Agile Program Fundamentals PDF

Course Topics
1 Pattern introduction
2 Team Roles & Responsibilities
3 Discovery 1
4 Discovery 2
5 Discovery 3
ACADEMY
6 Delivery & Iteration Basics
Agile Program
7 Stories
8 Delivery Setup - Iteration Zero
Fundamentals 9
10
Release & Iteration Planning
Iteration Execution
Course IAA2 11 BVCs

12 Distributed Teams
13 Tips & Tricks
Pattern Introduction Doing the Right Work & Doing the Work Right
Strategy Pattern Program Pattern Operational Pattern

DISCOVERY SECTION DELIVERY SECTION
TEAM 1 1 2 3 4 5 6
Mission & Vision
Objectives & Goals S TRATEG IC PRO G RAM S

TEAM 2 1 2 3 4 5 6
Portfolio funnel of work
Strategic Initiatives
TEAM N 1 2 3 4 5 6
Doing the Right Work Doing the Work Right

Pattern Introduction The Program Pattern used to launch and execute programs
Strategy
IDEA DISCOVER DELIVER
Strategic Initiative Problem Understand & Strategize Governance / Iteratively build,

New Requirement Opportunity Funding Gates test & deliver
Enhancement
EXPLORE / BUILD / TEST / MANAGE /

MOBILIZE UNDERSTAND
STRATEGIZE IMPLEMENT EVOLVE
Pattern Introduction Discovery Practice
Iterate until done

MOBILIZE UNDERSTAND
Discovery brief Problem analysis Solution options Program Charter (Proposal)

Right stakeholders Stakeholder analysis Preferred solution
& Gate Approval
Gate approval to start Desired outcome Estimation
Benefits Planning
Blockers Cost / Benefit analysis
Scope
Epics / Features / MVP
Risks & Dependencies
Collaborate to Elaborate
Pattern Introduction Discovery Practice
ITE
ATE RA
O R TE
A B UN
L
Problem
TI
TO
L
DO
Cost / Desired
TE
NE
RA
Benefit Outcome
BO
COLLA
IDEA Plan Blockers PROPOSE
DISCOVER
Estimate Epics
Solution
Strategy
Pattern Introduction Cone of Uncertainty
DISCOVERY DELIVERY
+ 100
-100
D1 D2 D3
Pattern Introduction Lifecycle of Delivery
At start of Iteration
Releases or Iteration Planning

phases
Discovery Discovery Deliver
1 2 R1
Daily Standups
Optional
Work
Iteration Iteration Iteration Iteration
0 1 2 n Showcase
At end of Iteration
Iteration zero
is the setup iteration
Retrospective
Pattern Introduction Scrum
Inputs from customers, Daily Standup Meeting

15-30 Minutes
team, managers, execs
1-4 Week Sprint

Sprint end date and
deliverable do not change
Product Owner
Scrum
Master
Product Backlog Team Sprint Backlog Sprint

Retrospective
A Prioritized List Sprint Planning Meeting Task Breakout
of what is required: The team commits to as
features, bugs to fix much high priority backlog
as can be completed by the
Finished Product
end of the sprint Product Increment
Sprint Review
Pattern Introduction The Portfolio Wall
AWAITING AWAITING IN AWAITING AWAITING IN IN DONE

NEW DISCOVERY DISCOVERY DISCOVERY DISCOVERY DISCOVERY DELIVERY FINAL
APPROVAL RESOURCES APPROVAL RESOURCES DEPLOYMENT
XYZ
XYZ XYZ XYZ
XYZ XYZ XYZ XYZ
LARGE
XYZ XYZ
XYZ XYZ XYZ XYZ
MEDIUM
XYZ
XYZ
SMALL
XYZ DEPARTMENT 1
XYZ DEPARTMENT 2 PRIORITIZED LIST PRIORITIZED LIST
WAITING STAGES1
Pattern Introduction Slow Down in Order to do More
BACKLOG IN PROGRESS DONE
P P
P P P
P P P
PP PP
P P P
P P P
P P P P P
P P
P
P P P
P
P P P P P
P P P
P
P
Minimize WIP by Managing the Funnel
and not Overburdening
Pattern Introduction Agile Project Characteristics
Loosely coupled
tightly aligned
Small cross
functional teams Iterative Highly
(Incl. customer) collaborative
Self Facilitated and Authentic

