Itu Agile Scrum XP 2

Domain III.
Stakeholder Engagement
Engage current and future interested parties by building a trusting environment that
aligns their needs and expectations and balances their requests with an
understanding of the cost/effort involved. Promote participation and collaboration
throughout the project life cycle and provide the tools for effective and informed
decisionmaking.
Copyright © 2018 Techknowledgy, Inc. All Rights Reserved

Tasks
• Understand Stakeholder Needs
• Task 1 Identify and engage effective and empowered business stakeholder(s) through
periodic reviews in order to ensure that the team is knowledgeable about stakeholders’
interests, needs, and expectations.
• Task 2 Identify and engage all stakeholders (current and future) by promoting knowledge
sharing early and throughout the project to ensure the unimpeded flow of information
and value throughout the lifespan of the project.
• Ensure Stakeholder Involvement
• Task 3 Establish stakeholder relationships by forming a working agreement among key
stakeholders in order to promote participation and effective collaboration.
• Task 4 Maintain proper stakeholder involvement by continually assessing changes in the
project and organization in order to ensure that new stakeholders are appropriately
engaged.
• Task 5 Establish collaborative behaviors among the members of the organization by
fostering group decision making and conflict resolution in order to improve decision
quality and reduce the time required to make decisions.

Tasks
• Manage Stakeholder Expectations
• Task 6 Establish a shared vision of the various project increments (products,
deliverables, releases, iterations) by developing a high level vision and supporting
objectives in order to align stakeholders’ expectations and buildtrust.
• Task 7 Establish and maintain a shared understanding of success criteria, deliverables,
and acceptable trade-offs by facilitating awareness among stakeholders in order to align
expectations and build trust.
• Task 8 Provide transparency regarding work status by communicating team progress,
work quality, impediments, and risks in order to help the primary stakeholders make
informed decisions.
• Task 9 Provide forecasts at a level of detail that balances the need for certainty and the
benefits of adaptability in order to allow stakeholders to plan effectively.

Stakeholder ‘Stewardship’ Vs
Stakeholder Management
• Stakeholder Management
• Creating an environment where stakeholders are ‘controlled’ based
on reporting and other communications to minimize conflict and
facilitate deliverables acceptance
• Stakeholder Stewardship
• Safeguarding and looking out for people impacted by the project
• Ensuring all stakeholders have what they need to be successful
• Actively Identifying stakeholders and determining their needs

Educating Stakeholders inAgile
• Stakeholders new to Agile often have specific concerns
that need to be addressed
• Executives and Sponsors – Concern about using new practices
and procedures that may be counterintuitive to them
• Managers – Concerned about loss of control due to self-organized
and
self-directed teams
• Development Team – Concerned about have a new approach
forced on them
• The User Community – Concerned that they may not get all the
deliverables they want or that early iterations will provide poor
quality deliverables
• Supporting Groups – Concerned about lack of control over the
team, time lost to communication requests, and lack of a clear end
point
Keeping Stakeholders Engaged
• Agile’s success is predicated on Stakeholder
Engagement. In order to maintain that engagement we
must
• Ensure that we make an effort to understand stakeholder’s change
requests so we can identify potential:
• Risks
• Defects
• Issues
• Understand that Stakeholders are individuals and different
individuals require different communication styles and reporting
• Establish explicit and agreed upon escalation processes

Agile Methods Ensure Stakeholder
Engagement through
• Incorporating Stakeholder Values through engaging
stakeholder feedback in activity prioritization
• Incorporating Community Values
• Respect –Reaching consensus through understanding
stakeholder’s point of view and empathizing with their suggestions
• Courage – Soliciting feedback on prototypes, even if that feedback
is harsh since we know that through this feedback we can
determine real requirements quickly.

