When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
Why Agile is Failing in Large EnterprisesLeadingAgile
Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
Don't waterfall your agile transformation effort. LACE stands for Lean Agile Center for Excellence, it's your uber group of change agents that shepard your Agile transformation. Whether the transformation is an organization decision, or a grass roots movement, you are going to hit a point where LACE is needed to sustain the change. Stickiness! LACE is one of the critical factors for the more successful enterprise transformations.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Intro to Agile Portfolio Governance Presentation Cprime
This webinar will provide guidance on effective ways to conduct Portfolio Management, using our concepts of Agile Governance to simplify and expedite the key decisions. These techniques can applied for Agile, hybrid, and classic plan-driven processes.
Why Agile is Failing in Large EnterprisesLeadingAgile
Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
Don't waterfall your agile transformation effort. LACE stands for Lean Agile Center for Excellence, it's your uber group of change agents that shepard your Agile transformation. Whether the transformation is an organization decision, or a grass roots movement, you are going to hit a point where LACE is needed to sustain the change. Stickiness! LACE is one of the critical factors for the more successful enterprise transformations.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Intro to Agile Portfolio Governance Presentation Cprime
This webinar will provide guidance on effective ways to conduct Portfolio Management, using our concepts of Agile Governance to simplify and expedite the key decisions. These techniques can applied for Agile, hybrid, and classic plan-driven processes.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
What changes are needed to your PMO to allow agile projects to be successful and for your business to get the most out of Lean Thinking. These combined approaches can boost the ROI of your entire business.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It’s about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
The Executives Step-by-Step Guide to Leading a Large-Scale Agile TransformationLeadingAgile
This talk explores a safe, pragmatic, and repeatable formula for leading change in large organizations. The Holy Grail for an executive is to tie dollars spent and activities performed, to internal improvement metrics and ultimately improved business performance. We’ll start by discussing the elements of an agile transformation business case and how to identify a meaningful value proposition for change. Next we’ll consider how to assess the organization and build an agile transformation strategy and roadmap that encourages an iterative and incremental approach to change. Finally we’ll explore the metrics and controls that help you know if you’re on the right track. Throughout the presentation, we’ll explore the change management and engagement techniques necessary to make sure you are building meaningful organizational support as you engage the enterprise. We’ll discuss how to build and execute a change management strategy to keep everyone safe and informed throughout the transformation. We’ll show how to sustain and improve the changes over time, ultimately creating an organizational ecosystem where business agility is part of the fundamental DNA of the company. The goal of this talk is to take the magic out of agile transformation and show you how to systematically and planfully introduce agile into your organization.
System of Delivery: An Intro to Our Governance ModelLeadingAgile
Our governance model and team design may look a little complicated at first glance. However, there's a lot of intentionality within our system of delivery to ensure that you're solving the right problems, at the right time, to maximize throughput and the value delivered to your customers.
In this video, our Chief Methodologist, Dennis Stevens will remove the noise and walk you through our governance model and team design to help you better understand the LeadingAgile system of delivery.
For more information on our approach to Transformation, check out our latest white paper:
www.leadingagile.com/whitepaper
If you're interested in helping other organizations achieve their Agility goals within a system such as this, check out our careers page:
www.leadingagile.com/careers
Lean Agile Center of Excellence LACE – Drink our own ChampagneCA Technologies
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Create and Evolve your Lean Agile Center of Excellence!
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
The Five Immutable Principles of Project DSuccessGlen Alleman
Understanding the Five Immutable Principles of project success will help project managers to deliver on-time and on-budget when managing any project in any domain
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
What changes are needed to your PMO to allow agile projects to be successful and for your business to get the most out of Lean Thinking. These combined approaches can boost the ROI of your entire business.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It’s about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
The Executives Step-by-Step Guide to Leading a Large-Scale Agile TransformationLeadingAgile
This talk explores a safe, pragmatic, and repeatable formula for leading change in large organizations. The Holy Grail for an executive is to tie dollars spent and activities performed, to internal improvement metrics and ultimately improved business performance. We’ll start by discussing the elements of an agile transformation business case and how to identify a meaningful value proposition for change. Next we’ll consider how to assess the organization and build an agile transformation strategy and roadmap that encourages an iterative and incremental approach to change. Finally we’ll explore the metrics and controls that help you know if you’re on the right track. Throughout the presentation, we’ll explore the change management and engagement techniques necessary to make sure you are building meaningful organizational support as you engage the enterprise. We’ll discuss how to build and execute a change management strategy to keep everyone safe and informed throughout the transformation. We’ll show how to sustain and improve the changes over time, ultimately creating an organizational ecosystem where business agility is part of the fundamental DNA of the company. The goal of this talk is to take the magic out of agile transformation and show you how to systematically and planfully introduce agile into your organization.
System of Delivery: An Intro to Our Governance ModelLeadingAgile
Our governance model and team design may look a little complicated at first glance. However, there's a lot of intentionality within our system of delivery to ensure that you're solving the right problems, at the right time, to maximize throughput and the value delivered to your customers.
In this video, our Chief Methodologist, Dennis Stevens will remove the noise and walk you through our governance model and team design to help you better understand the LeadingAgile system of delivery.
For more information on our approach to Transformation, check out our latest white paper:
www.leadingagile.com/whitepaper
If you're interested in helping other organizations achieve their Agility goals within a system such as this, check out our careers page:
www.leadingagile.com/careers
Lean Agile Center of Excellence LACE – Drink our own ChampagneCA Technologies
How to establish a Lean Agile Center of Excellence in your organization, and lead your transformation initiative in an Agile way. Drinking our own champagne as change agents.
Create and Evolve your Lean Agile Center of Excellence!
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
The Five Immutable Principles of Project DSuccessGlen Alleman
Understanding the Five Immutable Principles of project success will help project managers to deliver on-time and on-budget when managing any project in any domain
Discover Jira Align - Realignment to the EnterpriseCprime
Atlassian Jira Align enables organizations to connect and align around common goals and objectives while providing actionable views and metrics to everyone touching the technology product lifecycle. With the ability to support a number of scaling frameworks, Jira Align helps navigate the complexity of large-scale technology initiatives by unifying and synchronizing the work happening across programs and portfolios for a clear executive-level view. At the same time, agile teams can continue to use their preferred tools, like Jira, to move quickly and deliver the best customer outcomes. With Jira Align, program managers, product managers, and release train engineers get the information they need to empower their teams to deliver the right things quickly and respond to market change.
Join us as we highlight critical features of Jira Align.
In this webinar, you'll learn how to:
- Define and track the work of teams as it relates to enterprise strategy
- Provide visibility and alignment across the entire enterprise
- Use the connectivity of work to measure outcomes and drive better value to your customers
From project to portfolio management - how to successfully bridge the gap webinar
Wednesday 22 January 2020
presented by:
Gillian Austin-King
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/from-project-to-portfolio-management-how-to-successfully-bridge-the-gap-webinar/
Tough projects keeping them on course -1- mike mellin 02-18-16Mike Mellin, BSEE/MS
Presentation to the PMI Southern Nevada Chapter February 2016. Keeping projects on course with the fundamentals, leadership, and communication which leads to success.
