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.
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.
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).
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.
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.
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.
An Introduction to Scaled Agile Framework (SAFe)CA Technologies
To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level.
For more information, please visit http://cainc.to/Nv2VOe
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
This presentation we used in our webinar on Scaled Agile Framework (SAFe) .
We first look at what scaling is about and how Safe helps in scaling agile projects.
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.
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.
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).
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.
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.
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.
An Introduction to Scaled Agile Framework (SAFe)CA Technologies
To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level.
For more information, please visit http://cainc.to/Nv2VOe
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
This presentation we used in our webinar on Scaled Agile Framework (SAFe) .
We first look at what scaling is about and how Safe helps in scaling agile projects.
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.
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.
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.”
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"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."
Portfolio Management in an Agile World - Rick AustinLeadingAgile
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.
Enterprise agile transformation is a complex journey. It involves cultural change, org restructuring, reinventing processes and tools, and a visionary who can lead the change.
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.
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
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
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.
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.”
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"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."
Portfolio Management in an Agile World - Rick AustinLeadingAgile
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.
Enterprise agile transformation is a complex journey. It involves cultural change, org restructuring, reinventing processes and tools, and a visionary who can lead the change.
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.
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
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
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
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/
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
Large Scale Agile Transformation in Government: Field reportCGI Québec Formation
Give you hints, tips and tricks based on our experience on a large Scale Agile transformation
Discuss pitfalls and lessons learned
Try to give you a “push” to move forward
We help our clients solve big, complex industry issues and capitalize on opportunities to help deliver outcomes that grow, optimize and protect our clients’ businesses.
Our project portfolio management approach takes a holistic view of your company’s overall strategy, helps gain control of investments and helps to deliver meaningful value to the business. It focuses on the entire life cycle of the project
portfolio from planning to monitoring and on to delivery. This includes three major processes — portfolio strategy, planning
and portfolio operations: all three processes centre around both value alignment and identification within the business, as well
as value realization within your IT and operations functions.
Our holistic approach will enhance your organization’s chance of success in its transformation efforts because it will help
the organization to focus on the risks that matter. In addition, this approach will help enable a common risk language within
programs and projects, thereby strengthening your company’s risk culture.
The Five Phases of Agile Maturity (Part 3): Phase 5Cprime
The journey to agile maturity is neither fast nor straightforward. What do you need to know? What challenges might you face? Which tools will best meet your organization where it's at?
Learn:
- Common maturity elements of Phase 5 of agile maturity (The Scaling Agile Enterprise)
- Challenges you may face in the last phase of your agile maturity journey and how to overcome them
- How Jira Align’s features and functionality can support your Agile enterprise
- How to utilize custom-tailored solutions to meet your specific needs
Creating a Lean PMO. Empower People, Enable FlowJulee Everett
Align. Fund teams, not projects. Leave them alone to do what they said they would do. Adapt. Sound easy? Then why do we make it so complicated? Stop being good at process & start getting good at business.
Travis Barker, MPA GCPM
Innovate Vancouver
https://innovatevancouver.org
Consulting@innovatevancouver.org
Download a copy of the playbook at http://innovatevancouver.org
"Project Management Generator"
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.
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.
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.
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.
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
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.
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.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
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 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
Scrum
Kanban
Kanban
Cycle Time
Features Blocked
Rework/Defects
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
EFFECTIVENES
S
• Revisit business
case
• Validate fitness
function for
capability
23. 23
GOVERNANCE
PORTFOLIO
WORK INTAKE
SOLUTION
DEFINITION COMPLETED
PORTFOLIO
TEAM
PROGRA
M
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
EFFECTIVENES
S
• 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
EFFECTIVENES
S
• 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 – More on this in a bit
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
EFFECTIVENES
S
• 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
• Epic Roadmap revised with risks and dependencies
• Release Plans
• Portfolio Plans updated
• Portfolio Risk Dashboard updated
35. 35
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
EFFECTIVENES
S
• Revisit business
case
• Validate fitness
function for
capability
PORTFOLIO
WORK INTAKE
SOLUTION
DEFINITION
EPIC VALIDATION
RELEASE
TARGETING
IN
PROGRESS
36. 36
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
37. P R I O R I T I Z A T I O N
T E C H N I Q U E S
38. 38
“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
• It is a way of communicating the impact of time on desired outcomes
COST OF DELAY
39. 39
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
Note: Value could be expressed as a relative number
40. 40
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 AY
43. 43
“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)
44. 44
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)
45. 45
1
2
3
4
5
CAPACITY IS INVESTED
T O O B TAI 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
47. 47
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
48. 48
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
49. 49
ROLLING 12-18 MONTHS
EPIC
Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
(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
Do you commit to the could have?
WHAT DO WE COMMIT TO?
MUST HAVE
FEATURES
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
Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
52. 52
Do you commit to the could have?
WHAT DO WE COMMIT TO?
NO
MUST HAVE
FEATURES
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
Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
53. 53
Do you commit to the wish to
have?
WHAT DO WE COMMIT TO?
MUST HAVE
FEATURES
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
Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
54. 54
Do you commit to the wish to
have?
WHAT DO WE COMMIT TO?
NO
MUST HAVE
FEATURES
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
Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
55. 55
Do you commit to should and
must?
WHAT DO WE COMMIT TO?
MUST HAVE
FEATURES
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
Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
56. 56
Do you commit to should and
must?
WHAT DO WE COMMIT TO?
YES
MUST HAVE
FEATURES
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
Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
57. 57
IF WE FINISH EARLY?
MUST HAVE
FEATURES
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
Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
58. 58
FINISH THE ROADMAP
MUST HAVE
FEATURES
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
Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
59. 59
ADD NEW & REPRIORITIZE
MUST HAVE
FEATURES
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
Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
60. 60
THAT’S BETTER…
MUST HAVE
FEATURES
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
Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5
62. 62
GOVERNANCE
PORTFOLIO
WORK INTAKE
SOLUTION
DEFINITION COMPLETED
PORTFOLIO
TEAM
PROGRA
M
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
63. 63
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
ACTIVITIE
S
• 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
64. 64
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
65. 65
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
66. 66
• Using portfolio management so we focus on the most valuable things
• Balancing capacity against demand
• How to support corporate governance (security, audit etc.)
WRAP UP
67. 67
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