introduction to agile project planning and project management
TRANSCRIPT
Introduction to Agile Planning and Project ManagementBy Mike Cottmeyer, Agile CoachLeadingAgile, LLC
Mike CottmeyerLeadingAgile
www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadingagilelinkedin.com/in/cottmeyer
A Project is a temporary endeavor, having a defined beginning and end, undertaken to meet unique goals and objectiveshttp://en.wikipedia.org/wiki/Project_management
A Project Manager is a professional in the field of project management. Project Managers have the responsibility of planning, execution, and closing of any project. http://en.wikipedia.org/wiki/Project_manager
Project Management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives. http://en.wikipedia.org/wiki/Project_management
Agile has a Project Manager problem…
Agenda…
Part 1: Single-team Agile projects• Agile Values &
principles• How and why Agile
teams work• Fundamental
mechanics of Agile delivery
• The role of the Agile Project Manager
Part 2: Multi-team Agile projects • Challenges with
Agile in larger, more complex enterprises
• Patterns for Agile Program and Portfolio Management
• The role of the Agile Project Manager
Agenda…
Part 1: Single-team Agile projects• Agile Values &
principles• How and why Agile
teams work• Fundamental
mechanics of Agile delivery
• The role of the Agile Project Manager
Part 2: Multi-team Agile projects • Challenges with
Agile in larger, more complex enterprises
• Patterns for Agile Program and Portfolio Management
• The role of the Agile Project Manager
Agenda…
Part 1: Single-team Agile projects• Agile Values &
principles• How and why Agile
teams work• Fundamental
mechanics of Agile delivery
• The role of the Agile Project Manager
Part 2: Multi-team Agile projects • Challenges with
Agile in larger, more complex enterprises
• Patterns for Agile Program and Portfolio Management
• The role of the Agile Project Manager
Agenda…
Part 1: Single-team Agile projects• Agile Values &
principles• How and why Agile
teams work• Fundamental
mechanics of Agile delivery
• The role of the Agile Project Manager
Part 2: Multi-team Agile projects • Challenges with
Agile in larger, more complex enterprises
• Patterns for Agile Program and Portfolio Management
• The role of the Agile Project Manager
Agenda…
Part 1: Single-team Agile projects• Agile Values &
principles• How and why Agile
teams work• Fundamental
mechanics of Agile delivery
• The role of the Agile Project Manager
Part 2: Multi-team Agile projects • Challenges with
Agile in larger, more complex enterprises
• Patterns for Agile Program and Portfolio Management
• The role of the Agile Project Manager
Agenda…
Part 1: Single-team Agile projects• Agile Values &
principles• How and why Agile
teams work• Fundamental
mechanics of Agile delivery
• The role of the Agile Project Manager
Part 2: Multi-team Agile projects • Challenges with
Agile in larger, more complex enterprises
• Patterns for Agile Program and Portfolio Management
• The role of the Agile Project Manager
Agenda…
Part 1: Single-team Agile projects• Agile Values &
principles• How and why Agile
teams work• Fundamental
mechanics of Agile delivery
• The role of the Agile Project Manager
Part 2: Multi-team Agile projects • Challenges with
Agile in larger, more complex enterprises
• Patterns for Agile Program and Portfolio Management
• The role of the Agile Project Manager
Agenda…
Part 1: Single-team Agile projects• Agile Values &
principles• How and why Agile
teams work• Fundamental
mechanics of Agile delivery
• The role of the Agile Project Manager
Part 2: Multi-team Agile projects • Challenges with Agile
in larger, more complex enterprises
• Patterns for Agile Program and Portfolio Management
• The role of the Agile Project Manager
Agenda…
Part 1: Single-team Agile projects• Agile Values &
principles• How and why Agile
teams work• Fundamental
mechanics of Agile delivery
• The role of the Agile Project Manager
Part 2: Multi-team Agile projects • Challenges with Agile
in larger, more complex enterprises
• Patterns for Agile Program and Portfolio Management
• The role of the Agile Project Manager
Agile Values & Principles
The Agile Manifesto (2001)
• Individuals and Interactions
• Processes and Tools
The Agile Manifesto (2001)
• Individuals and Interactions
• Working software
• Processes and Tools
• Comprehensive documentation
The Agile Manifesto (2001)
• Individuals and Interactions
• Working software
• Customer collaboration
• Processes and Tools
• Comprehensive documentation
• Contract negotiation
The Agile Manifesto (2001)
• Individuals and Interactions
• Working software
• Customer collaboration
• Responding to change
• Processes and Tools
• Comprehensive documentation
• Contract negotiation
• Following a plan
The Agile Manifesto (2001)
• Individuals and Interactions
• Working software
• Customer collaboration
• Responding to change
• Processes and Tools
• Comprehensive documentation
• Contract negotiation
• Following a plan
The Agile Manifesto (2001)
• Individuals and Interactions
• Working software
• Customer collaboration
• Responding to change
• Processes and Tools
• Comprehensive documentation
• Contract negotiation
• Following a plan
Challenging the Project Management Paradigm
The BIG Paradigm Shift
Scope
CostTime
The BIG Paradigm Shift
Scope
CostTime
The BIG Paradigm Shift
Scope
CostTime
ReduceRisk
The BIG Paradigm Shift
Scope
CostTime
IncreaseValue
Is Your Project a Good Candidate for Agile?
