Innolution Agile Planning Rubin

8/8/2019 Innolution Agile Planning Rubin

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Copyright (c) 2006-2007, Innolution, LLC and Mountain Goat Software, Inc. All Rights R

Agile P lanningby Kenny Rubin

Includes slides from:


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Copyright (c) 2006-2007, Innolution, LLC and Mountain Goat Software, Inc. All Rights Reserved.

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[email protected]

(303) 827-3333 (office)

(303) 589-5938 (mobile)

InstructorKenny Rubin

Managing Director


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Multi-level

PlanningMulti-level

Planning


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ExercisePlanning Retrospective

At which points in your SDLC do you performplanning?

What are your typically critical constraintswhen planning (e.g., date, features, etc.)?

What is your source of estimates and dates?

All-encompassing task-oriented plans created

upfront Reluctance to update plans Little buy-in to dates from

team

Created at multiple levelsof detail

Frequently updated Created by team with full

buy-in

Sequential Agile


5

ExercisePlanning Assessment(P lanning Levels)

Before the first iteration, wecreate an initial plan thatshows an incremental releaseof features and we updatethis plan during the project.

At the start of each iterationwe create a plan showing thetasks that well work onduring that iteration.

N/ AFalseMoreFalsethanTrue

MoreTruethanFalse

True


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ExercisePlanning Assessment(Critical Variables)

Product owners are willing todiscuss tradeoffs betweenscope and schedule.

Product owners prioritizework for teams.

One or more of scope,schedule, or resources isallowed to change during aproject.


MoreTruethanFalse

True


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ExercisePlanning Assessment(Progress Tracking)

We create and update iterationburndown charts, which showshow much estimated work isremaining each day.

At the end of each iteration,we create a release burndownchart, which shows how much

work remains in the release.

Features are either completeor not; no partial credit isgiven.

Teams knows their velocity.


MoreTruethanFalse

True


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ExercisePlanning Assessment(Source of Dates and Estimates)

Estimates are createdcollaboratively by the peoplewho will do the work.

Developers are included inthe planning process in away that they canmeaningfully andappropriately affect scopeand deadlines.


MoreTruethanFalse

True


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ExercisePlanning Assessment(When Do We Plan)

Teams communicate the needto change release date orscope as soon as they arediscovered.

Team members leave planningmeetings knowing what needsto be done and haveconfidence they can meet theircommitments.

Effort spent on planning isspread approximately evenlythroughout the project.

Upfront planning is helpfulwithout being excessive.


MoreTruethanFalse

True


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What Makes Planning Agile?

Is more focused onplanning than the plan

Is more focused onIs more focused on

planning than the planplanning than the plan

Encourages changeEncourages changeEncourages change

Results in plans thatare easily changed

Results in plans thatResults in plans that

are easily changedare easily changed

Is spread throughoutthe project

Is spread throughoutIs spread throughout

the projectthe project

Balances effort withprobability of changeBalances effort withBalances effort withprobability of changeprobability of change


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Exercise: Double Black DiamondSurvival Project

Project goal is to getto from the top of themountain to thebottom using theequipment, time andresources that you

have been allocated Plan your project!


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Does Agile Mean Dont Plan?

No! The opposite, agile puts a premium onplanning

PlanningLevel Frequency Who Focus

Product1-2 times per

yearProduct ownerand executives

Product evolution overtime

Release3-4 times per

yearProduct owner

and team

Tradeoffs betweenfeatures and delivery

date

SprintEvery

iterationProduct owner

and team

What features can bedelivered within the

sprint

Daily Every day TeamHow to complete

committed features


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The Planning Onion

AgileProduct

Managementis

mostlyconcerned

withthespacefromProducttoSprint.

StrategyStrategy

PortfolioPortfolio

ProductProduct

ReleaseRelease

SprintSprint

DailyDaily


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Product Roadmap

Q107 Q207 Q307 Q407

MarketMap

Feature/Benefit Map

ArchitectureMap

MarketEvents

ReleaseSchedule

Ruby onRails

ScrumGathering

0.5

Class ListingsCST Support

MembershipBulk Loading

Launch &Retire

1.0

Agile 2007

SearchingFiltering

RegOnlineIntegration

Based on design from Luke Hohmann


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Roadmaps and Backlogs AreIndependent But Linked