Organizing managed transparency
Pull work to Flexible to Disciplined

WIP limit change approach
Shared and Focused on

consistent feedback &
clarity of continuous
purpose improvement
Course Topics
3 Discovery 1
4 Discovery 2
5 Discovery 3
ACADEMY
Agile Program
7 Stories
Fundamentals 9
10
Iteration Execution
Course IAA2 11 BVCs

13 Tips & Tricks
Team Roles and Responsibilities PM, IM, CM Involvement
Discovery Discovery Deliver Operate
1 2 R1
Project Manager
Iteration Manager
Change Manager
Team Roles and Responsibilities Agile Story Hierarchy
PROGRAM The Program
PROJECT Project 1 Project 2
also called “hills”

RELEASE Epic 1 Epic 2 Epic 1 Epic 2 and often limited to 3
ITERATION Feature 1 Feature 2 Feature 1
Story 1 Story 2
Task
Team Roles and Responsibilities LeSS: Large Scale Scrum
Team Roles and Responsibilities Scaled Agile Framework
The Agile Program Pattern

can be applied to small and
large piece of work
Team Roles and Responsibilities Cross Functional Empowered Teams
CORE IM PM
5-9 People
Dedicated
EXTENDED GOVERNANCE
Cross Functional
Empowered
Key Stakeholders Steering committee
Business SME (Customer) External experts PMO
Analysts Enterprise Architect
Developers
Testers
Solution Architect
Team Roles and Responsibilities Key Roles
TM The Team (the doer’s)

PO
The Product Owner
IM
The Iteration Manager
PM
The Project Manager
CM
Change Manager
These are the committed parties, the people responsible for the success of the project
and product. There will be other involved parties, but they won’t be responsible for the
success of the project or product

Team Roles and Responsibilities Key Roles and Responsibilities
Core Extended Steering
IM SME TM PO PGM PM SH SC
Iteration Subject Team Product Program Project Stake Steering

Manager Mater Owner Manager Manager Holder Committee
Expert
CM EXP SP
Change Experts Sponsor

Manager
Team Roles and Responsibilities Scaled Agile Framework
The key roles and responsibilities

in an Agile Project Team?
Agile Program PGM SC
PO PO
Agile Project 1 PM SP
IM IM
EXP EXP
SME TM SME TM
SH SH
core core
extended extended
Sometimes called
Team 1 “PODS” Team 2
Team Roles and Responsibilities Shared Ownership
Product Management Operations
Inside Sales
Marketing
Support
Code
Test Design
…And shared ownership of client / user outcomes by teams

Team Roles and Responsibilities Team Responsibilities
Self organization
Making commitments
Meeting commitments
Management of the team – every team member is responsible for this
Respecting other members of the team

Team Roles and Responsibilities Product Owner Responsibilities
IM PM CM
PO
Product Owner • Voice of the customer/project sponsor
• Defines features of the product
• Responsible for the profitability of the product (ROI)
• Manages stakeholders and their interests
• Accepts/rejects work results
• Maintains just-enough, just-in-time feature detail
• Shares success with the team

Team Roles and Responsibilities Iteration Manager Responsibilities
PO PM CM
IM
Iteration Manager • Servant leadership/facilitation of the Core team – POD – during delivery and deployment
• Helps remove impediments
PM • Acts as guardian of the iteration process/framework

IM
• Improves lives of team members by facilitating empowerment and creativity
• Helps team improve productivity in any way possible
• Works with team and PO to ensure each iteration of the product is potentially shippable
core • Works with team and PO to ensure quality is never compromised
• Coaches and helps team members in the Agile way of working

extended
• Energize and inspire the team
Team Roles and Responsibilities Project Manager Responsibilities
PO IM CM
PM
• Facilitates and manages the Discovery phases and cycles
• Serve as leadership/facilitation of the Project ( multiple Pods)
• Facilitates dependency management using the ‘Team of Teams’ model across Projects and Pods and
Project Manager
• Helps remove impediments
• Acts as guardian of the overall project process/framework
• Improves lives of team members by facilitating empowerment and creativity
• Helps team improve productivity in any way possible
• Helps the PO with multi-stakeholder management
• Manages and communicates with non PO stakeholders
• Works with team and PO to ensure quality is never compromised
• Coaches and mentors the Agile way of working
• Energizes and inspires the team to greater heights

Team Roles and Responsibilities Change Manager Responsibilities
PO IM PM
CM
Change Manager
• Facilitates and manages the roll out and implementation of the project outcomes.
IM IM CM
• Leads the Change Management Pod (sometimes called ‘Coms and Change’
• Looks after end user comms, training, process changes and overall adoption
• Closely involved in end user testing and acceptance