Where to Use Agile?
• Sweet spot in software product development
• Domains where market requirements change often
• Initiatives where requirements are unknown or unknowable
• Complex knowledge work
Process Control
• Predictive – Processes well defined and predictable. Process yields acceptable outcomes
• Empirical – Frequently measure outcomes and adapt the process to accommodate variation
Reducing Delivery Risk
Emergence or Convergence
Fundamentals of Team Based Agile
Team
Developers
DevelopersTesters
Developers
Analyst
Testers
Developers
Analyst
TestersCSM
Product Owner
Analyst
TestersDevelopers
CSM
Agile Process Flow…
Product VisionUnderstanding why we are doing what we are doing, who it is for, and the overall market opportunity
Product BacklogThe master list of things that we want to build into the product
Iteration BacklogThe highest priority items that we intend to build in the next 2-4 weeks
Feedback LoopsInspect and adapt on regular cadences to mitigate delivery risk
Working ProductIs the primary measure of progress, at the end of each time-box we have a deliverable
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Cadences
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Agile Non-Negotiables
• Teams• Backlog• Cadence• Done
My Customer Doesn’t Give a Crap About Your User Stories!
EpicEpics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about.
Epic
Feature
Epics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about.
Features are smaller than epics, typically 2-4 weeks in duration. Features are contained within releases. Ideally, features are contained within a team. These are what the Product Manager Cares about.
Epic
Feature
User Story
Epics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about.
Features are smaller than epics, typically 2-4 weeks in duration. Features are contained within releases. Ideally, features are contained within a team. These are what the Product Manager Cares about.
User Stories are the smallest increment of value, typically less than a week. User Stories are contained within the iteration. These are the things the Product Owner, maybe the Engineering Management Cares about.
Epic
Feature
User Story
Feature Feature Feature
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Story Maps visually show the relationship between User Stories and Business Value
INVEST
• Independent• Negotiable• Valuable• Estimateable• Small… Sized Appropriately• Testable
Epic
Story Maps start with the identification of larger, more strategic organizational goals
Epic
Feature
Epics are decomposed into Features that describe the
value added into the product
Epic
Feature Feature
Epics are decomposed into Features that describe the
value added into the product
Epic
Feature Feature Feature
Epics are decomposed into Features that describe the
value added into the product
Epic
Feature Feature Feature Feature
Epics are decomposed into Features that describe the
value added into the product
Epic
Feature
User Story
Feature Feature Feature
User Story
User Story
User Story
Features are decomposed into User Stories that are thin slices of value added into the system
Epic
Feature
User Story
Feature Feature Feature
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Features are decomposed into User Stories that are thin slices of value added into the system
Epic
Feature
User Story
Feature Feature Feature
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Features are decomposed into User Stories that are thin slices of value added into the system
Epic
Feature
User Story
Feature Feature Feature
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Features are decomposed into User Stories that are thin slices of value added into the system
Relative Estimation
• Start with something small and knowable• Give it an arbitrary value of one• Estimate everything else relative to the
original story
• Planning poker encourages communication and leads to shared understanding
• Over time becomes incredibly accurate
Epic
Feature
User Story
Feature Feature Feature
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
1
1
1
1
User Stories are estimated in relative units of measure
called Story Points
Epic
Feature
User Story
Feature Feature Feature
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
3
2
5
1
1
3
2
1
2
5
3
2
1
3
2
2
User Stories are estimated in relative units of measure
called Story Points
Epic
Feature
User Story
Feature Feature Feature
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
3
2
5
1
1
3
2
1
2
5
3
2
1
3
2
2
11 7 12 8
Story Points can be added up to size Features
Epic
Feature
User Story
Feature Feature Feature
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
3
2
5
1
1
3
2
1
2
5
3
2
1
3
2
2
11 7 12 8
38 Feature Points can be added up to size Epics
Varying Scope Using the Minimally Marketable Feature
Epic
Feature
User Story