Principles of StakeholderEngagement
• Get the right stakeholders
• Cement Stakeholder Involvement
• Actively Manage Stakeholder Interest
• Frequently discuss what ‘Done’ looks like
• Show Progress and Capabilities
• Candidly discuss Estimates and Projections

Charters
Agile Traditional
• W5H – Provides basis for • Issued by Sponsor
Charter and Project
• High Level Goal
‘Elevator Story’
• Who will be Engaged?
• High Level Benefits
• What is this project About? • Gives Project Manager
• Where will it Occur? Authority
• When will it Start and End? • Gives Project Life
• Why is it being Undertaken?
• How will it be Undertaken? –
What is the
approach/methodology to
doing the work?
Definition of Done
• Definition of Done is ‘evergreen’ based on discussions
with Stakeholders and refined in Sprint Planning and
Demos. Based on:
• User Stories
• Release Goals
• Final Project Deliverables

Agile Modeling Point of Maximal Value
• Initial Enterprise Modeling - 1 – 2 weeks
• Initial Envisioning – several days – Max 2 weeks
• Iteration Modeling – Up to a few hours
• JIT Model Storming – 5 to 15 minutes – Max 30 minutes
Value Curve: Traditional Theory
In Agile because of the

intense interaction with
stakeholders the value
Value from models is realized
much earlier in the project
Value Curve: Agile
Time

Simple Models
Agile emphasizes ‘Low Tech’ Hand-on models to enhance
The Face to Face discussion
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Sample Use Case Diagram

Wireframes
Wireframes are used to provide a quick prototype for screen
Composition and navigation

Personas
• Personas are used as a guide to what actual end users
are expecting from the deliverable. They should:
• Provide an archetypical description of the users
• Be grounded in reality
• Be Goal Oriented, Specific, and Relevant
• Be Tangible and Actionable
• Generate focus

Persona Example
Name: Jane the Movie Buff
Values:
Jane would like to be able to order movies from the
comfort of her home. She would also like to be able
to search for movies by title, actor, genre, and
director. She is interested in knowing how other
viewers rated movies.
She would really like the opportunity to get a plan

Description: with unlimited movies and videos so her children can
Jane love movies. On average, she rents 5 movies a watch shows multiple times without having to pay
week from her local rental store. additional fees.
Her two children also enjoy watching videos of Her husband would appreciate the ability to have a
children's TV shows. They often like to watch the ‘recommended movies’ feature to help him choose
same show more than once, which results in Jane movies.
paying late fees.
Jane’s husband Tom has different taste in movies

than her and often spends a lot of time choosing a
movie.

Communication Effectiveness
Face to Face
Meeting
Phone
Text Interaction
Effectiveness
Video Recording
Email
No Interaction
Paper
Audio Recording
Cold Richness/Temperature Hot
Two-Way Communication
Dispatching Model PM
TL TL
TM TM TM TM
Tm TM TM TM
Collaborative Model
Message
Sender Receiver
Feedback
AGILE/XP Splice
Knowledge Sharing in XP

End AGILE/XP Splice
Information Radiators
• Agile’s ‘Umbrella Term’ for highly visible displays of information,
including large charts, graphs , and summaries of project data. Note
the emphasis on low tech, high touch displays. These are frequently
displayed in high traffic areas to ensure the entre project team stays
in the loop.
• The following types of data are displayed:
• Features delivered Vs Features remaining to be delivered
• Who is working on what
• Features in current Sprint/Iteration
• Velocity and Defect metrics
• Retrospective findings
• List of Threats and Issues
• Story Maps
• Burn Charts

Social Media inAgile
• Due to the influence of social media in today’s society it
can be a helpful tool in information sharing, but the
following negatives must be considered, Remember:
• Security concerns
• Older team members may not embrace them
• Can stifle ‘osmotic’ communication
• Face to face communication is always the preferred method

Working Collaboratively
• Agile team value collaboration over negotiation because
collaboration:
• Generates Wiser Decisions
• Promotes Problem Solving
• Fosters Action
• Builds Social Capital
• Foster Collective Ownership of Problems – Shifts power
downwards!