POD1 POD 2 CM POD
• Works closely with all the other IMs
• Works Agile
PM
Team Roles and Responsibilities Line Management
What are the roles of SP SC
Line Management
and how do they
interact with the Agile Program PGM
team?
Executive
EXP
Agile Project 1 PM
Manager MGR
SH
TM SME
2
IM
core
First Line First Line First Line 3 extended
Manager Manager Manager PO
Team 1
Team Roles and Responsibilities Steering Committee
Agile Program PGM SP SC
Steering Committee
PO
Agile Project 1 PM
IM • Chaired by Sponsor
EXP • Senior Execs from the BU executing the project/program
• Senior impacted BU executives – (Customers)

TM SME
SH
• Senior execs of partners or key suppliers
core • Risk and Compliance (optional)
extended
ENVISION
INSPIRE
Team 1 CHALLENGE
SERVE
Team Roles and Responsibilities Decision Work Groups
SP SC
Decision Work Groups

Agile Program PGM Senior decision makers from the
business / customer groups
PO
Agile Project 1 PM
IM
also called
EXP
Product Owner Forum
TM SME
SH To quickly make decision when there are
multiple customers with conflicting of large
core bureaucratic processes to cut through.
extended
Team 1
Team Roles and Responsibilities Who is Responsible for Benefits?
Benefits identification?
Benefits estimation?
Product Owner
Benefits scoping?
Ensuring the solution can deliver the benefits expected?
Benefits tracking?
Product Owner Sponsor
Benefits harvesting?
Team Roles and Responsibilities Leadership Style
Situational Leadership Model
High The Situational Leadership Model is a technique used

s3 Low Directive and High s2 High Directive and High
to align leadership styles with individual differences.
Supportive Behavior Supportive Behavior
Supportive Behavior
Followers generally lack the skills required for the task but are
Supporting Coaching s1
eager to learn and willing to take direction
Delegating Directing Followers have some of the skills needed, but lack any real understanding of
s2
how to complete the task. These people can’t succeed without some help
s4 Low Directive and Low s1 High Directive and Low Followers are capable, but lack the confidence or
s3
Supportive Behavior Supportive Behavior motivation to complete the task on their own
Followers are skilled and even experienced at a task,

Low High s4
and they are confident and motivated.
Directive Behavior
Team Roles and Responsibilities Agile Project Team Characteristics
1 2 3
Cross Core &
Small
functional cross-tended
4 5 6
What are the Characteristics on an Dedicated & Single outcome that is shared Very supportive and do
Agile Project Team? committed team members and clearly understood by all
team members
whatever is needed to help
reach the outcomes
7 8 9
Structured with a PM, IM, Clear decision making All team members
SME and Product Owner. responsibilities collaborate and contribute
continuously and effectively
Course Topics
3 Discovery 1
4 Discovery 2
5 Discovery 3
ACADEMY
Agile Program
7 Stories
Fundamentals 9
10
Iteration Execution
Course IAA2 11 BVCs

13 Tips & Tricks
Discovery 1 The Program Pattern used to launch and execute programs
Strategy
IDEA DISCOVER DELIVER
Strategic Initiative Problem Understand & Strategize Governance / Iteratively build,

New Requirement Opportunity Funding Gates test & deliver
Enhancement

MOBILIZE UNDERSTAND
Discovery 1 Discovery Practice
Iterate until done

MOBILIZE UNDERSTAND

& Gate Approval
Benefits Planning
Scope
Discovery 1 M2.2 - Purpose and Benefits Why should we do the discovery practice?
Objectives Benefits
Improved
Shared and ROI
deeper
understanding
Faster
Assign scarce Time to
resource to the Market
right initiative
Better
Designs
Business Case
Better
Cost/ Benefit?
Products
Prioritise & Happier

Manage the
funnel People
Explore Highly
Options Productive
Teams
Discovery 1 M2.3 - Input to Discovery What is the Minimum Input needed for the Discovery Practice?
1-2 Hours Max!