Agile Project Management explained and examined from several angles. Agile Software Development delivers better results when it is managed in an agile way.
Construction Managemnt
CONSTRUCTION MANAGERS / LEADERS
CONSTRUCTION MANAGEMENT PROCESS GROUPS
PROJECT MANAGEMENT KNOWLEDGE AREAS
PROJECT MANAGEMENT TRIANGLE
Loughridge Transformations' Webinar: The Essential Ladder of ERP ImplementationJennifer Loughridge
Many organisations struggle to achieve an acceptable return on their investment in technology. In addition, those who have been through an ERP implementation often talk of “bearing the scars” of a painful and time-consuming go-live period – which can feel like it lasts an eternity.
What’s the cause? It is largely down to overlooking critical aspects before and during the implementation.
In this webinar, you will learn:
- what are the critical steps in the ladder of implementation
- why a successful implementation is about much more than technology
- how to massively increase the likelihood of an on-time, on-budget delivery
The team at TOPP TI is pleased to bring to you PRESTO Change Management, a one-of-a-kind project management tool built on the know-how of our talented team of consultants, most of whom spent the majority of their careers in business transformation environments
Project Controls Expo, 13th Nov 2013 - "CREATING CONFIDENCE THROUGH PROJECT C...Project Controls Expo
Introduction
• Financial background
– Chartered accountant
– CFO for a number of transport businesses incl. Heathrow Airport
• Involved with Project Controls for 11 years commencing with start of T5 construction
• MD of LogiKal Projects for the last 4.5 years
Capture project objectives, principles, risks, constraints and assumptions while giving each stakeholder an easy-to-use platform to voice concerns in real time. Keep a super-robust audit log of all business interactions along the way building a digital footprint which will offer rich opportunities for your team to look back, reflect on lessons learnt and continuously revisit and remodel your execution strategy.
The team at TOPP TI is pleased to bring to you PRESTO Change Management, a one-of-a-kind project management tool built on the know-how of our talented team of consultants, most of whom spent the majority of their careers in business transformation environments
Similar to Portfolio Management in an Agile World - Rick Austin (20)
Aligning Your DevOps Strategy to Your Agile TransformationLeadingAgile
This is the deck used by our Chief Technology Officer, Matt Van Vleet, at 2021's Agile + DevOps West conference. This deck provides you with a visual to help you understand our Basecamp model, the Transformation Journey, and the DevOps practices you should apply at the different stages of Transformation.
The 10 Steps to Becoming a Great Agile CoachLeadingAgile
Recently, at TriAgile 2020, Mike Cottmeyer presented his talk on how to become a great Agile coach. In it, he goes into the four primary areas that make up a great coach, the hard skills you'll need to develop, and how those apply to particular coaching roles.
You can check out the talk here: https://hubs.ly/H0pGFRH0
So you want to become a great Agile coach?
Join us for the premier of Mike Cottmeyer's remote talk that he delivered at TriAgile 2020 and learn the 10 steps you can take to do exactly that.
Watch as Mike explores the four primary skill areas that make a great coach and the hard skills you'll need to develop, and learn how those translate to specific types of coaching roles.
The Journey to Transformation | Tech Company Case StudyLeadingAgile
Does any of this sound familiar?
Ad hoc delivery within a low trust environment.
Failing technical practices that lead to integration nightmares.
Multiple teams making things up as they go.
Shared common code with no communication amongst teams.
If so, you might want to check out this case study.
Learn how one company was able to leverage Agile to make and meet their commitments and begin expanding into new markets.
First check out the abbreviated version in this deck, then download the real thing here: https://hubs.ly/H0nhQHl0
Markets are changing faster than typical strategic planning cycles can support. Additionally, digital strategies are increasing interdependencies and exacerbating the strain on execution. Strategic planning often falls short because it’s not as fluid as it needs to be.
One thing we must consider is that there are—typically— a lot of assumptions being made about markets as well as the organization’s capacity to execute. Those assumptions often miss the mark when attempting to meet the ever-changing needs and expectations of shareholders and customers. Agile provides the opportunity to create the requisite adaptability to validate and adapt to as we understand our ability to deliver and the realizable value of our strategies.
This talk is targeted at senior managers seeking to understand how to leverage Agile to improve Strategic Execution. This talk will show how to build market sensing into strategic planning, how to design the execution model to provide valuable feedback, and how to prioritize learning to maximize return. The model has been developing over the years and has successfully responded to the assumptions and ambiguity facing firms. The reality is that it’s not that simple, but we have a model that can help.
Learning Outcomes:
• Understand how agile can enable strategy execution in rapidly evolving markets
• Quantify opportunities to accelerate learning to maximize business return
• Determine when and how to prioritize for learning over earning
Product-Driven Organizations: The Evolution of AgileLeadingAgile
Agile has been great. Revolutionary, even. Organizations are producing software faster, creating more cross-functional and collaborative teams than ever before. However, a lot of Agilists are experiencing diminishing returns on their investment to go Agile. Why is that?
The reality is that you've likely tapped the potential of your Agile practices and you've reaped all the benefits of the Agile culture that you've instilled already. The good news is that your journey doesn't have to end here.
The next evolution of Agile is to restructure the business, create a product-driven organization, and build a system of delivery that's conducive to getting more mileage out of your investment in Agile.
Faster Food and a Better Place to Sleep: Exploring Agile in Non-IT DomainsLeadingAgile
Agile methods aren’t just for software anymore. Actually, they haven’t been just for software for quite a while now. That said, the types of companies, and the types of industries, that are exploring team-based, collaborative, iterative, and incremental approaches to do their work is rather breathtaking. Agile is truly going mainstream. The question at hand is can we apply team-based Agile straight out of the box in a non-software context? Can we take our scaled Agile approaches and apply them without modification? Mike Cottmeyer’s experience is that most of the principles and patterns apply, but sometimes the practices and frameworks need modification for a particular context.
Information Radiators and Information VaultsLeadingAgile
Dave Nicolette discusses the tendency for novice teams to feel that maintaining information radiators in their team area represents duplicate effort on top of keeping their project management tool up to date. In reality, the two types of tools have quite different purposes. Let’s clarify the purpose of each and the differences between them.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It’s about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Enterprise Agile Metrics: A GQM ApproachLeadingAgile
Ever feel like you're doing metrics wrong? Well, you probably are! Join us and up your game by learning the GQM approach to Agile metrics.
In Agile, there is a need to collect data to demonstrate progress and show improvement, but where does one even start? Common Agile metrics approaches do well at measuring team velocity and throughput, but can sometimes overlook the requirements of executive sponsors, product management, and other key stakeholders. This problem is often rooted in a lack of understanding about what business goals are driving decision-making throughout the organization and what questions we should be answering with the metrics we collect.
