Agile introduces a number of tools and techniques designed to help the team figure out how much software we can build for the time we have, and the amount of money our customer is willing to spend. This talk will introduce the fundamental concepts necessary to break down and estimate our product backlog, how to organize delivery of that backlog for early risk reduction and rapid customer feedback, and how to get stable throughput and predictability as you mature your agile practices. This talk is for those looking to understand how (and why) agile methods lead to better business outcomes.
3. A Project is a temporary endeavor, having a defined beginning and end, undertaken to meet unique goals and objectives http://en.wikipedia.org/wiki/Project_management
4. 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
5. 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
7. 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
8. 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
9. 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
10. 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
11. 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
12. 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
13. 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
14. 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
15. 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
18. The Agile Manifesto (2001) Individuals and Interactions Working software Processes and Tools Comprehensive documentation
19. The Agile Manifesto (2001) Individuals and Interactions Working software Customer collaboration Processes and Tools Comprehensive documentation Contract negotiation
20. The Agile Manifesto (2001) Individuals and Interactions Working software Customer collaboration Responding to change Processes and Tools Comprehensive documentation Contract negotiation Following a plan
21. The Agile Manifesto (2001) Individuals and Interactions Working software Customer collaboration Responding to change Processes and Tools Comprehensive documentation Contract negotiation Following a plan
22. The Agile Manifesto (2001) Individuals and Interactions Working software Customer collaboration Responding to change Processes and Tools Comprehensive documentation Contract negotiation Following a plan
29. 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
30. Process Control Predictive – Processes well defined and predictable. Process yields acceptable outcomes Empirical – Frequently measure outcomes and adapt the process to accommodate variation
60. 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. Epic
61. 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. Epic 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. Feature
62. 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. Epic 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. Feature 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. User Story
63. Story Maps visually show the relationship between User Stories and Business Value Epic Feature 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 User Story
67. Epicsare decomposed into Features that describe the value added into the product Epic Feature Feature
68. Epicsare decomposed into Features that describe the value added into the product Epic Feature Feature Feature
69. Epicsare decomposed into Features that describe the value added into the product Epic Feature Feature Feature Feature
70. Featuresare decomposed into User Stories that are thin slices of value added into the system Epic Feature Feature Feature Feature User Story User Story User Story User Story
71. Featuresare decomposed into User Stories that are thin slices of value added into the system Epic Feature Feature Feature Feature User Story User Story User Story User Story User Story User Story User Story User Story
72. Featuresare decomposed into User Stories that are thin slices of value added into the system Epic Feature 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
73. Featuresare decomposed into User Stories that are thin slices of value added into the system Epic Feature 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 User Story
74. 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
75. User Stories are estimated in relative units of measure called Story Points Epic 1 1 Feature Feature Feature Feature 1 1 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 User Story
76. User Stories are estimated in relative units of measure called Story Points Epic 3 1 2 1 Feature Feature Feature Feature 3 2 3 5 5 2 3 2 1 1 2 2 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 User Story
77. Story Points can be added up to size Features Epic 11 7 8 12 3 1 2 1 Feature Feature Feature Feature 3 2 3 5 5 2 3 2 1 1 2 2 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 User Story
78. Feature Points can be added up to size Epics 38 Epic 11 7 8 12 3 1 2 1 Feature Feature Feature Feature 3 2 3 5 5 2 3 2 1 1 2 2 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 User Story
80. Our Goal is to build the smallest system possible to deliver the value in the Epic 38 Epic 11 7 8 12 3 1 2 1 Feature Feature Feature Feature 3 2 3 5 5 2 3 2 1 1 2 2 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 User Story
