garbage in, gorilla out- an agile business planning methodology
Post on 21-Oct-2014
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DESCRIPTION
No matter how good your agile development team is, when you feed them garbage requirements they will give you a garbage product. If you ask them to build something the customers doesn't want, you'll end up with a warehouse full of New Coke. The GiGo Planning loop take Agile up the value chain and maps out a process for creating a customer focused backlog for your developers to build to.TRANSCRIPT
© 2012 J Bancroft-Connors
Hogarth
Garbage In
Gorilla Out
Start with knowingBefore doing
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© 2012 J Bancroft-Connors
© 2012 J Bancroft-Connors
FORD Edsel
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RMS Titanic
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N e w C o k e
Bic
Co
lga
te
P e t
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Garbage In
Garbage Out
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"If I have seen further, it is by standing on the shoulders of giants”
- Isaac Newton
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Mike Cohn, Mountain Goat Software
3.4) The product shall have a gasoline-powered engine.3.5) The product shall have four wheels.
3.5.1) The product shall have a rubber tire mounted to each wheel.
3.6) The product shall have a steering wheel.3.7) The product shall have a steel body.3.8) The product shall be red
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© 2012 J Bancroft-Connors
© 2012 J Bancroft-Connors
What Do We Do?
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© 2012 J Bancroft-Connors
1- Define
2- Outline
3- Stories
Release Planning
Iteration Planning
Daily Stand Ups
4- Estimate
6- Reflect
5- Order
GiGo Planning Loop
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Stage 0- Prologue
Point A Point Z
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The Product Owner
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The Cast & Crew
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The Agile Business Team
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TheAgile Business Team
Product Sponsor Customer (or voice of)
Related Product Managers Customer Support
Technical Experts (Architects/Developers)
Marketing
Agile Coach/Facilitator Sales
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Stage 1- Defining the Product
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© 2012 J Bancroft-Connors
Elevator Test FormatFor (target customer)Who (statement of need or opportunity)The (product name) is a (product category)That (key benefit, compelling reason to buy)Unlike (primary competitive alternative)Our product (statement of primary differentiation)
For midsized companies’ distribution warehouses who need advanced carton movement functionality, the Supply-Robot is a robotically controlled system that provivides dynamic warehouse reallocation and truck loading of multisized cartons that reduces distribution costs and loading time. Unlike competitive product, our product is a highly automated and aggressively priced.
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Stage 2- Layout the Outline
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User Identification
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Funchal
Forest Starr & Kim Starr
Story Brainstorming
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Activity Timeline
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Vertical Decomposition
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Stage 3- The Stories“Promise for a future conversation.”
- Ron Jeffries, Co-Founder of XP
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You have to INVEST in your user stories.
What makes a Best Seller?
Independent
Negotiable
Valuable
Estimable
Sized right
Testable
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What is a Story not?
Stories are not:…“mini” Use Cases…a complete specification…a contract…intended to be interpreted without a Product Owner
Manager
EPICS: One SIZE DOESN’T
Are usually compound Stories, that can be broken down into several smaller, more focused storiesMay encompass enough work for several Sprints (iterations)
VisionUse CasesEpicsUser StoriesDeveloper StoriesTasks
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Epic Breakdown
“I’m not sure I understand this, can you be more specific?” “That’s awfully fuzzy, I’m not sure what to do.” “This is at least three months of work!”“We can’t make this smaller, it won’t fit in the sprint.”
© 2011 J Bancroft-Connors
Epic Breakdown
Find the Conjunctions- At every “and”, “or,” “before,” etc., you make a new story.Generic Words- Narrow the ambiguity of ‘fuzzy’ words to create many stories. (I.E. log into PC, Mac, iPhone, iPad)Reverse the Acceptance- Your acceptance criteria can become stories. (I.E. Must have room service in a hotel becomes a story)Time Line- How does done look, in order? Do we have all the pieces? “And then what happens?”
© 2011 J Bancroft-Connors
© 2011 J Bancroft-Connors
Is it Cooked Yet?If you can’t measure it, how do you know if it is Rare or Well Done?
NEVER TOO EARLY:As a meat lover I want variety so that I will keep coming back to my favorite restaurant.
- Provides meat from many (5+) global locations- Kitchen equipped with grills, stoves, ovens for various cooking methods- Comfortable dining conditions- Complimentary extras
Bev Sykes
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Stage 4- Estimating
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Story Point Estimating
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Not just for Engineers
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Everything is a P0
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=P1
P0
P0
P0
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Business Value
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Business Value Estimating
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Say No to Planning Poker
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Focus is on each individual Story.Unconscious value is nearly impossible to not assign.Can easily dive into the implementation details.
© 2012 J Bancroft-Connors
Team Estimation Game
Fully team interactive- there are no silent riders
Relativistic Estimating- each story is compared to those around it
Focuses on complexity- is the DB harder or easier to code than the UI
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Easy Hard
See? No Story Points yet.
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Easy Hard
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Easy Hard
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Easy Hard
Nope, still no Story Points.
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Easy Hard
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Easy Hard
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1 212 3 5 8 13
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Low Value
HighValue
FlickrLickr`carpetcleaninglosangeles.net/ Ildar Sagdejev Citizen D
Stage 5- Order- One Backlog to Rule Them All -
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• As a stressed traveler, I want to have my body relaxed, so that I can enjoy the rest of my trip.
The Final User Story
V
13C
5E
1
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1- Define
2- Outline
3- Stories
Release Planning
Iteration Planning
Daily Stand Ups
4- Estimate
6- Reflect
5- Order
GiGo Planning Loop
© 2012 J Bancroft-Connors
1- Define
2- Outline
3- Stories
Design
Develop
Test
4- Estimate
6- Reflect
5- Order
GiGo Waterfall
Ship It
© 2012 J Bancroft-Connors
1- Define
2- Outline
3- Stories
Release Planning
Iteration Planning
Daily Stand Ups
4- Estimate
6- Reflect
5- Order
Agile BusinessPlanning
© 2012 J Bancroft-Connors
REFERENCES:“Users Stories Applied”, Mike Cohen
“Agile Estimating and Planning”, Mike Cohen“Agile Project Management”, Jim Highsmith
User Stories:http://www.mountaingoatsoftware.com/topics/user-storieshttp://www.agilemodeling.com/artifacts/userStory.htm http://www.mountaingoatsoftware.com/articles/27-advantages-of-user-stories-for-requirements
Personas: http://www.agilemodeling.com/artifacts/personas.htm Other: http://www.agilelearninglabs.com
Joel and Hogarth can be found at: http://thegorillacoach.com [email protected]