Q107 Q207 Q307 Q407

MarketMap

Feature/Benefit Map

ArchitectureMap

MarketEvents

ReleaseSchedule

Ruby onRails

ScrumGathering

0.5

Class ListingsCST Support

MembershipBulk Loading

Launch &Retire

1.0

Agile2007

SearchingFiltering

RegOnlineIntegration

Story 41

Story 16

Story 15

Story 4

Story 3

Story 2

Story 1


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Release Planning

Release Plan

Sprint 1Sprint 1 Sprint 2Sprint 2 Sprint 3Sprint 3 Sprint 4 - 7Sprint 4 - 7

Release 1 Release 2 Release 3


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Sprint P lanning

Sprint 1Sprint 1

4Task 5

5Task 4

12Task 3

6Task 2

8Task 1


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Putting It All Together

Release 1 Release 2 Release 3

Release Plan

Sprint 1Sprint 1 Sprint 2Sprint 2 Sprint 3Sprint 3 Sprint 4 - 7Sprint 4 - 7

4Task 5

5Task 4

12Task 3

6Task 2

8Task 1

ProductRoadmap

SprintBacklog


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When Does P lanning Occur?

Stakeholders

LeaderLeaderLeaderLeaderLeaderLeaderPO

ReleasePlanning

POPlanning

SprintPlanning

POPlanning

Estimate SprintReview

Leader

SprintRetro

Leader

SprintPlanning

Team &SM

Jan Feb Mar


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Core Agile P lanning Elements

Sum

Story 41

Story 16

Story 15

Story 4

Story 3

Story 2

Story 1

200

5

13

2

1

8

3

5 Individual productbacklog estimates

Individual productbacklog estimates Team velocity

Team velocity

Release size estimatesRelease size estimates

of individualestimates

Velocityismeasured

intheunitsyou use

toestimateProduct

Backlogitems


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Whats a Good Plan?

A good plan is one that supportsreliable decision-making

Will go from

Well be done in the fourth quarter Well be done in November Well be done November 7th

~John Maynard Keynes

Its better to be roughly

right than precisely wrong.Its better to be roughly

right than precisely wrong.


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...Three Levels of P recision

As a frequentflyer, I want to...










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55

55

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33Yesterday I startedon the UI; I should

finish before the endof today.

Yesterday I startedon the UI; I should

finish before the endof today.

Code the UICode the UI 88

Write test fixtureWrite test fixture 66

Code middle tierCode middle tier 1212

Write testsWrite tests 55

Automate testsAutomate tests 44

Product Backlog Sprint Backlog


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ReleasePlanningReleasePlanning


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What is Release Planning?

To answer questions such as: How much will be done by June 30?

When can we ship with this set of features? How many people or teams should be on this

project?

Purpose

Velocitythe amount of work completedin a Sprint

The length of the project Prioritized Product Backlog

Inputs


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What Features to Include: MuSCoW

Product Backlog

Must have

Should have

Could have

Wont haveMoved to the nextrelease (out of scope)

123


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Minimum Marketable Features

Components with intrinsic marketablevalue

Creates business value by: Competitive differentiation Revenue generation Cost Saving Brand projection Enhanced loyalty


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An Example Theme

..., I want to book a flight using miles.

As a frequent flyer, I want to book a flight.

..., I want to book a flight and pay for it.

..., I want to re-book a flight I take often.

..., I want to request an upgrade to first class.

..., I want to see if my upgrade cleared.

Be sure you are organizing stories around user needs;not around how youll build the software or

how the company is organized.


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Three ways to determine Initial Velocity

Initial Velocity

Use historical averagesUse historical averagesUse historical averages11

Wait until you run at least one sprintWait until you run at least one sprintWait until you run at least one sprint

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Forecast itForecast itForecast it33

Express velocity as a range that matches youruncertainty in it


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Look at Velocity in a Few Ways

Sprints

Mean (Worst 3) = 28

Mean (Last 8) = 33

Last Observation = 36


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Extrapolate from Velocity

At our long-term average well finish here(533)

At our slowest velocity well finish here(528)

At current velocity well finish here (536)

Assume:Therearefive

iterationsleft.


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Example: Updating a Release P lan

Iterations

Velocity Mean of worst 3

Most recent

Long-term average

=

=

= 15

Here are the results of the last 8 iterations. There are 6iterations left. Using this data, update the release planon the following slide by drawing three arrows into it.

Here are the results of the last 8 iterations. There are 6iterations left. Using this data, update the release planon the following slide by drawing three arrows into it.


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Example: Update This Release P lan

RunningTotal

Estimate Story

5 5 As a user, I can...












6 worst 3 = ____ 6 average of last 8 = ____ 6 most recent = ____


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Fixed-date P lanning

1.Determine how many iterations you have

2.Measure or estimate velocity as a range

3.Multiply nominal velocity number of iterations

Count off that many points

These are Will Have items

4.Multiply optimistic velocity number of iterations

Count off that many more points These are Might Have items

How much can I get by ?How much can I get by ?How much can I get by ?