81. We continuously evaluate the Story Map to determine the Minimally Marketable Feature 38 Epic 11 7 8 12 3 1 2 1 Feature Feature Feature Feature 3 2 3 5 5 2 3 2 1 1 2 2 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 User Story
82. We continuously evaluate the Story Map to determine the Minimally Marketable Feature 38 Epic 11 7 8 12 3 1 2 1 User Story User Story User Story Feature Feature Feature Feature 3 2 3 5 User Story User Story User Story 5 2 3 2 User Story User Story User Story 1 1 2 2 User Story User Story User Story User Story User Story User Story User Story
83. When we focus on Minimally Marketable Features, we deliver Business Value early 26 Epic 10 4 7 5 3 1 2 1 User Story User Story User Story Feature Feature Feature Feature 3 2 3 5 User Story User Story User Story 5 2 3 2 User Story User Story User Story 1 1 2 2 User Story User Story User Story User Story User Story User Story User Story
90. Minimally Marketable Featuresfeed the prioritization of our Sprint Planning Story Complete In Process Task Done Task Backlog Story Backlog
91. Identify the User Story most likely to contribute to the MMF and build that one first Story Complete In Process Task Done Task Backlog Story Backlog
92. Identify the User Story most likely to contribute to the MMF and build that one first Story Complete In Process Task Done Task Backlog Story Backlog 3 User Story
93. Pull User Stories in priority order focusing on delivering complete MMFs Story Complete In Process Task Done Task Backlog Story Backlog 3 User Story
94. Pull User Stories in priority order focusing on delivering complete MMFs Story Complete In Process Task Done Task Backlog Story Backlog 3 User Story 2 User Story
95. It’s okay to work User Stories across MMFs if that is what the Product Owner needs Story Complete In Process Task Done Task Backlog Story Backlog 3 User Story 2 User Story
96. It’s okay to work User Stories across MMFs if that is what the Product Owner needs Story Complete In Process Task Done Task Backlog Story Backlog 3 User Story 2 User Story 1 User Story
97. The team uses its past velocity to determine how many stories go in the Sprint Planned Team Velocity = 6 points Story Complete In Process Task Done Task Backlog Story Backlog 3 User Story 2 User Story 1 User Story
98. The Team breaks each User Story down into Tasks Planned Team Velocity = 6 points Story Complete In Process Task Done Task Backlog Story Backlog 3 Task Task User Story Task 2 User Story 1 User Story
99. The Team breaks each User Story down into Tasks Planned Team Velocity = 6 points Story Complete In Process Task Done Task Backlog Story Backlog 3 Task Task User Story Task 2 Task Task User Story Task Task 1 User Story
100. The Team breaks each User Story down into Tasks Planned Team Velocity = 6 points Story Complete In Process Task Done Task Backlog Story Backlog 3 Task Task User Story Task 2 Task Task User Story Task Task Task Task 1 User Story Task Task
101. And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to Deliver Planned Team Velocity = 6 points Story Complete In Process Task Done Task Backlog Story Backlog 3 16 8 Task Task User Story 8 Task 2 Task Task User Story Task Task Task Task 1 User Story Task Task
102. And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to Deliver Planned Team Velocity = 6 points Story Complete In Process Task Done Task Backlog Story Backlog 3 16 8 Task Task User Story 8 Task 2 2 16 Task Task User Story 8 Task 4 Task Task Task 1 User Story Task Task
103. And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to Deliver Planned Team Velocity = 6 points Planned Estimated Hours = 98 hours Story Complete In Process Task Done Task Backlog Story Backlog 3 16 8 Task Task User Story 8 Task 2 2 16 Task Task User Story 8 Task 4 Task 8 4 Task Task 1 User Story 16 8 Task Task
104. At the beginning of the Sprint, The Team pulls Tasks from the top of the Task Backlog Planned Team Velocity = 6 points Planned Estimated Hours = 98 hours Story Complete In Process Task Done Task Backlog Story Backlog 3 8 Task User Story 16 Task 8 Task 2 2 16 Task Task User Story 8 Task 4 Task 8 4 Task Task 1 User Story 16 8 Task Task
105. Tasks move across the Story Board until there is a completed User Story. Planned Team Velocity = 6 points Planned Estimated Hours = 98 hours Story Complete In Process Task Done Task Backlog Story Backlog 3 8 Task User Story 16 Task 8 Task 2 2 16 Task Task User Story 8 Task 4 Task 8 4 Task Task 1 User Story 16 8 Task Task
106. Tasks move across the Story Board until there is a completed User Story. Planned Team Velocity = 6 points Planned Estimated Hours = 98 hours Story Complete In Process Task Done Task Backlog Story Backlog 3 8 Task User Story 16 Task 8 Task 2 2 16 Task Task User Story 8 Task 4 Task 8 4 Task Task 1 User Story 8 Task 16 Task
107. Tasks move across the Story Board until there is a completed User Story. Planned Team Velocity = 6 points Planned Estimated Hours = 98 hours Story Complete In Process Task Done Task Backlog Story Backlog 3 8 Task User Story 16 Task 8 Task 2 2 16 Task Task User Story 8 Task 4 Task 8 4 Task Task 1 User Story 8 Task 16 Task
108. The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible . Planned Team Velocity = 6 points Planned Estimated Hours = 98 hours Story Complete In Process Task Done Task Backlog Story Backlog 3 8 Task User Story 16 Task 8 Task 2 2 16 Task Task User Story 8 Task 4 Task 8 4 Task Task 1 User Story 8 Task 16 Task