Feature Feature Feature
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
3
2
5
1
1
3
2
1
2
5
3
2
1
3
2
2
11 7 12 8
38 Our Goal is to build the smallest system possible to deliver the value in the Epic
Epic
Feature
User Story
Feature Feature Feature
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
3
2
5
1
1
3
2
1
2
5
3
2
1
3
2
2
11 7 12 8
38 We continuously evaluate the Story Map to determine the
Minimally Marketable Feature
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Epic
Feature Feature Feature Feature
User Story
User Story
User Story
11 7 12 8
38
3
2
5
1
1
3
2
1
2
5
3
2
1
3
2
2
We continuously evaluate the Story Map to determine the
Minimally Marketable Feature
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Epic
Feature Feature Feature Feature
User Story
User Story
User Story
10 4 5 7
26
3
2
5
1
1
3
2
1
2
5
3
2
1
3
2
2
When we focus on Minimally Marketable Features, we
deliver Business Value early
All I Need to Know is Backlog Size & Velocity
Burndown Charts
Back
log
Size
Back
log
Size
Time
Back
log
Size
Velocity – The rate at which we complete the estimate
Time
Managing & Controlling Agile the Delivery Process
Story Backlog Task Backlog In Process Task Done Story Complete
Minimally Marketable Features feed the prioritization of our
Sprint Planning
Story Backlog Task Backlog In Process Task Done
Identify the User Story most likely to contribute to the
MMF and build that one first
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
3
Identify the User Story most likely to contribute to the
MMF and build that one first
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
3
Pull User Stories in priority order focusing on delivering
complete MMFs
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
3
2
Pull User Stories in priority order focusing on delivering
complete MMFs
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
3
2
It’s okay to work User Stories across MMFs if that is what the Product Owner needs
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
User Story
3
2
1
It’s okay to work User Stories across MMFs if that is what the Product Owner needs
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
User Story
3
2
1
Planned Team Velocity = 6 points
The team uses its past velocity to determine how many stories go in the Sprint
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
User Story
TaskTask
Task
3
2
1
Planned Team Velocity = 6 points
The Team breaks each User Story down into Tasks
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
User Story
TaskTask
Task
3
2
1
Task Task
TaskTask
Planned Team Velocity = 6 points
The Team breaks each User Story down into Tasks
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
User Story
TaskTask
Task
Task Task
Task
Task Task
Task Task
3
2
1
Task
Planned Team Velocity = 6 points
The Team breaks each User Story down into Tasks
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
User Story
TaskTask
Task
Task Task
Task
Task Task
Task Task
3
2
1
Task
8 16
8
Planned Team Velocity = 6 points
And estimates each Task in Real Hours so they can assess
if they can make a solid Commitment to Deliver
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
User Story
TaskTask
Task
Task Task
Task
Task Task
Task Task
3
2
1
Task
8 16
8
16 2
48
Planned Team Velocity = 6 points
And estimates each Task in Real Hours so they can assess
if they can make a solid Commitment to Deliver
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
User Story
TaskTask
Task
Task Task
Task
Task Task
Task Task
3
2
1
Task
8 16
8
16 2
48
8 4
16 8
Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours
And estimates each Task in Real Hours so they can assess
if they can make a solid Commitment to Deliver
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
User Story
Task
Task Task
Task
Task Task
Task Task
3
2
1
Task
8
16 2
48
8 4
16 8
Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours
Task 8
Task 16
At the beginning of the Sprint, The Team pulls Tasks from the
top of the Task Backlog
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
User Story
Task
Task Task
Task
Task Task
Task Task
3
2
1
Task
8
16 2
48
8 4
16 8
Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours
Task 8
Task 16
Tasks move across the Story Board until there is a
completed User Story.
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
Task
Task Task
Task
Task Task
Task Task
2
1
Task
8
16 2
48
8 4
168
Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours
Task 8
Task 16User Story
3
Tasks move across the Story Board until there is a
completed User Story.
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
User Story
Task
Task Task
Task
Task Task
Task Task
3
2
1
Task
8
16 2
48
8 4
168
Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours
Task 8
Task 16
Tasks move across the Story Board until there is a
completed User Story.