The “Goal-Question-Metric” (GQM) approach is a proven method for driving goal-oriented measures throughout a software organization. With GQM, we start by defining the goals we are trying to achieve, then ask clarifying questions around those goals, and finally answer our questions through objective metrics. By mapping business outcomes and goals to specific measures, we can form a better picture of the Agile environment and clearly demonstrate how we are doing across the span of the enterprise.
During this session, we will explore the GQM approach and show its effectiveness in identifying the key information your enterprise needs to know at the Executive, Portfolio, Program, and Delivery tiers. We will provide sample metric sets for each tier and explain the goals and questions that drove us to them. At the end of this talk, the audience will understand not only how to ask the right questions, but specifically what metrics can be used to answer them.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Avoiding the Pitfalls of Capitalizing Software in an Agile WorldLeadingAgile
With the increased speed that CIOs and CTOs are moving their teams into agile environments, their financial brethren are running to catch up. Having been grounded in the days of waterfall methodologies, the financial side of the house is dealing with great uncertainty on how to account for software development costs. Questions include: Are all development costs now expensed because of the continual planning, developing and pivoting of software projects that occurs within agile? If development costs can be capitalized, what is the appropriate way to track these costs – through hours or something new altogether like story points?
We will explore how the historic accounting guidance that was developed specifically through the lens of waterfall methodologies remains applicable within agile methodologies. We will look at the alternative ways to amortize these capitalized development costs and evaluate the pros and cons of doing so. In addition to the financial reporting aspects of this presentation, we will also explore the benefits gained by moving from project-based funding to overall product–based funding and what key requirements must be in place to have that successful.
The goal of this presentation is to increase awareness among the audience that while making the decision to become agile is a business decision, this decision cannot be done in isolation. The business will eventually need the approval by their finance colleagues and if these financially grounded colleagues are not educated on the financial and accounting implications of moving to agile methodologies they may block such a move based on their misunderstandings alone. Getting everyone on the same page is a key success factor when moving to agile.
Faster Food and a Better Place to Sleep: Applying Agile Outside of SoftwareLeadingAgile
Agile methods aren’t just for software anymore. Actually they haven’t been just for software for quite a while now. That said, the types of companies, and the types of industries, that are exploring team-based, collaborative, iterative and incremental approaches to do their work is rather breath-taking. Agile is truly going mainstream. The question at hand is can we apply team-based agile straight out of the box in a non-software context? Can we take our scaled agile approaches and apply them without modification? Mike Cottmeyer will talk about his specific experiences with two companies, in different industries, both trying to use agile to solve their problems.
Agile Analytics: A GQM Approach to Enterprise MetricsLeadingAgile
When undertaking an Agile transformation, there is a need to collect data to demonstrate progress and show improvement, but where does one even start? Common Agile metrics approaches do well at measuring team velocity and throughput, but can sometimes overlook the requirements of executive sponsors, product management, and other key stakeholders. This problem is often rooted in a lack of understanding about what business goals are driving decision making throughout the organization and what questions we should be answering with the metrics we collect.
The “Goal-Question-Metric” (GQM) approach is a proven method for driving goal-oriented measures throughout a software organization. With GQM, we start by defining the goals we are trying to achieve, then clarifying the questions we are trying to answer with the data we collect. By mapping business outcomes and goals to data-driven metrics, we can form a holistic picture of the Agile environment and clearly articulate how we are doing across the span of the enterprise.
During this session, we will explore the GQM approach and show its effectiveness in identifying the key information your enterprise needs to know at the Executive, Portfolio, Program, and Delivery tiers. We will provide example metric sets for each tier and explain the goals and questions that drove us to them. At the end of this talk, the audience will understand not only how to ask the right questions, but specifically what metrics can be used to answer them.
Gaining agility is different than "doing agile", particularly at scale. This session will start with how agility makes a difference for the business and for the teams adopting it. We will look at the business structures that are needed for agility to thrive, how teams are organized and the new measures that will redefine success. With agility, one size does not fit all, but there are proven solutions, and this session will look at success stories as well as the dead-ends every organization wants to avoid.
Why agile is failing in large enterprisesLeadingAgile
Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
Check out Mike giving this talk live https://www.leadingagile.com/why-agile-fails
Agile Product Management: Getting from Backlog to ValueLeadingAgile
What does it take to create a backlog, build software, release features, and finally deliver value to your customers? From estimation to prioritization, to understanding an end-state vision of an organization, this deck helps you understand the value you're delivering to your users. Learn more about the principles of Agile Product Management in this slide deck from LeadingAgile, Senior Vice President and Executive Consultant, Adam Asch.
Project Management to Enterprise Agile Product DeliveryLeadingAgile
This deck explores how Project Managers, Program Managers and Portfolio Managers fit into an Enterprise Agile setting. The slide deck was used during a presentation by VP & Principal Consultant, Greg King at a meetup with the Atlanta Scrum Users Group.
Product Owner Team: Leading Agile Program Management from Agile2015 by Dean S...LeadingAgile
This deck was used at the Agile Alliance Conference of the year Agile2015 in Washington, DC. The content was presented to a group of around 200 attendees by Enterprise Transformation Consultant, Dean Stevens.
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2. 2
RICK AUSTIN
ABOUT ME …
Experience applying agile to
small teams, large
distributed teams, & change
management
Agile Project Management
Volunteer and Leader
Expert in Financial Services
Industry
Georgia State Grad
Agile Transition
Director, Program
Manager
Applications Development
Manager
Director of DevelopmentInformation Technology
Director
rick@leadingagile.com
678.743.1616
www.leadingagile.com
twitter.com/rickaustin
facebook.com/leadingagile
linkedin.com/in/rickdaustin
3. 3
• Using portfolio management so we focus on the most valuable things
• Balancing capacity against demand
• How be adaptive and support continuous improvement
• How to support corporate governance (security, audit etc.)
WHAT ARE WE EXPLORING
4. 4
PMI’S DEFINITION
Portfolio management ensures that an organization can leverage its project selection and
execution success. It refers to the centralized management of one or more project
portfolios to achieve strategic objectives. Our research has shown that portfolio
management is a way to bridge the gap between strategy and implementation.
DEFINE PORTFOLIO MANAGEMENT
5. 5
PMI’S DEFINITION
Portfolio management ensures that an organization can leverage its project selection and
execution success. It refers to the centralized management of one or more project
portfolios to achieve strategic objectives. Our research has shown that portfolio
management is a way to bridge the gap between strategy and implementation.
INVESTOPEDIA’S DEFINITION
Portfolio management is the art and science of making decisions about investment mix
and policy, matching investments to objectives, asset allocation for individuals and
institutions, and balancing risk against performance.
