donald G. Reinertsen, The Principles of Product Development Flow
30
Saturday, November 19, 2011
31. Business value
Release Feedback
Product value
Development Release Feedback
effort
Effort turns into value only when it is released.
Value is understood only by feedback generated of a release.
31
Saturday, November 19, 2011
32. Traditional single-iteration, scope-constrained, large batch project..
A Long Development Project (Late) Value Realization
Agile multi-iteration, time-constrained, small batch project..
Release 1 (Early) Value Realization
Release 2 (Added) Value Realization
Release 3 (Optional) Value Realization
Staged delivery realizes value earlier, reduces risk and
increases control and agility on all levels.
32
Saturday, November 19, 2011
34. Leffingwell’s product abstraction defined three abstraction levels:
Epics, Features and Stories
Each level as co-dependent relationship i.e.
one cannot exist without the other
Following is my personal adaptation of the structure:
Epics are the value-context of development:
Epic
they are what we want to achieve.
Features provide the solution to Epic and are beyond
Feature
optimal solution a cost-factor. Features we need to do.
Stories extend the feature solution and provide link to
Story
stakeholder value (users, providers etc).
34
Saturday, November 19, 2011
35. Optimization towards (Epic) value context provides
maximum product development potential.
Epic (=business value)
€
Features (=investment to gain business value)
€
Value efficiency = Maximized epic value
delivered with optimal feature cost.
35
Saturday, November 19, 2011
36. Prioritization of Epics and Features can be done in a matrix in which vertical
prioritization is based on Epic value and horizontal on feature priority.
More important towards the Epic
Epic 1 F F F F F F
Epic 2 F F F F F F
More value per
Epic Epic 3 F F F F F F
Epic 4 F F F F F F
Two queues can be formed out of the matrix:
Epic queue and internal Feature queue.
36
Saturday, November 19, 2011
37. F Features in top-left are most valuable
More important towards the Epic
Epic 1 F F F F F F
Epic 2 F F F F F F
More value per
Epic Epic 3 F F F F F F
Epic 4 F F F F F F
While features in the bottom-right will not
F
be likely ever done
37
Saturday, November 19, 2011
38. Optimized product plan
Unoptimized product plan Epic 1 F F
Epic 1 F F F F F F Epic 2 F F
Epic 2 F F F F F F Epic 3 F F
In unoptimized plan, epics (value) Epic 4 F F
is produced in large, slow batches
of unnecessary features (waste) In optimized plan, epics are
delivered via a core set of features
and released in a quick cadence.
38
Saturday, November 19, 2011
40. Backlog prioritization is an on-going
Prioritization model should be both
process on all backlog levels,
simple and meaningful
peaking at the start of a cycle.
Must-have Must-have’s we don’t release without.
Should-have’s we aim to
Should-have Should-have
maximize per delivery.
Could-have’s are valuable
Could-have Could-have Could-have
candidates or “extra”.
Won’t-have’s we’ve
Won’t have
decided to left out.
40
Saturday, November 19, 2011
42. We don’t want overly complicated and costly
solutions compared to the size of the problem.
Problem
Problem
Solution
Solution
But instead innovative and effective solutions that
solve a more valuable problem.
42
Saturday, November 19, 2011
43. Problem Product structure can be viewed as a
chain of Problem-Solution pairs.
Solution
Epic Each of the abstraction layers
Problem
contains both a solution to upper layer
and poses a problem requiring a
Solution solution on lower layer.
Feature
Problem
On top-level there is a business
Solution problem that is being addressed with
Story
Problem production solution. Further down the
chain problems and solutions become
Solution more technical reaching lowest
interest point, tasks a solution.
43
Saturday, November 19, 2011
44. Solution needs to be defined
in full to match the problem Part of Part of Part of
Solution Solution Solution
before it may be optimized
reductively.
Part of Part of Part of
Solution Solution Solution
New composition of the
solution requires it to be Part of Part of Part of
checked for integrity as it was Solution Solution Solution
a completely new solution.
44
Saturday, November 19, 2011
45. Sensitivity analysis on changing problem and
solution definition may reveal better opportunities.
Bigger
Original Original Problem
Problem Problem
Value : Cost
Ratio
Smaller
Solution Original Slightly Bigger
Solution Solution
45
Saturday, November 19, 2011
46. time
PDCA-cycle
Original Better Problem-Solution
Problem Defined Correct definition evolves over
Problem Problem time and requires full
recheck periodically
(preferably between
Optimal sprints) to validate the
Improved
Original Solution optimal solution to
Solution
Solution correct problem.
CHECK CHECK CHECK
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48. The highest level of the backlog
in the Product Backlog
Time and release oriented
level of backlog is know as
Release Backlog
Within a release the delivery plan
is known as the Sprint Plan
(or Sprint Backlog)
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49. Visual planning helps to identify the constraints and their impact over
the expected result. The strongest constraint is time, second resources, as
combination Resources Over Time.
Prioritized, ordered flow of features
FEATURE FEATURE FEATURE FEATURE FEATURE ....
R R R R R R R R R
Resource constraint to next release
Reserve Risk of uncertainty and ability to do incremental
change can be achieved by holding some of the
R R R R resources in reserve.
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50. Epics can be used to model value offering to customers which each
require certain Features realized in a set of Solutions.
F F Solution Epic 1
Value Offering Customers
F F Solution Epic 2
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51. V1 V2 V1 Total value: 4
Epic 1
C2 C5 C3 Total High-level road-mapping using Epics
complexity: 10
can be done by identifying simple
Features
value and complexity points to give
them comparability and character.
V2 V3 Total value: 5
Complexity is elaborated into
Epic 2 features at later stages of planning.