109. The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible . Planned Team Velocity = 6 points Planned Estimated Hours = 98 hours Story Complete In Process Task Done Task Backlog Story Backlog 3 8 Task User Story 16 Task 8 Task 2 2 16 Task Task User Story 8 Task 4 Task 8 4 Task Task 1 User Story 8 Task 16 Task
110. The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible . Planned Team Velocity = 6 points Planned Estimated Hours = 98 hours Story Complete In Process Task Done Task Backlog Story Backlog 3 8 Task User Story 16 Task 8 Task 2 2 16 Task Task User Story 8 Task 4 Task 8 4 Task Task 1 User Story 8 Task 16 Task
111. Until the entire Sprint has been delivered to the Product Owner. Planned Team Velocity = 6 points Planned Estimated Hours = 98 hours Story Complete In Process Task Done Task Backlog Story Backlog 3 8 Task User Story 16 Task 8 Task 2 2 16 Task Task User Story 8 Task 4 Task 1 8 4 Task User Story Task 8 Task 16 Task
112. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track 38 96 6 Release Burndown Sprint Burndown Velocity Trend
113. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track 38 96 6 Release Burndown Sprint Burndown Velocity Trend
114. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track 38 96 6 Release Burndown Sprint Burndown Velocity Trend
115. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track 38 96 6 Release Burndown Sprint Burndown Velocity Trend
116. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track 38 96 6 Release Burndown Sprint Burndown Velocity Trend
117. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track 38 96 6 Release Burndown Sprint Burndown Velocity Trend
118. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track 38 96 6 Release Burndown Sprint Burndown Velocity Trend
119. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track 38 96 6 Release Burndown Sprint Burndown Velocity Trend
120. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track 38 96 6 Release Burndown Sprint Burndown Velocity Trend
121. From a Metrics perspective, we Burn Down points to make sure the Release is on track 38 96 6 6 Release Burndown Sprint Burndown Velocity Trend
122. From a Metrics perspective, we Burn Down points to make sure the Release is on track 38 96 8 6 6 Release Burndown Sprint Burndown Velocity Trend
123. We track Velocity Trend to make sure the team is delivering in a Predictable manner 38 96 8 6 6 5 Release Burndown Sprint Burndown Velocity Trend
124. 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. 38 96 8 6 6 5 Release Burndown Sprint Burndown Velocity Trend
125. 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! 38 96 8 6 6 5 Release Burndown Sprint Burndown Velocity Trend
127. 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
138. 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
139. Agile Project Manager – Team People PM People People People People People People People APM
157. 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
178. Team predictability is one thing, but organizations need to be able to track value at the Epic level Epic
179. Team predictability is one thing, but organizations need to be able to track value at the Epic level Epic 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. Feature
180. Team predictability is one thing, but organizations need to be able to track value at the Epic level Epic 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. Feature All of our day-to-day activities need to clearly map to enterprise objectives. We need to build product as one organization User Story
181. Story Backlog In Process Task Done Task Backlog Story Backlog Tier 1 - Scrum
182. Deploy Build Test Design Analysis Tier 2 - Kanban Story Backlog In Process Task Done Task Backlog Story Backlog Tier 1 - Scrum
183. Construction Transition Elaboration Inception Tier 3 - Kanban Deploy Build Test Design Analysis Tier 2 - Kanban Story Backlog In Process Task Done Task Backlog Story Backlog Tier 1 - Scrum
184. Construction Transition Elaboration Inception Tier 3 - Kanban Deploy Build Test Design Analysis Tier 2 - Kanban Story Backlog In Process Task Done Task Backlog Story Backlog Tier 1 - Scrum User Story
185. Construction Transition Elaboration Inception Tier 3 - Kanban Deploy Build Test Design Analysis Tier 2 - Kanban Feature Story Backlog In Process Task Done Task Backlog Story Backlog Tier 1 - Scrum User Story
186. Construction Transition Elaboration Inception Epic Tier 3 - Kanban Deploy Build Test Design Analysis Tier 2 - Kanban Feature Story Backlog In Process Task Done Task Backlog Story Backlog Tier 1 - Scrum User Story
187. Kanban creates a pull system across the entire portfolio that is limited by your actual capacity
188. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Story Backlog In Process Task Done Task Backlog Story Backlog
189. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Story Backlog In Process Task Done Task Backlog Story Backlog
190. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Story Backlog In Process Task Done Task Backlog Story Backlog
191. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog
192. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog
193. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog
194. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog Spike
195. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog User Story User Story Spike
196. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog User Story User Story Spike
197. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 8 Task Task User Story User Story Spike 8 Task
198. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 8 Task Task User Story User Story Spike 8 Task
199. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 8 Task Task User Story User Story Spike 8 Task
200. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 8 Task Task User Story User Story Spike 8 Task
201. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 8 Task Task User Story User Story Spike 8 Task
202. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 8 Task Task User Story User Story Spike 8 Task
203. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 8 Task Task User Story User Story Spike 8 Task
204. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 8 Task Task User Story User Story Spike 8 Task
205. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 8 Task Task User Story User Story Spike 8 Task
206. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 8 Task Task User Story User Story Spike 8 Task
207. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 Task 8 User Story User Story Task Spike 8 Task
208. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 Task 8 User Story User Story Task Spike 8 Task
209. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 Task 8 User Story User Story Task Spike 8 Task
210. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 Task 8 User Story User Story Task Spike 8 Task
211. Construction Transition Elaboration Inception Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 Task 8 User Story User Story Task Spike 8 Task
212. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 Task User Story User Story 8 Task Spike 8 Task
213. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 Task User Story User Story 8 Task Spike 8 Task
214. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 Task User Story User Story 8 Task Spike 8 Task
215. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 Task 8 Task User Story User Story Spike 8 Task
216. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 Task User Story User Story Spike 8 Task 8 Task
217. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 Task User Story User Story Spike 8 Task 8 Task
218. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 Task Task User Story User Story User Story User Story 8 Task Spike Spike 8 Task 8 8 Task Task
219. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 16 Task User Story User Story User Story User Story Spike Spike 8 Task 8 Task
220. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 8 Task User Story User Story 8 Task Spike 8 Task
221. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 8 Task User Story User Story 8 Task Spike 8 Task
222. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 8 Task User Story User Story 8 Task Spike 8 Task
223. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 8 Task User Story User Story 8 Task Spike 8 Task
224. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 8 Task 8 User Story User Story Task Spike 8 Task
225. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 8 Task 8 User Story User Story Task Spike 8 Task
226. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 8 Task 8 User Story User Story Task Spike 8 Task
227. Construction Transition Elaboration Inception Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 8 Task 8 User Story User Story Task Spike 8 Task
228. Construction Transition Elaboration Inception Epic Epic Epic Epic Deploy Build Test Design Analysis Feature Feature Feature Feature Feature Feature Story Backlog In Process Task Done Task Backlog Story Backlog 8 8 Task Task Task 8 User Story User Story User Story User Story 8 Task Task Spike Spike 8 8 8 Task Task Task
229. At the team level, velocity metrics drive predictability 38 96 8 6 6 5 Release Burndown Sprint Burndown Velocity Trend
230. At the program/product level, lean metrics are more meaningful At the team level, velocity metrics drive predictability 38 96 8 6 6 5 Release Burndown Sprint Burndown Velocity Trend
231. At the enterprise level, lean metrics are also the more interesting metric At the program/product level, lean metrics are more meaningful At the team level, velocity metrics drive predictability 38 96 8 6 6 5 Release Burndown Sprint Burndown Velocity Trend
233. 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
234. 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
So, before we get started, a little about me. My name is Mike Cottmeyer, I am an agile transformation coach with Pillar technology. Before I joined Pillar I was a trainer and consultant with VersionOne. Before that I ran a pretty large agile portfolio of projects for CheckFree (now Fiserv). Pillar Technology has been around for about 13 years and is just about 100 people strong. Pillar specializes in agile transformation and project delivery. We can bring in agile coaches on the leadership and project management side. We can bring in coaches to help you with TDD. We can spin up teams and help you deliver projects.
