Brief introduction into Agile, Scrum, Lean, Story Point Estimation, Visual Forums and the Scaled Agile Framework for the PMI Wine Country as presented by Pcubed's Bryn Hughes.

1. February 2019
PMI WINE COUNTRY
AGILE OVERVIEW

2. INTRODUCTIONS
2/7/2019 © PCUBED | 2019 2
Name: Bryn Hughes
Title: Senior Principal Consultant
Company: Pcubed
Background:
15 years of expertise of leading IT related programs and projects, whilst managing the business
change required for effective delivery
Experienced advising and delivering across the Technology, Retail, Banking, Government and
Energy sectors
Certifications:
Current: PMP, SAFe SPC, PROSCI, CSM, ITIL, MSP, PRINCE2
Degrees: Masters in Mechanical Systems Engineering, Sheffield University, UK
Bachelors in Mechanical Systems Engineering, Sheffield University, UK

3. PCUBED > WE LEAD OUR FIELD
3
With over 25 years’ experience, providing access to over 1400+
consultants across 30+ locations globally, we are the world’s
largest global program and project management consultancy.
We have become the trusted delivery partner of the most
recognizable brands in Aeronautics, Defense, Automotive,
Transport, Financial Services, and Energy as well as government
organizations, helping them convert their big ideas to reality.
1400+
CO NS ULTA NT S
YE A RS ’ E XP E RI E NCE
25+
L O CAT I O NS W O RLDW I DE
30+
A NNUA L RE V E NUE S
$154M
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4. BACKGROUND
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5. CHALLENGES WITH TRADITIONAL PROJECT APPROACHES IN THE
CURRENT WORLD
5
Reference: https://www.scaledagileframework.com/base-milestones-on-objective-evaluation-of-working-systems/ © 2010-2019 Scaled Agile, Inc.
TimeLearning points
Multiple
design
options
SetBased Adjusted
Too much
to adjust
Single
option
PointBased
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6. Fast feedback
Time
Valuedelivery
DELIVERING VALUE INCREMENTALLY
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7. AGILE
PRACTICES
OVERVIEW
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8. Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
That is, while there is value in the items on the right, we value the items on the left more.
agilemanifesto.org
THE AGILE MANIFESTO
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9. MINIMUM
VIABLE
PRODUCT1
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10. MINIMUM VIABLE PRODUCT (MVP)
• An MVP is a product with just enough features to satisfy early customers, and to
provide feedback for future product development
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When releasing products incrementally…
…how do you choose the first bundle of
features that are both high value
and immediately useful?