DEFINE PORTFOLIO MANAGEMENT
7. 7
• Defines capabilities
to build
• Small enough for the
team to develop in a
few days
• Everything and
everyone necessary
to deliver
• Meets acceptance
criteria
• No known defects
• No technical debt
WHAT DO I MEAN?
BACKLOGS TEAMS WORKING TESTED
SOFTWARE
8. 8
• People have clarity
around what to build
• People understand
how it maps to the
big picture
• Teams can be held
accountable for
delivery
• No indeterminate
work piling up at the
end of the project
WHY ARE THEY IMPORTANT?
CLARITY ACCOUNTABILITY MEASURABLE
PROGRESS
9. 9
• Governance is the
way we make
economic tradeoffs in
the face of
constraints
• They way we form
teams and foster
collaboration at all
levels of the
organization
• What do we measure,
how do we baseline
performance and
show improvement?
HOW DOES IT SCALE?
GOVERNANCE STRUCTURE METRICS
19. 19
Backlog Size
Velocity
Burndown
Escaped Defects
Commit %
Acceptance % Ratio
Scope Change
PROGRAM
TEAMS
PORTFOLIO
TEAMS
DELIVERY
TEAMS
Scr um
Kanban
Kanban
Cycle Time
Features Blocked
Rework/Defects
Takt Time/ Cycle Time
Time/Cost/Scope/Value
ROI/Capitalization
21. 21
GOVERNANCE
Governance is the method for planning, coordinating and tracking requirements. Agile
requirements are progressively elaborated from Epics, to Features and finally Stories.
A measurable goal
intended to deliver on
the intent of an
Initiative. Epics are
defined and validated
by Core Product Teams.
A new or improved
capability of the system.
Features deliver a package
of functionality that end
users would generally
expect to get all at once.
Stories are small outcomes
designed, built, tested, and
delivered in 3-5 days.
Stories are elaborated
collaboratively between
Delivery and Program
Teams.
EPIC FEATURE
USER
STORY
22. 22
PORTFOLIO MANAGEMENT
DEMAND
MANAGEMENT
DETAILED
PLANNING
EXECUTION
GOVERNANCE
STRATEGIC
ALIGNMENT
• Maximize Strategic
Alignment
• Increase
Transparency
• Organizational
focus on delivering
the most valuable
work
• Increase
predictability
• Reduce Time to ROI
• Identify and plan for
dependencies
• Balance capacity
and demand
• Reduce rework
• Improve quality
• Agree to minimal
capabilities needed
to deliver value
• Ensure credible
release planning
• Assess and guide
the progress of
value delivery
• Minimize delivery
risks
• Continually make
continue, pivot, kill,
ship decisions
MEASURE
EFFECTIVENESS
• Revisit business
case
• Validate fitness
function for
capability
23. 23
GOVERNANCE
PORTFOLIO
WORK INTAKE
SOLUTION
DEFINITION COMPLETED
PORTFOLIO
TEAM
PROGRAM
TEAM
DELIVERY
TEAM
EPIC DEFINITION
(DEPENDENCIES, SIZING & RISKS)
DEMAND PLANNING &
RELEASE ROADMAP
MEASURABLE
PROGRESS
Feature | Kanban
Story | Scrum
Epic | Kanban
RELEASE
TARGETING
IN
PROGRESS
EPIC
VALIDATION
PROGRAM
WORK INTAKE
SOLUTION
DESIGN COMPLETED
RELEASE
PLANNING
IN
PROGRESS
FEATURE
VALIDATION
FEATURE
READY
MAKE
READY
STORY
READY
STORY
ACCEPTED
IN
PROGRESS
STORY
DONE
DETAILED PLANNING
(CLARITY & VIABILITY)
EXECUTION &
ACCOUNTABILITY
PORTFOLIO
PLANNING
RELEASE PLAN
& DEFINE
OPERATEEXECUTE
25. 25
PORTFOLIO PLANNING
Deliverables associated with each Planning level – Strategy to the Scrum teams
DELIVERABLESDESCRIPTION
• Strategy Statement
• Strategic Initiative
budget allocation
• Portfolio Roadmap
• Portfolio budget
allocation
• Portfolio Priorities
Portfolio Planning: 6-12 month
horizon, based on the Strategic
Initiative budget allocation and the
priority of the Programs
Release Planning: 2-6 month
horizon, Sequencing delivery of
Epics, Features, Stories based on
business priority
Sprint (Iteration) Planning: 1-4
sprint horizon, Delivery team
commitments for Stories in the
next Iteration
Strategic Planning: 12-24 month
horizon, Strategy Council provides
Strategic Roadmap derived from Group
long term and short term strategy
Task Planning: One sprint horizon,
Delivery team delineates stories into
tasks, and assigns tasks to team members
• Epic Priorities,
• Epic and Feature
Sequencing
• Delivery Team
assignment
• Task Definition
• Delivery Team member
commitment
STRATEGY
PORTFOLIO
PROGRAM
RELEASE
ITERATION
TASK
Program Roadmap: 2-6 month
horizon, based on the Platform
and Product budget allocation and
the business priorities
• Story Sequencing
• Delivery Team
commitment
• Program Roadmap
• Product budget
allocation
• Product Priorities
26. 26
PORTFOLIO MANAGEMENT
EPIC BRIEF: Supports the
definition and flow of epics from new
concept until they are delivered or
killed.
PORTFOLIO PLANNING
SHEET: Decisioning tool that helps
determine prioritization of the release
backlog.
EPIC ROADMAP: Roadmap of
epics into the future.
PORTFOLIO DASHBOARD:
Indicator of health of epics, risks, and
dependency impacts.
RELEASE PLANS: Credible plan
to meet release objectives.