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
Task
Task Task
Task
Task Task
TaskTask
3
1
Task
8
16 2
48
8 4
168
Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours
Task 8
Task 16
User Story
2
The Team works from the top of the Story Board, Swarming to get User Stories across the
board as fast as possible .
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
User Story
Task
Task Task
Task
Task Task
TaskTask
3
2
1
Task
8
16 2
48
8 4
168
Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours
Task 8
Task 16
The Team works from the top of the Story Board, Swarming to get User Stories across the
board as fast as possible .
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
Task
Task Task
Task
Task Task
Task Task
3
2Task
8
16 2
48
8 4
168
Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours
Task 8
Task 16
User Story
1
The Team works from the top of the Story Board, Swarming to get User Stories across the
board as fast as possible .
Story Complete
Story Backlog Task Backlog In Process Task Done
User Story
User Story
User Story
Task
Task Task
Task
Task Task
Task Task
3
2
1
Task
8
16 2
48
8 4
168
Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hours
Task 8
Task 16
Until the entire Sprint has been delivered to the Product
Owner.
Story Complete
Release Burndown
38
Sprint Burndown
96
Velocity Trend
6
From a Metrics perspective, we Burn Down hours to make
sure the sprint is on track
Release Burndown
38
Sprint Burndown
96
Velocity Trend
6
From a Metrics perspective, we Burn Down hours to make
sure the sprint is on track
Release Burndown
38
Sprint Burndown
96
Velocity Trend
6
From a Metrics perspective, we Burn Down hours to make
sure the sprint is on track
Release Burndown
38
Sprint Burndown
96
Velocity Trend
6
From a Metrics perspective, we Burn Down hours to make
sure the sprint is on track
Release Burndown
38
Sprint Burndown
96
Velocity Trend
6
From a Metrics perspective, we Burn Down hours to make
sure the sprint is on track
Release Burndown
38
Sprint Burndown
96
Velocity Trend
6
From a Metrics perspective, we Burn Down hours to make
sure the sprint is on track
Release Burndown
38
Sprint Burndown
96
Velocity Trend
6
From a Metrics perspective, we Burn Down hours to make
sure the sprint is on track
Release Burndown
38
Sprint Burndown
96
Velocity Trend
6
From a Metrics perspective, we Burn Down hours to make
sure the sprint is on track
Release Burndown
38
Sprint Burndown
96
Velocity Trend
6
From a Metrics perspective, we Burn Down hours to make
sure the sprint is on track
Release Burndown
38
Sprint Burndown
96
Velocity Trend
66
From a Metrics perspective, we Burn Down points to make
sure the Release is on track
Release Burndown
38
Sprint Burndown
96
Velocity Trend
66
8
From a Metrics perspective, we Burn Down points to make
sure the Release is on track
Release Burndown
38
Sprint Burndown
96
Velocity Trend
66
8
5
We track Velocity Trend to make sure the team is
delivering in a Predictable manner
Release Burndown
38
Sprint Burndown
96
Velocity Trend
66
8
5
When the Release is ready to deliver, The Team has
completed the highest priority User Stories, against the
highest priority Features ,against the highest
priority Epics.
Release Burndown
38
Sprint Burndown
96
Velocity Trend
66
8
5
When the Release is ready to deliver, The Team has
completed the highest priority User Stories, against the
highest priority Features ,against the highest
priority Epics.
Everyone is focused on delivering value early and often!
Predicting the Future… Looking Forward on Agile Projects
Yesterday’s Weather
• Past performance is our best indicator of future performance
• The amount of product we were able to build during the last iteration, is a pretty good indicator of what we’ll be able to deliver this iteration
• The same goes for releases
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Velocity at Project, Release, and Iteration
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Project (years)
Release (months) Release (months) Release (months)
I1 I2 I3 I4 I5 I6 I7 I8 I9
Team Level Release Planning
• Use past velocity to determine roughly how much content can fit into the upcoming release
• Vary scope by focusing on the MMF to fine tune the implementation as you build the emerging product
Agile Project Manager – Team
PM
People
People
People
People
People
People
People
People
APM
Agile Project Management in Larger, More Complex Enterprises
Agile in the Enterprise
Agile (Project Management) in the (Traditional) Enterprise
Agile (Project Management) in the (Traditional) Enterprise
Contrasted with… Enterprise Agile
Enterprise Agile... it’s different!