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Fixed-date Planning: An Example

Desired releasedate

30 June

Todays Date 1 January

Number of

iterations

6 (monthly)

Nominal velocity 15

Optimisticvelocity

20

615

620

Will have

Might have

Wont have


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Fixed-scope P lanning

1.Sum all the backlog items the customer needs

2.Measure or estimate velocity as a range

3.Divide total story points by optimistic velocity

This is the shortest number of iterations itcould take

4.Divide total story points by nominal velocity

This is the most iterations it could take

When will all of this be done?When will all of this be done?When will all of this be done?


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Fixed-scope planning: an example

Total story points desired 120

Nominal velocity 15

Optimistic velocity 20

12020=

12015=


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SprintPlanningSprintPlanning


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Which Are We Talking About?

4Automate tests

5Write tests

12Code middle tier

6Write test fixture

8Code the UI

2As a frequent flyer,

I want to


I want to


I want to


I want to


I want to

Sprint2

Sprint1

Product Backlog Sprint Backlog

Creatingthis

isSprint

Planning

Yesterday I startedon the UI; I shouldfinish before theend of today.

Yesterday I startedon the UI; I shouldfinish before theend of today.


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-3 -2 -1

1 2 3 4 5

6 7 8 9 10

11 12 13 14 15

16 17 18 19 20

+1

SprintPlanning

Sprint Reviewand

Retrospective

Sprintprioritization

SprintPlanning


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Sprint P lanning Meeting

Product backlogProduct backlog

Sprint GoalSprint GoalTeam capabilitiesTeam capabilities

Business conditionsBusiness conditions

TechnologyTechnology

Current productCurrent product

Sprint BacklogSprint Backlog

Product

Owner

Product

Owner

Scrum

Team

Scrum

Team

ScrumMaste

r

ScrumMaste

r

Sprint PlanningMeeting

(Conducted byProduct Owner)

Sprint PlanningMeeting

(Conducted byProduct Owner)


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The Sprint Goal

A short statement of what the work willbe focused on during the Sprint

Database Application

Financial services

Life Sciences

Support features necessary forpopulation genetics studies.

Support more technical

indicators than company ABCwith real-time, streaming data.

Make the application run on SQLServer in addition to Oracle.


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From Sprint Goal to Sprint Backlog

Team working in conjunction with ProductOwner select Product Backlog items thatare aligned with Sprint Goal

Team self-organizes around how theyllmeet the sprint goal

ScrumMaster doesnt assign tasks toindividuals

ScrumMaster doesnt make decisions for theteam

Sprint Backlog is created

List of tasks necessary to achieve the work isselected for the Sprint


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A Sprint Backlog

Code the user interface

Code the middle tier

Create & automate tests

Design user interface

MonMon

8

16

8

12

As a user, I want toread profiles of people

Id like to date

As a user, I want toread profiles of people

Id like to date

Code the user interface

Code the middle tier

Test the middle tier

8

16

8

As a user, I want tosearch for prospective

dates on age range

As a user, I want tosearch for prospective

dates on age range

You leave Sprint planning with an estimated set oftasks

And the teams commitment to complete the productbacklog items represented by this Sprint Backlog

You leave Sprint planning with an estimated set oftasks

And the teams commitment to complete the productbacklog items represented by this Sprint Backlog


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Purpose of Sprint Planning

Thepurposeofthesprintplanning

meetingistoarriveatacommitmenttoa

sprintgoalorsetofproductbacklog

items.

Thepurposeofthemeetingisnotto

comeupwithalistoftasksandhours.

Thetasksandestimatesareatoolfor

determiningwhatwecancommitto.


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Cannotcommit

Commitment-Driven SprintPlanning

Ask ForTeam

Commitment

AdjustPriorities

IdentifySprintGoal

Select

A StoryTo Add

Split UserStories Into

Tasks

EstimateTasks

Remove aUser Story

SprintPlanningIs Done

Can commit;but full

Can commit;not full


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Why Agile Planning Works

Eliminate Waste

Dont plan too far into the future for features thatwe might never build

Work in Progress is eliminated (completed) everySprint

Schedule buffering (rather than task buffering)eliminates aggressive local safety waste

Amplified Learning Replanning occurs frequently Estimates of size and duration are separated Uncertainty is acknowledged and planned for

Leave Options Open as Long as Possible

Feature buffering allows commitment to exactdeliverables at the time when best information isavailable


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Why Agile Planning Works(Continued)

Deliver as Fast As Possible

Plans are based on features, not tasks Small stories (features) keep the work moving

Resource alerts and effective prioritization enableearly finishes

Empower the Team

Estimating, planning and tracking are done at theteam level, not individual level

Schedule buffering is done at the team level

See the Whole

Plans are made at different levels

Focus on the end date (end of Sprint or end ofRelease) and not the specific task completion dates

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