Agile Workshops
• In Agile world, Workshop = Meetings where people get
things done
• The following make workshops more effective
• Diverse groups
• Facilitated ‘Round Robin’ approach to get all involved
• Ice Breaker Activity to get all involved in first 5 minutes

User Story Workshops
• Brainstorming – useful for defining
• Product Roles and to Features in Personas
• Features to be included in Minimum Viable Product (MVP)
• Identifying Potential Risks
• Identifying solutions to problems raised in both in User Stories and
Retrospectives
• Brainstorming Techniques
• Quiet Writing/Delphi Technique
• Round Robin
• Free for All

Collaboration Games
• Remember the Future
• Prune the Product Tree
• Speedboat/Sailboat
• Bang for the Buck

Remember the vFuture
An ‘Affinity
Exercise’
Imagine it’s
2 Weeks
AFTER the
project is
completed
and we are
asked to
report on
the project.
1) Ideas generated
2) Sticky notes pasted on board
3) Notes are grouped into similar categories
Prune the Product Tree
Branches represent
New or potential
functionality
Trunk Represents known

requirements or already
built functionality

Speedboat/Sailboat
Opportunities
Threats/Rocks
WE can’t Influence
Threats/Anchors
WE can Influence
Regulations

Interpersonal Skills
• Emotional Intelligence
• Active Listening
• Facilitation
• Negotiation
• Conflict Resolution
• Participatory Decision Making

Emotional Intelligence

Facilitation tools
• Common understanding of goals – an agenda, or goal
bullets
• Rules – How we behave toward each other
• Timing – Appropriate scheduling
• Assisting – Ensure everyone has a chance to contribute

Negotiation
• Go for Win/Win
• Collaboration beats Compromise
• Ensure everyone gets to speak their mind
• Focus on Real Cause of conflict, Not Symptoms

Conflict Levels
Level Name Characteristic Language Environment
Level 1 Problem to Solve Information sharing and Open and fact- People have different opinions or
collaboration based misunderstandings, or there are conflicting
goals or values. The atmosphere isn’t
comfortable, but it isn’t emotionally charged
Level 2 Disagreement Personal protection overrides Guarded and Self Protection becomes important. Team
conflict resolution open to members distance themselves from the
interpretation debate. Discussions happen off-line. Good
natured joking devolves to half-joking barbs
Level 3 Contest Winning overrides conflict Includes personal The goal is to win. People take sides. Finger
resolution attacks pointing starts.
Level 4 Crusade Focus is on protecting one’s Ideological/ Situation resolution isn’t good enough, the
group. Dogmatic other side will not change and needs to be
removed
Level 5 World War Focus is on destroying the Minimal or non- Goal is to destroy other. There is no
other side existent possibility of a constructive outcome.
Copyr
Participatory Decision Making
• There is a direct relationship between Involvement and
Commitment
• Convergence – Also called ‘Collective Agreement’
everyone gets to be heard in open, honest, and safe
discussions that lead to a convergence on a solution
• Shared Collaboration – Again focus is on group
consensus
Commitment
Commitment is
a function of
Involvement
Involvement
Participatory Decision Models
• Simple Voting
• Thumbs Up/Down/Sideways
• Fist of Five Voting
• 1 finger – fully support; 5 fingers No way
• Highsmith Decision Spectrum

Domain IV. Team Performance
Create an environment of trust, learning, collaboration, and conflict resolution that
promotes team self-organization, enhances relationships among team members, and
cultivates a culture of high performance.

Team Performance Tasks
• Team Formation
• Task 1 Cooperate with the other team members to devise ground rules
and internal processes in order to foster team coherence and
strengthen team members’ commitment to shared outcomes.
• Task 2 Help create a team that has the interpersonal and technical skills
needed to achieve all known project objectives in order to create
business value with minimal delay.
• Team Empowerment
• Task 3 Encourage team members to become generalizing specialists in
order to reduce team size and bottlenecks, and to create a
highperforming cross-functional team.
• Task 4 Contribute to self-organizing the work by empowering others and
encouraging emerging leadership in order to produce effective
solutions and manage complexity.
• Task 5 Continuously discover team and personal motivators and
demotivators in order to ensure that team morale is high and team
members are motivated and productive throughout the project.