27. 27
PORTFOLIO MANAGEMENT
DEMAND
MANAGEMENT
DETAILED
PLANNING
EXECUTION
GOVERNANCE
STRATEGIC
ALIGNMENT
• Maximize Strategic
Alignment
• Increase
Transparency
• Organizational
focus on delivering
the most valuable
work
• Increase
predictability
• Reduce Time to ROI
• Identify and plan for
dependencies
• Balance capacity
and demand
• Reduce rework
• Improve quality
• Agree to minimal
capabilities needed
to deliver value
• Ensure credible
release planning
• Assess and guide
the progress of
value delivery
• Minimize delivery
risks
• Continually make
continue, pivot, kill,
ship decisions
MEASURE
EFFECTIVENESS
• Revisit business
case
• Validate fitness
function for
capability
PORTFOLIO
WORK INTAKE
SOLUTION
DEFINITION
EPIC VALIDATION
RELEASE
TARGETING
IN
PROGRESS
28. 28
STRATEGIC ALIGNMENT
PURPOSE
ACTIVITIES
OUTPUT
• Align Epics to strategy
• Intake all Epics, validate alignment to Strategic Objectives
• Ensure alignment to Business Architecture
• Defer Epics that are clearly not aligned to strategy
• Epic Brief initiated
• Strategically aligned Epics in Portfolio Backlog
29. 29
EPIC BRIEF
Epic Owner completes the
Vision section
Epic Owner and Product
Owner team start the
Constraints section
Begin the Opportunity /
Business Case
DESCRIPTION
VISION
CONSTRAINTS
PLANNING
• Name
• Epic Owner/ Product
Manager
• Investment Theme (and
Capability if known)
• Value Statement
• Features/Benefits
• Dependencies
• Risks
• Assumptions
• Opportunity Case
30. 30
PORTFOLIO MANAGEMENT
DEMAND
MANAGEMENT
DETAILED
PLANNING
EXECUTION
GOVERNANCE
STRATEGIC
ALIGNMENT
• Maximize Strategic
Alignment
• Increase
Transparency
• Organizational
focus on delivering
the most valuable
work
• Increase
predictability
• Reduce Time to ROI
• Identify and plan for
dependencies
• Balance capacity
and demand
• Reduce rework
• Improve quality
• Agree to minimal
capabilities needed
to deliver value
• Ensure credible
release planning
• Assess and guide
the progress of
value delivery
• Minimize delivery
risks
• Continually make
continue, pivot, kill,
ship decisions
MEASURE
EFFECTIVENESS
• Revisit business
case
• Validate fitness
function for
capability
PORTFOLIO
WORK INTAKE
SOLUTION
DEFINITION
EPIC VALIDATION
RELEASE
TARGETING
IN
PROGRESS
31. 31
SOLUTION DEFINITION
PURPOSE
ACTIVITIES
OUTPUT
• Validate business intent and epic viability
• (Aka Discovery)
• Validate Epic Brief Vision and Constraints
• Identify work to address risks and dependencies
• Technical Impact Assessment
• Epic Brief Vision and Constrains sections
• Program Backlog: Features, Architectural and Risk cards
• Update WSJF
32. 32
EPIC BRIEF
Epic Owner completes
the Vision section
Epic Owner and
Product Owner team
complete the
Constraints section
Prepare the brief
Opportunity/Business
Case
DESCRIPTION
VISION
CONSTRAINTS
PLANNING
• Name
• Epic Owner/ Product
Manager
• Investment Theme (and
Capability if known)
• Value Statement
• Features/Benefits
• Personas
• Dependencies
• Risks
• Assumptions
• Opportunity Case
• Roadmap
33. 33
PORTFOLIO MANAGEMENT
DEMAND
MANAGEMENT
DETAILED
PLANNING
EXECUTION
GOVERNANCE
STRATEGIC
ALIGNMENT
• Maximize Strategic
Alignment
• Increase
Transparency
• Organizational
focus on delivering
the most valuable
work
• Increase
predictability
• Reduce Time to ROI
• Identify and plan for
dependencies
• Balance capacity
and demand
• Reduce rework
• Improve quality
• Agree to minimal
capabilities needed
to deliver value
• Ensure credible
release planning
• Assess and guide
the progress of
value delivery
• Minimize delivery
risks
• Continually make
continue, pivot, kill,
ship decisions
MEASURE
EFFECTIVENESS
• Revisit business
case
• Validate fitness
function for
capability
PORTFOLIO
WORK INTAKE
SOLUTION
DEFINITION
EPIC VALIDATION
RELEASE
TARGETING
IN
PROGRESS
34. 34
RELEASE TARGETING
PURPOSE
ACTIVITIES
OUTPUT
• Identify and plan for dependencies
• Balance capacity and demand
• Ensure credible release planning
• Estimate Features
• Determine Capacity
• Plan Epics, Risks and Dependencies (Look ahead planning)
• Communicate release objectives and guard rails
• Epic Roadmap revised with risks and dependencies
• Release Plans
• Portfolio Plans updated
• Portfolio Risk Dashboard updated
35. 35
EPIC BRIEF
Summarize results
in the Planning
section of the Epic
Brief as a check
point to ensure
sufficient planning
is done
DESCRIPTION
VISION
CONSTRAINTS
PLANNING
• Name
• Epic Owner/ Product
Manager
• Investment Theme (and
Capability if known)
• Value Statement
• Features/Benefits
• Personas
• Dependencies
• Risks
• Assumptions
• Opportunity Case
36. 36
PORTFOLIO MANAGEMENT
DEMAND
MANAGEMENT
DETAILED
PLANNING
EXECUTION
GOVERNANCE
STRATEGIC
ALIGNMENT
• Maximize Strategic
Alignment
• Increase
Transparency
• Organizational
focus on delivering
the most valuable
work
• Increase
predictability
• Reduce Time to ROI
• Identify and plan for
dependencies
• Balance capacity
and demand
• Reduce rework
• Improve quality
• Agree to minimal
capabilities needed
to deliver value
• Ensure credible
release planning
• Assess and guide
the progress of
value delivery
• Minimize delivery
risks
• Continually make
continue, pivot, kill,
ship decisions
MEASURE
EFFECTIVENESS
• Revisit business
case
• Validate fitness
function for
capability
PORTFOLIO
WORK INTAKE
SOLUTION
DEFINITION
EPIC VALIDATION
RELEASE
TARGETING
IN
PROGRESS
37. 37
IN PROGRESS
PURPOSE
ACTIVITIES
OUTPUT
• Assess and guide the progress of value delivery
• Review Epic Health and Portfolio Dashboard
• Monitor & communicate Release Health to Stakeholders
• Continue, Change or Stop Decisions
• Epic Dashboard
• Portfolio Dashboard
• Portfolio Kanban Board
38. P R I O R I T I Z A T I O N
T E C H N I Q U E S
39. 39
MUST HAVE – Minimum subset of requirements that must be delivered
SHOULD HAVE – Important but not needed to have a viable solution
COULD HAVE – Desired but less important
WON’T HAVE – Things we have agreed to not deliver
MOSCOW PRIORITIZATION
40. 40
“If you only measure one thing, measure cost of delay”
- D. Reinertsen, The Principles of Product Development Flow
COST OF DELAY:
The revenue that could be earned each month a project is in the market
COST OF DELAY
41. 41
3 Features of a certain value with a CD3 calculation (value / duration)
Total amount of value across three features is $19,000
COMPARE FEATURES
FEATURE DURATION VALUE CD3
A 3 weeks $3000 1
B 4 weeks $7000 1.75
C 6 weeks $9000 1.5
42. 42
No Priority – Total Cost of Delay: $247k
Shortest Job First – Total Cost of Delay: $175k
Do The Most Valuable First - Total Cost of Delay: $187k
DO BASED ON CD3 – TOTAL COST OF DELAY: $157K
PRIORITY IMPACT ON
C O S T O F D E L A Y
45. 45
“CAPACITY” CAN BE EXPRESSED AS
“TEAM MONTHS”
“TEAM SPRINTS” “There are 6.5 “Team Sprints” for Team X
remaining for FY17”
(e.g. 13 weeks / 2 weeks per sprint)
“TEAM RELEASES” “There are 2.25 “Team Releases” for Team X
remaining for FY17”
(e.g. 13 weeks / 3 Sprints per Release)
STORY POINTS
“There are 150 Story Points available for
the remainder of the year …”
(e.g. Average velocity of 25 SPs x 6.5 Sprints remaining)
“Only 25% of the “Team Months” for Team X
remain for FY17”
(e.g. 3 months remaining of 12 months this year)
46. 46
ALL WHICH DERIVE THEIR USE
FROM STABLE VELOCITY!