C1 C2 C2 Total
complexity: 5
Features
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54. Upholds Scrum Process
Sprints Demos
Scrum Master Retrospective
Daily-standup
Promotes Agile Culture Protects the Team
Team
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55. Seeks to maximize the
product value
Team loren
impsum
loren
impsum
loren
impsum loren
loren impsum
impsum loren
impsum
Continuously analyzes and
Self-organizes the tasks to
improves the working practices
meet Sprint goals
Team Team
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56. Governs constraints of the
project to meet business goals.
Project Master
Aligns priorities of the Coaches collaboration and
organization into the project and ownership of stakeholders
(Product Owner, Business Owner, Scrum Masters,
vice versa. Teams etc)
loren loren
impsum impsum
loren loren
impsum impsum
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58. Software project is a creative process that
takes place in a people-centric system
Quality of collaboration
greatly impacts the quality of result
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59. Putting random people together and
calling it “a team” is a management fallacy
Also, individual ?
competences do not ? Fundamentally,
add up to team teams build them selves.
competence 1:1
As managers, we create the hot-bed
for great teams to emerge.
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60. If you wish to be agile, make sure your team is
motivated by the challenge itself.
Complex
Home of Adaptive
Intrinsic Agile
Predictive Extrinsic
Simple
Adopted from “Drive” by Daniel H. Pink
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61. Self-organizing is an agile principle in which the
team finds the necessary tasks and processes
to reach the goal.
Boundaries (Constraints)
Self-organizing
Goal
Team
However, for self-organizing to be effective, clear
boundaries in a form of constraints are
required to steer the efforts.
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62. Self-organizing
Team
Autonomy Mastery Purpose
Craftsmanship
Adopted from “Drive” by Daniel H. Pink
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63. Why does self-organizing
fail so often?
Unorganized group
of people
Autonomy Mastery Purpose
Individual and collective
Organization culture fails to
purpose for the activity is
cater intrinsic motivation
missing
Responsibility of the team
performance has not been in the team
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64. Prediction of result is derived from team velocity.
It tells us how much the team is producing.
42 38 36 38 38 38
Known velocity is better than expected velocity.
This is why tracking of performance and estimation accuracy are crucial.
Team A 42 ?
Team B 32 ?
Team C 35 ?
And when team composition is changed the velocity changes.
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65. Gradual team-driven commitment to growth provides
successful on-time delivery from the beginning.
22 25 24 25
20
Whereas non-committed goals result in missed deadlines,
failed expectations and bad atmosphere.
28
26
25 24 25
20 22
Funny enough, the team achieves the same result in both
scenarios. It’s just a matter of perspective.
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67. Product Owner
Definition of Workable Definition of Done
Acceptance criteria that a backlog Acceptance criteria that a backlog
item must pass before it can be item must pass before it can be
worked on by the Team. delivered to Product Owner.
Team
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68. Kanban board visualizes the flow of effort towards value.
Todo In Progress Done
Definition Work in Definition of
of Workable Progress Limit Done
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69. Work progress is monitored in a
form of a burn-down chart
Remaining effort
Start of Sprint End of Sprint
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70. Scrum of
Scrums
(2nd level)
Scrum of
Scrums
(1st level)
Daily Scrum
Team Team Team Team Team
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71. Between sprints, team shows demonstration of the product based
on sprint results & performs a retrospective on working methods.
Demo provides a loren loren
feedback loop allowing
impsum impsum
loren loren
impsum impsum
the product to grow
iteratively & incrementally.
Sprint 1 Sprint 2
Retro provides a
feedback loop allowing
Team Team
the team to grow
iteratively & incrementally.
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73. Horizontal scaling refers to
scaling a larger product backlog to
several teams. Product Owner
Product
Product Owner
Product Owner Product Owner
Product
Product Product
Team
Team Team Team Team
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74. Vertical scaling refers to
scaling agile towards higher levels Within clusters individual teams work on a
of product management. Flow of Features
Team
Team
Team
Team cluster A
Epic Epic Epic
Team
Team
Clustering teams Team
allows them to work on a Team cluster B
Flow of Epics
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75. One product = One Product Backlog
One product = Synchronized Cadence
Team
Scrum Master is in the Team
Product Owners are close to Business
Scrum Master
Product Owner(s)
Product Team
Team Backlog
Scrum Master Scrum Master
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78. Product owner is responsible of the product
- and its level of quality.
Product Owner
The expected level of quality is agreed
between the product owner and the team.
Quality principles may be embedded to
Team backlog items in a form of acceptance criteria..
..and by the team in their definition of done.
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79. Bug Bug Bug Bug Collecting an inventory of bugs can be more
time consuming than fixing them - and you
Bug Bug Bug Bug would still have the bugs.
Bug Bug Bug Bug Agile Quality Management principle:
✓ Decide fast per found bug - fix or not
Bug Bug Bug Bug ✓ Decentralize decision making
✓ Involve the team and product owner
Bug Bug Bug Bug and not only tester or developer
✓ Use economic thinking when deciding
Bug Bug Bug Bug - every effort taken is an investment
away from something else
Bug Bug Bug Bug ✓ Not every bug needs to be fixed -
only the necessary ones.
Bug Bug Bug Bug
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80. Found issues Resolved issues Total number of issues
Three critical quality effort
60
trends:
(1) how many issues we find
(2) how many we resolve
45
(3) how many there’s in total in
inventory
30 Three focus areas:
(1) find issues early with declining
trend of new issues
15 (2) resolve issues
(3) keep inventory small and steady
0
Sprint 1 Sprint 2 Sprint 3 Sprint 4
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84. Arto Saari
LinkedIn:
http://fi.linkedin.com/pub/arto-saari/b/b03/546
Blog:
http://improvementstory.net
Twitter:
http://twitter.com/#!/ImprovStory
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