11. SCRUM
2
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12. SCRUM OVERVIEW
WORK
BREAKDOWN
EPICS
PREPARED
STORIES
UNPREPARED
STORIES
SUBTASKS
Work packages
KEY
Ceremonies
DAILY
STAND UPS
SPRINT PLANNING DEMO
RETROSPECTIVE
1 - 4 weeks
START END
PRODUCT
BACKLOG REVIEW
Scrum
Master
Product
Owner
Delivery
team
TEAM
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13. SCRUM TEAM ROLES
• Prioritize risk and the backlog
• Make decisions on Product (customer proxy)
• Defines and accepts stories
• Acts as the customer for developer questions
• Change management responsibilities
• Advises and guide on best practices
• Shares learnings across teams and helps team
shape Scrum approach to their environment
• Potential role of the PMO
• Change management responsibilities
• Do the hands on work to deliver the product
• 3 – 9 team members
• Cross functional & Self organizing
• Accountable as a TEAM
• Servant leader – leads by helping
• Resolves issues and removes impediments
• Facilitates the ceremonies and upholds Scrum
practices
• Change management responsibilities
Product Owner
Dev Team
Scrum Master
Agile Coach
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14. WORKING AGREEMENTS
• Contract between
team members
• Develops a
shared sense of
responsibility and
commitment
• Creation must be
done with and by
the entire team
• Updates to
working
agreement must
be agreed by the
whole team
• Core working hours when members are
expected to be online or in the office
• How to communicate vacation or sick days
• When and where regular team meetings take
place
• Who should attend which meetings
• Expected behavior during those meetings
• Expected behavior during the rest of the day
• Which software products are used to track
work and to communicate
• How and when to use those software products
• Who plays which role on the team
• What days the team eats lunch together
Potential content
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15. PLANNING
ESTIMATION3
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16. STORY DEFINITION & EVOLUTION
DEFINITIONS
User story format:
• As a ……
• I …..
• So that…..
STORIES:
SUBTASKS: Technical tasks needing to be finished to
complete a story
Functional tasks that need to be completed
Analysed by team, subtasks and
estimates provided
EPICS: High level themes or large work packages
Prepared:
Unprepared:
Description only
• For example, consider a house renovation project
• Think how to break this down into Epics and Stories
• Stories must be related to the Epic
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17. Time
Useful if you know with a
high degree of accuracy
how long a task will take
STORY POINTS - WAYS OF ESTIMATION
• Story points are relative; they are not connected to any specific unit of measure
• Compare with other stories (an 8-point story should take 4x longer than a 2-
point story)
ComplexityEffort Complexity
Useful if there is a high
degree of unknowns and
an accurate time or effort
cannot be given
Effort
Useful if you know with a
high degree of accuracy
how much effort a task
will take, but it is not time
dependent
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18. APPLY PLANNING POKER FOR FAST, RELATIVE ESTIMATING
• Planning Poker combines expert opinion, analogy, and disaggregation for quick
but reliable estimates
• All team members participate
Mike Cohn, Agile Estimating and Planning, 2005
Each
estimator
gets a deck
of cards
Reads a
job
Estimators
privately
select
cards
Cards are
turned over
Discuss
differences Re-estimate
Steps
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19. ESTIMATION EXAMPLE
1. Use Planning Poker to
relatively estimate the mass
of a set of animals.
2. As a group, identify the
smallest animal and mark it
as 1
3. Estimate the remaining
animals using values 1, 2, 3,
5, 8, 13, 20, 40, 100
Planning Poker
Giraffe
GorillaHyenaElephant
Horse Crocodile
Chicken
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20. KANBAN
4
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21. KANBAN
Principles
Start with what you do now
Respect the current process, roles and
titles
Pursue incremental, evolutionary change
Encourage acts of leadership at all levels
Properties
Visualize the workflow
Limit the work in progress
Manage flow
Make process policies explicit
Improve collaboratively
Backlog In Development In Test DoneValidation
(WIP limit 5) (WIP limit 3) (WIP limit 3)
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22. LEAN
5
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23. LEAN MANUFACTURING –
MAXIMIZE CUSTOMER VALUE, MINIMIZE WASTE
MURI
MURA
MUDA
Non-utilized Talent
Inventory
Waiting
Transportation
Over Production
Defects
Motion
Extra Processing
8 Wastes
“Toyota Production System
is a total Management
System in which the people
are expected to fully utilize
the facilities and machines
to satisfy customer
requirements while working
towards absolute
elimination of waste.”
Taiichi Ohno
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24. VISUAL
FORUM6
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25. VISUAL FORUM
• A Visual Forum is a place for
collaboration which has visual
information on display to encourage
open discussion.
Setting up a visual forum:
• Find a room/wall space which is
visible
• Get permission
• Hide sensitive information if required
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26. POTENTIAL VISUAL FORUM CONTENT
• Kanban
• Vision board
• Performance and delivery metrics
• Sprint goals
• Business model canvas
• Working agreement
Can be used for:
• Daily stand-up,
• Sprint planning
• Demo
• Retrospective
• All ceremonies and other ad-hoc
stakeholder communication activities
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27. SCALED AGILE
FRAMEWORK7
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28. SCALED AGILE FRAMEWORK
https://www.scaledagileframework.com/#
https://www.scaledagileframework.com/#
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29. ROLE
EVOLUTION8
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30. Agile at
Team Level
POTENTIAL SKILLS TRANSFER
Traditional
Agile at
Program Level
Decision maker
Project
Manager
Product
Owner
Product
Manager
FacilitatorPMO Scrum Master
Release Train
Engineer*
Requirements analysis
Business
Analyst
Product
Owner
Product
Manager
ReportingPMO Scrum Master
Release Train
Engineer*
Risk managementPMO All All
*from the Scaled Agile Framework
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31. SKILLS TO DEVELOP
Integrating
traditional and
Agile methods
Facilitating as
servant leaders,
enabling, removing
roadblocks
Fostering and
maintaining the Agile
mind set and
environment
Bridging traditional
and Agile culture and
attitudes
Co-piloting mixed
traditional and Agile
initiatives
Interfacing and
interpreting for
stakeholders
Focus on skills and abilities rather than job or role titles
Re-valuing and
Prioritizing the
backlog
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32. SUMMARY
9
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33. AGILE – WHEN DO YOU USE IT?
Waterfall will apply when the business solution is
known and there is little or no change expected by the project
Unclear project or
product vision
X
X
Waterfall
X
Seeking greater
business involvement
Anticipating
business changes
An Agile
approach
often applies
to an
estimated
90% of
projects
36

34. Demonstrate
Value Often.
Reduce risk and show
that tangible progress
is being made.
Deliver value in every
Increment / Iteration.
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Incremental
Progress.
Align initiatives
together on regular
increments for
Planning, Review and
Retrospective.
Visual Task
Boards.
All tasks visualized on
shared team boards,
either physical or
virtual.
Have a clear definition
of “done”.
Daily Stand-
ups.
Daily quick
coordination meetings.
Get teams synced,
determine
dependencies &
resolve issues.
Regardless of delivery methodology, these tools are impactful when used together
IF YOU ONLY REMEMBER FOUR THINGS…

35. SO ARE WE
DONE?…
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36. NEED TO SUPPORT PEOPLE THROUGH THE CHANGE
36
https://www.youtube.com/watch?v=6O6jbZ_fdrY
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37. ADKAR Elements
Awareness of the need for
change
Desire to participate and
support the change
Knowledge on how to
change
Ability to implement required
skills and behaviors
Reinforcement to sustain
the change
Build the Change
Foundation Manage Change Sustain Change
Pcubed’s 8E Elements
Engage Envision Excite Enable Execute Establish Evaluate Embed
1 2 3
UNDERPINNED BY ROBUST CHANGE MANAGEMENT TO ENABLE SUCCESS
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38. ONLY BY EMBRACING AGILE CAN WE MOVE TO BEING AGILE
41

39. COLLABORATION IS KEY
Change is something you do with people, not to them
“ “The desired future state for the organization can only be
achieved after its people make a personal journey from
their current state to their future state
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40. © PCUBED | 2019

41. LINKS AND READING SUGGESTIONS
• Scaled Agile Framework
• www.scaledagileframework.com
• Pcubed can deliver training courses on SAFe, including certification, if required
• Agile, Scrum, User Stories, Point Estimation etc.
• www.mountaingoatsoftware.com by Mike Cohn, founder of Scrum
• Product Development Flow etc. by Donald Reinersten (see book ref below)
• http://reinertsenassociates.com/videos/
• Reading
• The Phoenix Project, by Gene Kim
• DevOps Journey, by Scott Prugh
• The Lean CEO, by Jacob Stoller
• The Lean Startup, by Eric Reis
• Inside the Tornado, by Geoffrey Moore
• Crossing the Chasm, by Geoffrey Moore
• The Principles of Product Development Flow, by Donald Reinersten