Filled in by the initiator
Discovery 1 Contents of the Discovery Brief
Summary Sponsor Initiator
Problem Statement Pain Impact Benefit Estimate
Strategic Alignment Solution Options Constraints
Wish Date Urgency Criticality
Cost Appetite Initiative Size Key Stakeholders

Discovery 1 Who, When and for How Long Who should be there, when shuold it be run, and how long should it take?
Who When How Long
Initiator As soon as all the key Run in a facilitated workshop

Key Stakeholders people are available setting
Key Experts
As soon as Discovery is Can be multiple workshops
Sponsor ( Part time) approved if there is a gate with breaks in between
check before discovery Not spread over more than
3-4 weeks
Workshop time should be in

the region of 1-5 days or as
necessary
Discovery 1 Not Paint By Numbers - Think!
Discovery 1 Analyzing the Problem
Root Cause Analysis

Problem Grouping
( How Come?)
Impact Analysis
( So What?)
Discovery 1 Stakeholder Analysis
Who is the customer? High level Value Stream

( Internal + External) Map
IMPACT
Stakeholder mapping
INFLUENCE
Discovery 1 Other Examples of Stakeholder Analysis
HIGH
It is critical that you

B
understand the ‘positioning’ of
KEEP MANAGE
SATISFIED CLOSELY your stakeholders.
H
A
F
POWER
G C
Other ‘positioning’ techniques:
MONITOR KEEP Power/ Influence

( MINIMUM EFFORT) INFORMED
Influence/ Impact
E
D
LOW HIGH
LOW INTEREST
Time is a precious commodity,
EXAMPLE OF A POWER/INTEREST GRID manage it wisely.
Source: Pmbok, Fourth Edition
Discovery 1 Value Proposition Canvas
TOM ER SEGME
C U S NT
VALUE PROPOSITION
Gain
Creators
Gains
Products & Customer

Services Job(s)
DISCOVER
Pain Pains
Relievers
DR. ALEX OSTERWALDER & DR. YES PIGNEUR

Created by 470 practitioners from 45 countries
Discovery 1 Defining the Desired Outcome & Benefits
Business Outcomes Estimated Benefits
Each business outcome must have one or more

estimated $$ value benefits
SMART Requirements SMART Goals
A requirement must say exactly what is required. There is no

S pecific ambiguity; consistent terminology; simple - avoid double
requirements i.e. X and Y; appropriate level of detail
Measureable when at all possible. Once the system/process has

M easurable been constructed, it can be verified that this requirement has been
Each objective should have one or more SMART goals
met.
(Specific: Measureable, Actionable, Realistic, Time bound)

Physically possible for the system/process to exhibit that
A ttainable requirement under the given conditions. The consequence of
unattainable requirements is that the system will never be accepted
or prohibitively expensive or both
R ealisable
Possible to achieve this requirement given what is known about the
constraints under which the project must be developed.
T raceable Traceabiilty is the ability to trace ( forwards and backwards) a

requirement from its conception through its completion/deployment
Course Topics
3 Discovery 1
4 Discovery 2
5 Discovery 3
ACADEMY
Agile Program
7 Stories
Fundamentals 9
10
Iteration Execution
Course IAA2 11 BVCs

13 Tips & Tricks
Iterate until done

MOBILIZE UNDERSTAND

& Gate Approval
Benefits Planning
Scope
Discovery 2 Identifying the Blockers
01
How should we identify the blockers to success?
02
X
You are Here
Discovery 2 Agreeing Scope How should we surface the work that needs to be done?
In Out
???
Discovery 2 Surfacing the Epics How should we surface the work that needs to be done?
Those big pieces of work that need to be done to achieve

the desired outcome!
Normally somewhere between 2-7 epics!
EPIC 1
EPIC 2 EPIC 3 EPIC 4
EPIC 5
Discovery 2 Features and MVP Epics and Features
Generating Features Solution Aspects
Technology Org. Process Capability build
Feature MVP 1
EPIC 1
Feature
Feature
Feature
Use:
Feature Feature Design thinking
Feature Process maps
EPIC 2
Feature Brainstorming
Feature
Feature Feature Feature

EPIC 3
Feature
Discovery 2 Risks
HIGH
HIGH IMPACT
HIGH PROBABILITY
HIGH IMPACT
HIGH PROBABILITY
IMPACT
LOW HIGH
LOW PROBABILITY
Discovery 2 Dependencies
Program
Internal External
Technology
People
Process
Discovery 2 Solution Options How to craft a solution strategy?
CREATIVE THINKING
Design Thinking: enhance generate
“Determine the real problem... fantasize

build on others:
go big and wide increase
defer judgment “yes-and”
Consider a wide range of potential solutions...
Converge on a proposal.” Explore combine