DELIVERY TEAM
…Meaningless without Stable Velocity.
“TEAM MONTHS”
“TEAM SPRINTS” “There are 6.5 “Team Sprints”
for Team X remaining for FY17”
(e.g. 13 weeks / 2 weeks per sprint)
“TEAM RELEASES” “There are 2.25 “Team Releases”
for Team X remaining for FY17”
(e.g. 13 weeks / 3 Sprints per Release)
STORY POINTS “There are 150 Story Points
available for the remainder of the
year …”
(e.g. Average velocity of 25 SPs x 6.5 Sprints
remaining)
“Only 25% of the “Team Months”
for Team X remain for FY17”
(e.g. 3 months remaining of 12 months this year)
47. 47
1
2
3
4
5
CAPACITY IS INVESTED
T O O B T A I N O U T C O M E S
10 MONTHS
20% ~ 10 TEAM MONTHS
35% ~ 17.5
TEAM
MONTHS
20% ~ 10
TEAM
MONTHS
25% ~ 12.5
TEAM
MONTHS
Early on you can
“roadmap” out what
you’re willing to
invest capacity for
across investment
themes …
35%
25%
2O%
2O%
INVESTMENT THEMES
Program Capacity Over Next 10 Months = 50 Team Months
49. 49
Rolling Wave Planning, used in Agile processes, embraces the Lean ideal of making decisions
at the last responsible moment, when the most possible information is available. This
maximizes flexibility and planning accuracy.
AGILE USES ROLLING WAVE PLANNING
50. 50
ROLLING 12-18 MONTHS
EPIC
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
ROADMAP
EPIC
ROADMAP
EPIC
ROADMAP
EPIC
ROADMAP
EPIC
This is …
• A Rolling Plan for 12-18 months ahead
• A Hypothesis for how to meet the goals
• Not what you will do to meet those goals
EPIC
ROADMAP
EPIC
ROADMAP
EPIC
ROADMAP
EPIC
ROADMAP
EPIC
ROADMAP
EPIC
EPIC
EPIC
EPIC
51. 51
MUST
HAVE
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
SHOULD
HAVE
COULD
HAVE
WISH TO
HAVE
WISH TO
HAVE
MUST
HAVE
SHOULD
HAVE
COULD
HAVE
WISH TO
HAVE
WISH TO
HAVE
WISH TO
HAVE
MUST
HAVE
MUST
HAVE
MUST
HAVE
APPLYING MOSCOW TO EPICS
52. 52
MUST HAVE
FEATURES
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
MUST HAVE
EPIC
COULD
HAVE
EPIC
SHOULD
HAVE
EPICS
COULD
HAVE
EPIC
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
FEATURES
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
EPIC
WISH TO
HAVE
WISH TO
HAVE
WISH TO
HAVE
SHOULD
HAVE
EPICS
You Know A Great Deal Here
WON’T
HAVE
FEATURES
WON’T
HAVE
FEATURES
WHAT DO WE “KNOW”?
53. 53
Do you commit to the could have?
WHAT DO WE COMMIT TO?
MUST HAVE
FEATURES
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
MUST HAVE
EPIC
COULD
HAVE
EPIC
SHOULD
HAVE
EPICS
COULD
HAVE
EPIC
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
FEATURES
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
EPIC
WISH TO
HAVE
WISH TO
HAVE
WISH TO
HAVE
SHOULD
HAVE
EPICS
WON’T
HAVE
FEATURES
WON’T
HAVE
FEATURES
54. 54
Do you commit to the could have?
WHAT DO WE COMMIT TO?
NO
MUST HAVE
FEATURES
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
MUST HAVE
EPIC
COULD
HAVE
EPIC
SHOULD
HAVE
EPICS
COULD
HAVE
EPIC
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
FEATURES
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
EPIC
WISH TO
HAVE
WISH TO
HAVE
WISH TO
HAVE
SHOULD
HAVE
EPICS
WON’T
HAVE
FEATURES
WON’T
HAVE
FEATURES
55. 55
Do you commit to the wish to have?
WHAT DO WE COMMIT TO?
MUST HAVE
FEATURES
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
MUST HAVE
EPIC
COULD
HAVE
EPIC
SHOULD
HAVE
EPICS
COULD
HAVE
EPIC
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
FEATURES
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
EPIC
WISH TO
HAVE
WISH TO
HAVE
WISH TO
HAVE
SHOULD
HAVE
EPICS
WON’T
HAVE
FEATURES
WON’T
HAVE
FEATURES
56. 56
Do you commit to the wish to have?
WHAT DO WE COMMIT TO?
NO
MUST HAVE
FEATURES
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
MUST HAVE
EPIC
COULD
HAVE
EPIC
SHOULD
HAVE
EPICS
COULD
HAVE
EPIC
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
FEATURES
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
EPIC
WISH TO
HAVE
WISH TO
HAVE
WISH TO
HAVE
SHOULD
HAVE
EPICS
WON’T
HAVE
FEATURES
WON’T
HAVE
FEATURES
57. 57
Do you commit to the could have?
WHAT DO WE COMMIT TO?
MUST HAVE
FEATURES
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
MUST HAVE
EPIC
COULD
HAVE
EPIC
SHOULD
HAVE
EPICS
COULD
HAVE
EPIC
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
FEATURES
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
EPIC
WISH TO
HAVE
WISH TO
HAVE
WISH TO
HAVE
SHOULD
HAVE
EPICS
WON’T
HAVE
FEATURES
WON’T
HAVE
FEATURES
58. 58
Do you commit to the could have?
WHAT DO WE COMMIT TO?
NO
MUST HAVE
FEATURES
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
MUST HAVE
EPIC
COULD
HAVE
EPIC
SHOULD
HAVE
EPICS
COULD
HAVE
EPIC
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
FEATURES
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
EPIC
WISH TO
HAVE
WISH TO
HAVE
WISH TO
HAVE
SHOULD
HAVE
EPICS
WON’T
HAVE
FEATURES
WON’T
HAVE
FEATURES
59. 59
Do you commit to should and must?
WHAT DO WE COMMIT TO?