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
So here is our small agile team.
Agile teams are cross functional units that have everything they need to deliver some increment of business value. In a software organization… the agile team is going to have one or more developers…
They will have one or more QA testers. Sometimes teams have technical testers that are responsible for writing unit tests… sometimes this is left up to the developers. Sometimes teams have manual testers… possibly exercising the UI. Many teams will do both kinds of testing.
Sometimes a team will someone playing the role of business analyst. This can be a dedicated position on the team… or it might be blended with some other role… maybe a lead developer. Often times teams will have a BA that is serving as a proxy product owner for the real customer or product owner. Dedicated or blended Custome proxy
Agile teams will usually have someone in the role of ScrumMaster or Agile process coordinator. This can be a dedicated position on the team or a role that is shared with another role on the team. Sometimes you have a dedicated ScrumMaster but they are working with more than one agile team at a time.
Last but not least we have a product owner. They are the interface between the team and the business. They are the single wringable neck and responsible for the business outcomes of the product. They define requirements, set the priorties, and othewise help the team converge on the best possible outcome to meet the business objectives. Agile teams have all these roles in some form or fashion… they are self contained and independent. This kind of team is the backdrop to almost everything you read about adopting agile. This is such an important concept because if this isn't’ the kind of team you are building as you adopt agile… some of the things you are learning about just aren’t going to work.
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.
12. Our goal is to recognize, that on projects where we have a tremendous amount of uncertainty... we don't want to create plans that don't reflect our current understanding of reality. We don't want to assume the process overhead of change management, when change is going to be the norm. Agile gives us a way to manage our projects, in the face of uncertainty, while aggressively working to reduce risk and uncertainty.
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Explaining the hierarchy of value
Explaining the hierarchy of value
Explaining the hierarchy of value
Story Mapping
Story Mapping
Story Mapping
Story Mapping
Story Mapping
Story Mapping
Story Mapping
Story Mapping
Story Mapping
Story Mapping
Story Mapping
Story Mapping
Story Mapping
Story Mapping
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Story Mapping
Story Mapping
Story Mapping
Story Mapping
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Scrum is a team based methodology…Ideal team size is 5 to 9 peopleTeam has everything it needs to deliver an increment of working productVery clear role and responsibility delineation: ScrumMaster, Product Owner, TeamProduct Owner brings the whatTeam decides the howWIP is limited by the velocity of the teamScrumMaster’s job is to get rid of the stuff slowing the team down The idea is to deliver in short sprints…… use empirical process control, inspect and adaptTotally designed to be a lightweight framework for delivering products in the face of uncertaintyI
Explaining the hierarchy of value
Explaining the hierarchy of value
Explaining the hierarchy of value
So, before we get started, a little about me. My name is Mike Cottmeyer, I am an agile transformation coach with Pillar technology. Before I joined Pillar I was a trainer and consultant with VersionOne. Before that I ran a pretty large agile portfolio of projects for CheckFree (now Fiserv). Pillar Technology has been around for about 13 years and is just about 100 people strong. Pillar specializes in agile transformation and project delivery. We can bring in agile coaches on the leadership and project management side. We can bring in coaches to help you with TDD. We can spin up teams and help you deliver projects.