Imagine engage play with integrate
possiblities
Enlarge roles &
visualize
perspectives
DIVERGE seek out the
DIVERGE CONVERGE unusual
Expanding the playing field
clarify
CONVERGE
CREATE CHOICES MAKE CHOICES rate by criteria
Narrowing the playing field
make sense of decrease affirmative judgement:
discernment select
categorize
hone in/focus
decisions
guidelines
connect
reduce connect
THE CENTER FOR CREATIVE EMERGENCE
www.creativeemergence.com cluster
Discovery 2 Preferred Solution How to select a solution strategy?
Analyze all aspects.
Solution People Process Tech
Option 1 ++ + -
Option 2 ++ + ++
Option 3 + ++ ++
Discovery 2 Preferred Solution How to select a solution strategy?
Intel consensus model
YES YES but... Don’t Know NO

Course Topics
3 Discovery 1
4 Discovery 2
5 Discovery 3
ACADEMY
Agile Program
7 Stories
Fundamentals 9
10
Iteration Execution
Course IAA2 11 BVCs

13 Tips & Tricks
Iterate until done

MOBILIZE UNDERSTAND

& Gate Approval
Benefits Planning
Scope
Discovery 3 Estimating and costing the work How should we estimate the work and costs?
XS S M
L XL XXL
Discovery 3 M1.1.1 - Planning: Work and team breakdown
Scope Scope
Breakdown Breakdown
Epic Feature ITERATIVE DESIGN Epic Feature
Story Story
Team Breakdown
Program
Project
Stream
Team
Discovery 3 The Lifecycle of Delivery
Releases or READY Iteration Planning

phases
1 2 R1
Daily Standups
Optional
RUN
Work
0 1 2 n Showcase
WRAP At end of Iteration

Iteration zero
Retrospective
Discovery 3 M3.3 - Planning the work How should we plan the work?
MVP 1 MVP 2
M0 M1 M2 M3 M4 M5 M6 Q+1 Q+2 Q+3 Q+4
Team 1 setup Release 1 Release 2
Team 2 setup Release 1
Team 3 setup Release 1

Discovery 3 Cost Benefit Analysis Should we do this piece of work? Is it feasible?
BENEFITS
Best Case Base Case Worst Case
Best Case
COSTS
Base Case
Worst Case If Red Beware!

Discovery 3 M3.5 Making the Proposal How to document the Discovery practice and make a business proposal?
Keep it simple!
Use pictures and powerpoint to
document the outputs.
Discovery 3 Cone of Uncertainty
DISCOVERY DELIVERY
+ 100
-100
D1 D2 D3
Course Topics
3 Discovery 1
4 Discovery 2
5 Discovery 3
ACADEMY
Agile Program
7 Stories
Fundamentals 9
10
Iteration Execution
Course IAA2 11 BVCs

13 Tips & Tricks
Delivery and Iteration Basics The Portfolio Wall
AWAITING AWAITING IN AWAITING AWAITING IN IN DONE

NEW DISCOVERY DISCOVERY DISCOVERY DISCOVERY DISCOVERY DELIVERY FINAL
APPROVAL RESOURCES APPROVAL RESOURCES DEPLOYMENT
XYZ
XYZ XYZ XYZ
XYZ XYZ XYZ XYZ
LARGE
XYZ XYZ
XYZ XYZ XYZ XYZ
MEDIUM
XYZ
XYZ
SMALL
XYZ DEPARTMENT 1
XYZ DEPARTMENT 2 PRIORITIZED LIST PRIORITIZED LIST
WAITING STAGES1
Delivery and Iteration Basics Setting up for Success
1 THE WORK 2 RESOURCING

Approved project scope The team
The PM & IM
The Customer – Product
Owner
$$ - Budgets
Facility – space
Delivery and Iteration Basics The Lifecycle of Delivery

phases
1 2 R1
Daily Standups
Optional
RUN
Work
0 1 2 n Showcase

Iteration zero
Retrospective
Delivery and Iteration Basics Scrum
Inputs from customers, Daily Standup Meeting

15-30 Minutes
team, managers, execs
1-4 Week Sprint

Sprint end date and
deliverable do not change
Product Owner
Scrum
Master
Product Backlog Team Sprint Backlog Sprint

Retrospective
A Prioritized List Sprint Planning Meeting Task Breakout
of what is required: The team commits to as
features, bugs to fix much high priority backlog
as can be completed by the
Finished Product
end of the sprint Product Increment
Sprint Review
Course Topics
3 Discovery 1
4 Discovery 2
5 Discovery 3
ACADEMY
Agile Program
7 Stories
Fundamentals 9
10
Iteration Execution
Course IAA2 11 BVCs