MUST HAVE
FEATURES
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
MUST HAVE
EPIC
COULD
HAVE
EPIC
SHOULD
HAVE
EPICS
COULD
HAVE
EPIC
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
FEATURES
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
EPIC
WISH TO
HAVE
WISH TO
HAVE
WISH TO
HAVE
SHOULD
HAVE
EPICS
WON’T
HAVE
FEATURES
WON’T
HAVE
FEATURES
60. 60
Do you commit to should and must?
WHAT DO WE COMMIT TO?
YES
MUST HAVE
FEATURES
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
MUST HAVE
EPIC
COULD
HAVE
EPIC
SHOULD
HAVE
EPICS
COULD
HAVE
EPIC
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
FEATURES
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
EPIC
WISH TO
HAVE
WISH TO
HAVE
WISH TO
HAVE
SHOULD
HAVE
EPICS
WON’T
HAVE
FEATURES
WON’T
HAVE
FEATURES
61. 61
Realign to reflect the most likely outcome.
THIS IS A “RELIABLE” COMMITMENT
MUST HAVE
FEATURES
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
MUST HAVE
EPIC
SHOULD
HAVE
EPICS
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
FEATURES
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
EPIC
SHOULD
HAVE
EPICS
WON’T
HAVE
FEATURES
WON’T
HAVE
FEATURES
62. 62
IF WE FINISH EARLY?
MUST HAVE
FEATURES
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
MUST HAVE
EPIC
SHOULD
HAVE
EPICS
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
FEATURES
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
EPIC
SHOULD
HAVE
EPICS
WON’T
HAVE
FEATURES
WON’T
HAVE
FEATURES
63. 63
FINISH THE ROADMAP
MUST HAVE
FEATURES
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
MUST HAVE
EPIC
COULD
HAVE
EPIC
SHOULD
HAVE
EPICS
COULD
HAVE
EPIC
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
FEATURES
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
EPIC
WISH TO
HAVE
WISH TO
HAVE
WISH TO
HAVE
SHOULD
HAVE
EPICS
WON’T
HAVE
FEATURES
WON’T
HAVE
FEATURES
64. 64
ADD NEW & REPRIORITIZE
MUST HAVE
FEATURES
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
MUST HAVE
EPIC
COULD
HAVE
EPIC
SHOULD
HAVE
EPICS
COULD
HAVE
EPIC
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
FEATURES
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
EPIC
WISH TO
HAVE
WISH TO
HAVE
WISH TO
HAVE
SHOULD
HAVE
EPICS
WON’T
HAVE
FEATURES
WON’T
HAVE
FEATURES
MUST HAVE
EPIC
MUST HAVE
EPIC
65. 65
THAT’S BETTER…
MUST HAVE
FEATURES
Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
MUST HAVE
EPIC
COULD
HAVE
EPIC
SHOULD
HAVE
EPICS
COULD
HAVE
EPIC
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
FEATURES
SHOULD
HAVE
FEATURES
COULD
HAVE
FEATURES
MUST HAVE
EPIC
WISH TO
HAVE
WISH TO
HAVE
WISH TO
HAVE
SHOULD
HAVE
EPICS
WON’T
HAVE
FEATURES
WON’T
HAVE
FEATURES
MUST HAVE
EPIC
MUST HAVE
EPIC
67. 67
GOVERNANCE
PORTFOLIO
WORK INTAKE
SOLUTION
DEFINITION COMPLETED
PORTFOLIO
TEAM
PROGRAM
TEAM
DELIVERY
TEAM
EPIC DEFINITION
(DEPENDENCIES, SIZING & RISKS)
DEMAND PLANNING &
RELEASE ROADMAP
MEASURABLE
PROGRESS
Feature | Kanban
Story | Scrum
Epic | Kanban
RELEASE
TARGETING
IN
PROGRESS
EPIC
VALIDATION
PROGRAM
WORK INTAKE
SOLUTION
DESIGN COMPLETED
RELEASE
PLANNING
IN
PROGRESS
FEATURE
VALIDATION
FEATURE
READY
MAKE
READY
STORY
READY
STORY
ACCEPTED
IN
PROGRESS
STORY
DONE
DETAILED PLANNING
(CLARITY & VIABILITY)
EXECUTION &
ACCOUNTABILITY
PORTFOLIO
PLANNING
RELEASE PLAN
& DEFINE
OPERATEEXECUTE
68. 68
PURPOSE
• Intake process for
Initiatives to be
considered
• Define Epics for
Initiatives
• Validate business intent
& epic viability
• Ensure credible release
planning
• Identify & plan for
dependencies
• Balance capacity & demand
• Assess and guide the
progress of value
delivery
• Validate solution
• Customer / Vendor
UAT
• Validate
Outcomes
ACTIVITIES • Epic Brief initiated
• Validate Epic &
Constraints
• Identify work to address
risks and dependencies
• Product Discovery and
Product Validation
• Communicate release
objectives (MVP)
• Sufficient release planning
is captured in planning
toolset
• Determine Capacity
• Plan Risks & Dependencies
• Review Epic Health &
Portfolio Dashboard
• Monitor &
communicate Release
Health to
Stakeholders
• Continue, Change or
Stop Decisions
• Determine if
capabilities provide
expected solution
• Product Discovery and
Product Validation
• User acceptance testing
• Work with vendors or
customers for final
solution validation
• Measure
Outcomes
OUTPUTS • Epic Brief Draft
• Product Discovery and
Product Validation
validated with customers
• Epic Brief
• Cost Estimate
• Updated Business Plan –
Cost Case
• Financial Evaluation
• Technology Impact
Assessment
• Portfolio Roadmap
Updated
• Portfolio Roadmap
• Signoff - Initiative/Epic
• Portfolio Planning Sheet
• Release Plan
• Updated Risk Assessment
• Release Planning Signoff –
Initiative/Epic
• Epic Definition of Ready
Validated
• Epic Dashboard
• Portfolio Dashboard
• Product Discovery and
Product Validation –
Revalidated with
customers
• Epic Brief updated as
completed
• Operation Signoff –
Program/Epic
• UAT Approval
• Release Review
• Epic Definition of Done
validated
• Execute Signoff - Epic
• Retrospective
Analysis
RACI
(TEAM)
• R – Portfolio Team
• Program Team
• A - Portfolio Team
• C – Product
Management
• I – Delivery Team
• R – Portfolio Team
• Program Team
• A - Portfolio Team
• C – Product Management
• I – Delivery Team
• R – Portfolio Team
• Program Team
• A - Portfolio Team
• C – Product Management
• I – Delivery Team
• R – Portfolio Team
• Program Team
• A - Portfolio Team
• C – Product
Management
• I – Delivery Team
• R – Portfolio Team
• Program Team
• A - Portfolio Team
• C – Product
Management
• I – Delivery Team
• R – Portfolio
Team
• Program Team
• A - Portfolio
Team
• C – Product
Management
• I – Delivery
Team
PORTFOLIO
WORK INTAKE
SOLUTION
DEFINITION
COMPLETEDRELEASE
TARGETING
IN
PROGRESS
EPIC
VALIDATION
Portfolio Tier
69. 69
PURPOSE
• Intake process
for epics to be
considered
• High level solution
design
• Validate solution
viability
• Elaborate stories
from features
• Identify risks &
dependencies
• Features are ready
for development
• Credible plan exists
• MMF identified
• Assess and guide the
progress of value
delivery
• All features and
stories are done for
the epic
• Features in
production
ACTIVITIES
• Creation of
initial epic for
Investment
Decision by the
Portfolio Team
• Technology
Assessment
• Identify solution
options
• Identify work to
address risks and
dependencies
• Story mapping
