Introduction to Agile Project Planning and Project Management

1. Introduction to Agile Planning and Project Management By Mike Cottmeyer, Agile Coach LeadingAgile, LLC

2. Mike CottmeyerLeadingAgilemike@leadingagile.com 1.404.312.1471www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadingagilelinkedin.com/in/cottmeyer

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

6. Agile has a Project Manager problem…

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

16. Agile Values & Principles

17. The Agile Manifesto (2001) Individuals and Interactions Processes and Tools

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

23. Challenging the Project Management Paradigm

24. The BIG Paradigm Shift Scope Cost Time

25. The BIG Paradigm Shift Cost Time Scope

26. The BIG Paradigm Shift Cost Time Reduce Risk Scope

27. The BIG Paradigm Shift Cost Time IncreaseValue Scope

28. Is Your Project a Good Candidate for Agile?

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

31. Reducing Delivery Risk

32. Emergence or Convergence

33. Fundamentals of Team Based Agile

34. Team

35. Developers

36. Testers Developers

37. Analyst Testers Developers

38. Analyst CSM Testers Developers

39. Product Owner Analyst CSM Testers Developers

40. Agile Process Flow…

41. Product Vision Understanding why we are doing what we are doing, who it is for, and the overall market opportunity

42. Product Backlog The master list of things that we want to build into the product

43. Iteration Backlog The highest priority items that we intend to build in the next 2-4 weeks

44. Feedback Loops Inspect and adapt on regular cadences to mitigate delivery risk

45. Working Product Is the primary measure of progress, at the end of each time-box we have a deliverable

46. Cadences Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9

47. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9

56. User Story Screen User Story Team User Story Report User Story User Story Database User Story User Story

57. User Story Screen User Story Team User Story Report User Story User Story Database User Story User Story

58. Agile Non-Negotiables Teams Backlog Cadence Done

59. My Customer Doesn’t Give a Crap About Your User Stories!

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

64. INVEST Independent Negotiable Valuable Estimateable Small… Sized Appropriately Testable

65. Story Maps start with the identification of larger, more strategic organizational goals Epic

66. Epicsare decomposed into Features that describe the value added into the product Epic Feature

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

79. Varying Scope Using the Minimally Marketable Feature

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

84. All I Need to Know is Backlog Size & Velocity

85. Burndown Charts

86. Backlog Size

87. Backlog Size Time

88. Velocity – The rate at which we complete the estimate Backlog Size Time

89. Managing & Controlling Agile the Delivery Process

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

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

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

126. Predicting the Future… Looking Forward on Agile Projects

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

128. Velocity at Project, Release, and Iteration Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9

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

140. Agile Project Management in Larger, More Complex Enterprises

141. Agile in the Enterprise

142. Agile (Project Management) in the (Traditional) Enterprise

143. Agile (Project Management) in the (Traditional) Enterprise

144. Contrasted with… Enterprise Agile

145. Enterprise Agile... it’s different!

146. Enterprise Agile

153. Team A Team B Team C Team D Team E Team F

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

158. Let’s Talk About the Stuff That Breaks Agile

159. External Dependencies

162. Many-to-Many Relationships

171. Agile Project, Program, and Portfolio Management using Lean, Kanban, and TOC

172. Team 1

173. Team 1 Team 2

174. Team 1 Team 2 Team 3

175. Team 1 Team 2 Team 3 Team 4

176. Team 1 Team 2 Team 3 Team 4 Team 5

177. Establishing the relationship between team level velocity and enterprise level throughput?

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

191. 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

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

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

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

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

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

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

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

232. Balancing Organizational Constraints

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

235. Agile Project Manager - Enterprise Team PM Team Team Team Team Team Team Team APM

236. www.slideshare.net/mcottmeyer Mike CottmeyerLeadingAgilemike@leadingagile.com 1.404.312.1471www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadingagilelinkedin.com/in/cottmeyer

Introduction to Agile Project Planning and Project Management

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Destacado

Destacado (20)

Similar a Introduction to Agile Project Planning and Project Management

Similar a Introduction to Agile Project Planning and Project Management (20)

Más de Mike Cottmeyer

Más de Mike Cottmeyer (20)

Último

Último (20)

Introduction to Agile Project Planning and Project Management

Notas del editor