2016-02-10 Agile Talks #12 - Adaptive Planning
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Transcript of 2016-02-10 Agile Talks #12 - Adaptive Planning
3
Product requirement perspective
Team techniques and tools
Schedule and delivery
Planning for team performance
Adaptive PlanningAgenda for today
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Fragment the deliverable
Time to market
Keep close to the competitors
Adapt solution along the way
Business need & factors for successCan you get us there?
5
Trial and demonstration reveals the detailsIs done repetitively, throughout the projectIs done in small chunks, not all at once
Adaptive planningHow is it different from traditional
planning?
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Look for the MVP or Minimum Marketable Product
20/80 effort / benefits
Functionality core offered to clients for feedback
Extend the knowledge as we go
Update the Plan according to feedback
Reframe the product for future versions
Frame the Product Roadmap
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Effects on TeamDividing work in functional hierarchies
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Release planningIteration planningDaily planning
Multiple levels of planningHow do we get there?
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High level estimations: T-shirt sizing Planning Poker The bucket system Dot voting Affinity mapping Learn from past estimations
Release planningHow do we decide?
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Divide until maximum size or lessDefine the technical requirements and dependenciesBreak the features down into tasksIdentify all activities required for the completion of each taskProvide effort estimations for each task
Iteration planningWhat does the team need to do?
12
Effects on teamAre we there yet?
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Change of Scope MVP definition may change Release scope may vary The complete product Roadmap will suffer adjustments New stories are defined, making the MVP/Product viable
again
For some features, Priority is affected Either increased or decreased, depending on the new info
available
Estimates change based on newly found risks and technical dependencies
Adaptive (re)planning effects:
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Revisit delivery dates / commitments
Get customer agreement on the changes (scope / priority / schedule)
Keep an eye on over-design initiatives
Adaptive planning challengesToo simple to handle?
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Plan at multiple levels
Engage both the team and customer in planning
Manage expectations through frequent demonstrations
Tailor processes to project characteristics
Use estimate ranges, to reflect uncertainty
An effective agile PlanningThe principles
Keep track of risks, distractions, team availability, diversions, outside work
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Adaptive leadership Forming -> Directing Storming -> Coaching Norming -> Supporting Performing -> Delegating
Team motivationTeam space
Caves and Common Osmotic communication Tacit knowledge
High performance teams
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High performance teams
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