• Estimate Features
and Stories
• Plan Risks &
Dependencies
• Define Test Plans
• Validate MMF for
initiative
• Make release
commitment
• Estimate Features
• Estimate Stories
• Review Epic Health
& Portfolio
Dashboard
• Monitor &
communicate
Release Health to
Stakeholders
• Continue, Change or
Stop Decisions
• Deployment to QA
environments
• Acceptance testing by
IVT
• Socialization of
capabilities
• Final defect
remediation
• NFR Validation
• Operational
handoff
• Warranty support
• Update portfolio
metrics
OUTPUTS
• Feature
Definition
initiated
• OOM Estimates
(if available)
• Program Backlog:
Features Definition
• Architecture Impact
Assessment
• Risk and
Dependency
Assessment
• Test Strategy
Defined
• Feature Estimates
• UX Design
• High Level Design
• Initial Release Plan
• Updated risk and
dependency lists
• Spikes identified
• Stories Named
• System Test Plan
• Integration Test
Plan
• Regression Test Plan
• Solution Design
Package
• Feature backlog
• items prioritized
• Feature backlog
• items sequenced
across teams
• Spikes planned
• Release Defined
• UAT Plan Defined
• Feature Definition
of Ready Validated
• Feature Dashboard
• Epic Dashboard
• Portfolio Dashboard
• Feature approval
• Updated
documentation
• Traceability Matrix
• System Test Approval
• Integration Test
Approval
• Regression tests
Approval
• NFR Testing Approval
• Disaster Recovery
Plan Updated
• Support Manual
Updated
• Service/Operational
Level Agreement
• Feature Definition of
Done validated
• Features released
• Release criteria
met
• No high severity
defects
RACI
• R – Program
Team, Delivery
Team
• A - Program
Team
• C - Delivery
Team
• I – Portfolio
Team
• R – Program Team,
Delivery Team
• A - Program Team
• C - Delivery Team
• I – Portfolio Team
• R – Program Team,
Delivery Team
• A - Program Team
• C - Delivery Team
• I – Portfolio Team
• R – Program Team,
Delivery Team
• A - Program Team
• C - Delivery Team
• I – Portfolio Team
• R – Program Team,
Delivery Team
• A - Program Team
• C - Delivery Team
• I – Portfolio Team
• R – Program Team,
Delivery Team
• A - Program Team
• C - Delivery Team
• I – Portfolio Team
• R – Program Team,
Delivery Team
• A - Program Team
• C - Delivery Team
• I – Portfolio Team
Program Tier
PROGRAM
WORK INTAKE
SOLUTION
DESIGN COMPLETED
RELEASE
PLANNING
IN
PROGRESS
FEATURE
VALIDATION
FEATURE
READY
70. 70
PURPOSE • Ready the backlog
• Stories ready for
delivery teams
• Work is done to
complete story /
feature
• Story / feature has
been completed
• Story / feature has
been accepted
ACTIVITIES
• Create story in defined
format
• Create acceptance
criteria in the defined
format
• Provide additional
documentation as
needed
• Tie acceptance criteria
to feature acceptance
• Revise Level of Value
• Create story tasks
• Develop story
functionality
• Unit test functionality
• Code/Peer Review
• Check-in code
• Repair defects
• Story meets the
definition of done
• Product owner
approves story as
meeting acceptance
criteria.
• Bugs found for the
story have been
remediated
• Ongoing Support
• Operational
Handoff
• Lessons Learned
OUTPUTS
• User Story is Defined
with Scenarios
• Acceptance Criteria is
complete
• Architecture Artifacts
• UX Design, Wireframe
Artifacts
• Story Point Estimate
• Story Definition of
Ready Validated
• Tasks Defined
• Task Hours Estimate
• Sprint Planning
• Monitor Progress on
Scrum Board
• Standup
• Story Development
• Story Unit Testing
• Story System Testing
• Story Done
• Story Definition of
Done Validated
• Story Demo
• Story Accepted in
ALM Toolset
• Operational
documentation
updated (as needed)
• Sprint
Retrospective
• Delivery Team
Metrics
RACI
• R – Delivery Team,
Program Team
• A – Delivery Team
• C – Delivery Team
• I – Program Team
• R – Delivery Team,
Program Team
• A – Delivery Team
• C – Delivery Team
• I – Program Team
• R – Delivery Team,
Program Team
• A – Delivery Team
• C – Delivery Team
• I – Program Team
• R – Delivery Team,
Program Team
• A – Delivery Team
• C – Delivery Team
• I – Program Team
• R – Delivery Team,
Program Team
• A – Delivery Team
• C – Delivery Team
• I – Program Team
Delivery Tier
MAKE
READY
STORY
READY
STORY
ACCEPTED
IN
PROGRESS
STORY
DONE
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• Using portfolio management so we focus on the most valuable things
• Balancing capacity against demand
• How be adaptive and support continuous improvement
• How to support corporate governance (security, audit etc.)
WRAP UP
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RICK AUSTIN
ABOUT ME …
Experience applying agile to
small teams, large
distributed teams, & change
management
Agile Project Management
Volunteer and Leader
Expert in Financial Services
Industry
Georgia State Grad
Agile Transition
Director, Program
Manager
Applications Development
Manager
Director of DevelopmentInformation Technology
Director
rick@leadingagile.com
678.743.1616
www.leadingagile.com
twitter.com/rickaustin
facebook.com/leadingagile
linkedin.com/in/rickdaustin
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.
This is an initial qualitative filter made with minimal information. By removing Epics early from Planning, the organization avoids wasting significant time refining epics that will not be built in the near term.
Strategy for very large or very small requests
This is an initial qualitative filter made with minimal information. By removing Epics early from Planning, the organization avoids wasting significant time refining epics that will not be built in the near term.
Strategy for very large or very small requests
As more detail is available, the value and cost estimates may change significantly. Now is the time to make those changes in the planning sheet to ensure the highest value work is being addressed and lower value work is deferred.
This is an initial qualitative filter made with minimal information. By removing Epics early from Planning, the organization avoids wasting significant time refining epics that will not be built in the near term.
Strategy for very large or very small requests
This is an initial qualitative filter made with minimal information. By removing Epics early from Planning, the organization avoids wasting significant time refining epics that will not be built in the near term.
Strategy for very large or very small requests