13 Tips & Tricks
Stories Agile Story Hierarchy
PROGRAM The Program
PROJECT Project 1 Project 2
also called “hills”

RELEASE Epic 1 Epic 2 Epic 1 Epic 2 and often limited to 3
ITERATION Feature 1 Feature 2 Feature 1
Story 1 Story 2
Task
Stories The Story starts with a card, then a conversation...
Stories The Life of a Story
ELABORATION
Build
Identification Acceptance Criteria
Test
Story Writing Test cases Deploy
ELICITATION EXECUTION
Prioritization Estimation Planning

Stories Story Identification
Feature breakdown
Design Thinking Practices
Business Canvas
Personas Value Stream Mapping (as-is and to-be)
Process Brainstorming
Outcomes User/customer interviews

ELABORATION
Build
Test

Stories Story Elaboration
ALWAYS SOMETIMES LESS OFTEN
ID Narrative Technical Design
Title Lo-fi Prototype Data Model
Acceptance Criteria Assumptions Link to High Level Scenarios
Relative Size Estimate Constraints GUI Design
Stories ATDD - TDD
Acceptance Test
Test Case
ELABORATION
Build
Test

Stories Story Writing
Who Personas
What Process
Why Outcomes
As a _______________________
I want ______________________
So that _____________________
Course Topics
3 Discovery 1
4 Discovery 2
5 Discovery 3
ACADEMY
Agile Program
7 Stories
Fundamentals 9
10
Iteration Execution
Course IAA2 11 BVCs

13 Tips & Tricks
Delivery Setup-
and Iteration
Iteration
Basics
Zero Iteration Zero
Shared understanding of Agile- Team Training
Shared understanding of the project
Social contract
How long should it take?
Story Elaboration - Max 2 iterations ahead
“Just enough to start.”
Architecture and Design
Standards & guidelines
Tools and environment provisioning
Detailed Release Planning

Course Topics
3 Discovery 1
4 Discovery 2
5 Discovery 3
ACADEMY
Agile Program
7 Stories
Fundamentals 9
10
Iteration Execution
Course IAA2 11 BVCs

13 Tips & Tricks
Release & Iteration Planning The Life of a Story
ELABORATION
Build
Test

Release & Iteration Planning Planning
Prioritise features and stories
Estimate features and stories

“As the team we need a release plan so
that we can set ourselves targets & Estimate velocity
milestones and socialise delivery

Fill the iteration buckets
projections with our stakeholders”
Cater for contingency
Set up the release wall

Release & Iteration Planning Ready
Iteration 1 Iteration 2 Iteration 3
5th 16th 19th 30th 3rd 14th

November November December
Prioritise features and stories Prioritise features and stories Prioritise features and stories
Estimate features and stories Estimate features and stories Estimate features and stories
Estimate velocity Estimate velocity Estimate velocity
Fill the iteration buckets Fill the iteration buckets Fill the iteration buckets
Cater for contingency Cater for contingency Cater for contingency
Set up the release wall Set up the release wall Set up the release wall
Total = x Total = x Total = x

Release & Iteration Planning Ready
Re-estimate hangover stories for left over
“As the team we need an Estimate velocity

Iteration plan so that we can
be clear on what to deliver in Fill the iteration first with hangover stories
the next iteration and
prepare for delivery” Pull from next iteration backlog till bucket is full
Update the Release plan based on changes
Update walls and burn-up charts. Assign work

Release & Iteration Planning Prioritized Backlog
Product Backlog
On the wall and in a tool
Release & Iteration Planning Story Estimation
Relative estimation using poker play and points
Let’s go a little deeper.

Release & Iteration Planning The Fibonacci Sequence
3 3 3 2 2 8 8 8 8 8 8 8 8
3 3 3 2 2 8 8 8 8 8 8 8 8
3 3 3 1 1 8 8 8 8 8 8 8 8
5 5 5 5 5 8 8 8 8 8 8 8 8 The first two Fibonacci numbers are 0

5 5 5 5 5 8 8 8 8 8 8 8 8
and 1; each subsequent number is
5 5 5 5 5 8 8 8 8 8 8 8 8
the sum of the previous two
5 5 5 5 5 8 8 8 8 8 8 8 8
5 5 5 5 5 8 8 8 8 8 8 8 8
0, 1, 2, 3, 5, 8, 13, 21, 34, 55, 89, 144….