Enterprise Agile
Enterprise Agile
Enterprise Agile
Enterprise Agile
Enterprise Agile
Enterprise Agile
Enterprise Agile
Team A
Team C
Team B
Team D
Team F
Team E
Team A
Team C
Team B
Team D
Team F
Team E
Team A
Team C
Team B
Team D
Team F
Team E
Team D
Team F
Team E
Team A
Team C
Team B
Multi-Team Release Planning
• Use past velocity to determine roughly how much content can fit into the upcoming release
• Vary scope by focusing on the MMF to fine tune the implementation as you build the emerging product
• Sequence backlogs so deliverables are coordinated across agile teams
• IMO… this reduces business agility
Let’s Talk About the Stuff That Breaks Agile
External Dependencies
External Dependencies
External Dependencies
Many-to-Many Relationships
Many-to-Many Relationships
Many-to-Many Relationships
Many-to-Many Relationships
Many-to-Many Relationships
Many-to-Many Relationships
Many-to-Many Relationships
Many-to-Many Relationships
Many-to-Many Relationships
Agile Project, Program, and Portfolio Management using Lean, Kanban, and TOC
Team 1
Team 1
Team 2
Team 1
Team 2
Team 3
Team 1
Team 2
Team 3
Team 4
Team 1
Team 2
Team 3
Team 4
Team 5
Establishing the relationship between team level velocity and enterprise level throughput?
EpicTeam predictability is one thing, but organizations need to be able to track value at the Epic level
Epic
Feature
Team predictability is one thing, but organizations need to be able to track value at the Epic level
We need a mechanism to make sure features that span multiple Scrum teams are treated with the same sense of awareness as single-product features.
Epic
Feature
User Story
Team predictability is one thing, but organizations need to be able to track value at the Epic level
We need a mechanism to make sure features that span multiple Scrum teams are treated with the same sense of awareness as single-product features.
All of our day-to-day activities need to clearly map to enterprise objectives. We need to build product as one organization
Story Backlog Task Backlog In Process Task Done Story Backlog
Tier 1 - Scrum
Story Backlog Task Backlog In Process Task Done Story Backlog
Analysis Design Build Test Deploy
Tier 1 - Scrum
Tier 2 - Kanban
Story Backlog Task Backlog In Process Task Done Story Backlog
Analysis Design Build Test Deploy
Inception Elaboration Construction Transition
Tier 1 - Scrum
Tier 2 - Kanban
Tier 3 - Kanban
Story Backlog Task Backlog In Process Task Done Story Backlog
Analysis Design Build Test Deploy
Inception Elaboration Construction Transition
Tier 1 - Scrum
Tier 2 - Kanban
Tier 3 - Kanban
User Story
Story Backlog Task Backlog In Process Task Done Story Backlog
Analysis Design Build Test Deploy
Inception Elaboration Construction Transition
Tier 1 - Scrum
Tier 2 - Kanban
Tier 3 - Kanban
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User Story
Story Backlog Task Backlog In Process Task Done Story Backlog
Analysis Design Build Test Deploy
Inception Elaboration Construction Transition
Tier 1 - Scrum
Tier 2 - Kanban
Tier 3 - KanbanEpic
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User Story
Kanban creates a pull system across the entire portfolio that is limited by your actual capacity
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Analysis Design Build Test Deploy
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Story Backlog Task Backlog In Process Task Done Story Backlog
Analysis Design Build Test Deploy
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Story Backlog Task Backlog In Process Task Done Story Backlog
Analysis Design Build Test Deploy
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Analysis Design Build Test Deploy
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Analysis Design Build Test Deploy
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8 User Story
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Release Burndown
38
Sprint Burndown
96
Velocity Trend
66
8
5
At the team level, velocity metrics drive predictability
Release Burndown
38
Sprint Burndown
96
Velocity Trend
66
8
5
At the team level, velocity metrics drive predictability
At the program/product level, lean metrics are more meaningful
Release Burndown
38
Sprint Burndown
96
Velocity Trend
66
8
5
At the team level, velocity metrics drive predictability
At the program/product level, lean metrics are more meaningful
At the enterprise level, lean metrics are also the more interesting metric
Balancing Organizational Constraints
Enterprise Release Planning
• Use Scrum at the team level to drive predictable outcomes
• Balance the backlogs across team to optimize the flow of value at the Feature and Epic level
• Use metrics to plan the number of Features and Epics that can be included in a release
Agile Project Managers
• Manage the System, not the People• Clear the path, enable the teams and the
organization• Drive shared understanding of delivery
risk• Systems thinking, look out for the whole
Agile Project Manager - Enterprise
PM
Team
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APM
Mike CottmeyerLeadingAgile
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