Release & Iteration Planning Our Pseudo Fibonacci Sequence
In Agile/Scrum,
0 1/2 1 2
many use a pseudo
Fibonacci sequence
to assign story
points to stories
3 5 8 13
Large estimates are less
accurate; larger gaps between
larger estimates help us avoid
20 40 100 ?
splitting hairs unnecessarily
∞
AGILE PLANNING POKER
Release & Iteration Planning Velocity
A useful long-term measure

of the amount of work
completed per iteration.
40
Most useful over at least a
handful of iterations.
30
Velocity
20
10 Velocity is measured in the units
you use to estimate product
0 backlog items.
1 2 3 4 5 6 7 8 9
Release & Iteration Planning Estimate Size; Derive Duration
size calculation duration
300 Velocity: 300/20= 15

kilograms 20 iterations
Release & Iteration Planning Story Splitting
EPIC
2
Release & Iteration Planning Release Planning
Prioritized and estimated Story List
•A
•B
•C
•D i1 i2 i3 i4
•E
•F
Iteration Buckets
Velocity = bucket size
Release & Iteration Planning Release Plan
Release Wall
i1 i2 i3 i4 i5 i6 i7 i8
planned in progress testing done
Iteration Wall
Release & Iteration Planning The Product Backlog Iceberg
Sized for a Sprint
Release Theme
Priority
Continuous Refinement
Epic
Future Release Theme: a theme is a collection

of related backlog items
Epic: an Epic is a large backlog item

Course Topics
3 Discovery 1
4 Discovery 2
5 Discovery 3
ACADEMY
Agile Program
7 Stories
Fundamentals 9
10
Iteration Execution
Course IAA2 11 BVCs

13 Tips & Tricks
Iteration Execution The Lifecycle of Delivery

phases
1 2 R1
Daily Standups
Optional
RUN
Work
0 1 2 n Showcase

Iteration zero
Retrospective
Iteration Execution Run
JULY
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
10 11 12 13 14 15 16
Iteration Planning = Work = 7 hrs Work = 7 hrs
3.5 hrs (5%) (10% (10%)
Work = 3.5 hrs (5%)
17 18 19 20 21 22 23
Work = 7 hrs Work = 7 hrs Pre- planning = Work = 7 hrs Work = 7 hrs
(10%) (10%) 7 hrs (10%) (10%) (10%)
24 25 26 27 28 29 30
Work = 7 hrs Work = 3.5 hrs (5%)
(10%) Showcase +
Retrospective = 3.5
hrs ( 5%)
Iteration Execution Standups
Be punctual
Talk to the card
ITERATION WALL
What did they do yesterday
What’s planned and left to-do
Planned In Progress Testing Done Blockers in reaching deadline
Make notes to discuss offline
Keep it short and to the point
Take longer discussions offline
Make a note of who does not have work
Move the card only after talking to it
Pull a new card if needed
Never embarrass anyone up in public

Have the hard conversation in private
Update the virtual wall later

Iteration Execution Hangouts
1:1
Deep dives
Take time to understand the real issues
Listen
Socialise
Praise
Talk to stakeholders
Get more than one opinion
Move boulders
Carry water
Work closely with the PM and PO

Iteration Execution Technical Practices- Dev-Ops
Emergent
Design
Continuous Buddy
Monitoring Builds
Continuous Continuous
Deployment Integration
Automated
Testing
Configuration Management Data Management

Iteration Execution Showcases
Iteration Execution Retrospective
Working / not working / puzzles

RETROSPECTIVE Group and summarise
Vote for top 3
Root cause analysis

5 why’s
Pick top 2 – 3 actions for next iteration

Write up cards for it and add to Release wall
Iteration Execution The Retrospective
“A retrospective is a gathering of a community at

regular intervals throughout a delivery to review
the events and learn from the experience.”
Esther Derby, Agile Retrospectives

Iteration Execution
“When the speed of failure slows,

so does the speed of invention.”
– Mike Steep,
SVP of global business operations at PARC
Course Topics
3 Discovery 1
4 Discovery 2
5 Discovery 3
ACADEMY
Agile Program
7 Stories
Fundamentals 9
10
Iteration Execution
Course IAA2 11 BVCs

13 Tips & Tricks
Big Visual Charts Walls
Release Wall
i1 i2 i3 i4 i5
Struggle
Burn Up Street
(issues)
planned in progress testing done

Architecture
Risks Wall
Iteration Wall
Big Visual Charts Kanban
backlog selected 2 develop 3 deploy 1 live

ongoing done
No iterations.... no velocity. Just continuous
FLOW
Big Visual Charts Burnup Charts
Original Planned Completion Date:

March 15th 2011
Revised Prognosis Completion Date:

April 15th 2011
Original scope in story points

ss scope cut needed to
g re meet original targets
P ro
ed
n n
Story points
P la
e d
is
Rev
ss Current estimates is that we need two
g re Iterations more and this will delay
o
Pr delivery by a month.
e d
nn
P l a
And cost $200,000 more.
Actual Progress
Or scope needs to be cut
i1 i2 i3 i4 i5 i6 i7 i8 i9 i10 i11 i12
Big Visual Charts Stakeholder Map
Satisfy Involved
Influence
Keep
Monitor Informed
Impact
Big Visual Charts Risk Wall
Plan Action
Work-arounds Immediately
Probability
Watch
Monitor Closely
Impact
Big Visual Charts Issues
High Severity
Low Severity
Course Topics
3 Discovery 1
4 Discovery 2
5 Discovery 3
ACADEMY
Agile Program
7 Stories
Fundamentals 9
10
Iteration Execution
Course IAA2 11 BVCs

13 Tips & Tricks
Distributed Team 7 Rules ….. of successfully distributed teams
1. Don’t
2. Don’t treat remotes as if they were locals
3. Don’t treat locals as if they were remote
4. Latitude hurts, longitude kills
5. Don’t always be remote
6. Invest in the appropriate tools and environments
7. Establish standards and agreements

Course Topics
3 Discovery 1
4 Discovery 2
5 Discovery 3
ACADEMY
Agile Program
7 Stories
Fundamentals 9
10
Iteration Execution
Course IAA2 11 BVCs

13 Tips & Tricks
Tips and Tricks Story Issues
Scope creep
identify Hangover stories
Changes during the iteration
Bugs found
done elaborate
Change in requirement
Wrong estimates
Epics not stories
Unavailable SME
test build BAU

Tips and Tricks Iteration Smells
Missing team members

Repeating tasks
No impediments raised/same impediments raised
day after day
‘Directive’ IM or PM
Specialized job roles/not acting like a team and
doing whatever it takes

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Course Topics

Course IAA2 11 BVCs

Strategy Pattern Program Pattern Operational Pattern

Mission & Vision

Objectives & Goals S TRATEG IC PRO G RAM S

Doing the Right Work Doing the Work Right

IDEA DISCOVER DELIVER

Strategic Initiative Problem Understand & Strategize Governance / Iteratively build,

EXPLORE / BUILD / TEST / MANAGE /

Iterate until done

EXPLORE / BUILD / TEST / MANAGE /

Discovery brief Problem analysis Solution options Program Charter (Proposal)

Blockers Cost / Benefit analysis

Epics / Features / MVP

Risks & Dependencies

IDEA Plan Blockers PROPOSE

Releases or Iteration Planning

Iteration Iteration Iteration Iteration

Inputs from customers, Daily Standup Meeting

1-4 Week Sprint

Product Backlog Team Sprint Backlog Sprint

AWAITING AWAITING IN AWAITING AWAITING IN IN DONE

XYZ DEPARTMENT 2 PRIORITIZED LIST PRIORITIZED LIST

BACKLOG IN PROGRESS DONE

Self Facilitated and Authentic

Pull work to Flexible to Disciplined

Shared and Focused on

Course IAA2 11 BVCs

Discovery Discovery Deliver Operate

PROGRAM The Program

PROJECT Project 1 Project 2

also called “hills”

ITERATION Feature 1 Feature 2 Feature 1

The Agile Program Pattern

TM The Team (the doer’s)

success of the project or product

Core Extended Steering

Iteration Subject Team Product Program Project Stake Steering

Change Experts Sponsor

The key roles and responsibilities

Product Management Operations

…And shared ownership of client / user outcomes by teams

Management of the team – every team member is responsible for this

Respecting other members of the team

Product Owner • Voice of the customer/project sponsor

• Defines features of the product

• Responsible for the profitability of the product (ROI)

• Manages stakeholders and their interests

• Accepts/rejects work results

• Maintains just-enough, just-in-time feature detail

• Shares success with the team

• Helps remove impediments

PM • Acts as guardian of the iteration process/framework

• Helps team improve productivity in any way possible

• Coaches and helps team members in the Agile way of working

• Serve as leadership/facilitation of the Project ( multiple Pods)

• Acts as guardian of the overall project process/framework

• Improves lives of team members by facilitating empowerment and creativity

• Helps team improve productivity in any way possible

• Helps the PO with multi-stakeholder management

• Manages and communicates with non PO stakeholders

• Works with team and PO to ensure quality is never compromised