Team Performance Tasks
• Team Collaboration and Commitment
• Task 6 Facilitate close communication within the team and with
appropriate external stakeholders through co-location or the use of
collaboration tools in order to reduce miscommunication and rework.
• Task 7 Reduce distractions in order to establish a predictable outcome
and optimize the value delivered.
• Task 8 Participate in aligning project and team goals by sharing project
vision in order to ensure the team understands how their objectives fit
into the overall goals of the project.
• Task 9 Encourage the team to measure its velocity by tracking and
measuring actual performance in previous iterations or releases in
order for members to gain a better understanding of their capacity and
create more accurate forecasts.

Why People Over Processes
People 33
Product 10
Computer Platform 4 COCOMO II – COnstructive COst MOdel

A model that reversed engineered software
projects to determine the correlation between
Tools and Processes 3 input variables and the final cost to help on
estimating cost of future projects
Design Reuse 1
The Soft stuff is the
Project Precedence 1 Hard stuff!
Schedule Constraints 1

AGILE/XP Splice
Agile Team Roles
• Development Team/Delivery Team
• Build Product Increments, using Agile practices and processes
• Regularly update information radiators to share their progress with
stakeholders
• Self-organize and self-direct their working processes within an iteration
• Share their progress with each other in daily stand-up meetings
• Write acceptance tests for product increments
• Test and revise product increments until they pass acceptance tests
• Demonstrate the completed product increment to the customer at the
iteration review meeting
• Hold iteration retrospectives to reflect on their process an continually
improve it
• Perform release and iteration planning, including estimating the stories and
tasks

End AGILE/XP Splice
AGILES/Scrum Splice
Agile Team Roles
• Product Owner/Customer/Proxy Customer/Value
Management Team/Business Representative
• Maximize the value of the product by choosing and prioritizing the product features
• Manages the product backlog, making sure that it is accurate, up to date, and
prioritized by business value
• Makes sure the team has a shared understanding of the backlog items and the
value they are supposed to deliver
• Provides the acceptance criteria that the delivery team will use to prepare
acceptance tests
• Determines whether each completed product increment is working as intended, and
either accepts it or requests changes in the iteration review meeting
• May change the product features and their priority at any time
• Facilitates the engagement of external project stakeholders and manages their
expectations
• Provides the due dates for the project and/or releases
• Attends planning meetings, reviews, and retrospectives (if this role is performed by
a group, only one or two will attend meetings)
Agile Team Roles
• ScrumMaster/Coach/Team Leader
• Acts as a Servant Leader to the delivery team, helping them improve an removing
barriers to their progress
• Helps the delivery team self-govern and self-organize
• Acts as a facilitator and conduit for communication within the delivery team and with
other stakeholders
• Makes sure the delivery team’s plan is visible and its progress is radiated to
stakeholders
• Acts as a coach and mentor to the delivery team
• Guides the team’s agile process and makes sure their agile practices are being
used properly
• Helps the Product Owner manage the product backlog
• Helps the product owner communicate the project vision, goals, and backlog items
to the delivery team
• Facilitates meetings (planning, reviews, and retrospectives)
• Follows-up on issues raised in stand-up metings to remove impediments so the
team can stay on track

End AGILE/Scrum Splice
Agile Team Roles
• Project Sponsor
• Serves as the projects main advocate within the organization
• Provides direction to the product owner role (the person or team representing the
business) about the organization’s overall goals for the project
• Focuses on the big picture of whether the project will deliver the expected value on
time, and on budget
• Is invited to the iteration review meetings to see the product increments as they are
completed, but might not attend

Building Agile Team - Generalists
• Agile teams tend toward a small number (approximately
12) of people with complimentary skills committed to
common purpose
• Optimally these people would be ‘Generalizing
Specialists’ in other words
• Have specialty in multiple skills
• Master of Many Traits, NOT Jack of all traits
• Having Generalizing Specialists protects the team from

• People being reassigned
• People taking vacations
• People getting short term illnesses

High Performing Teams
• Create a Shared Vision for the team
• Set Realistic Goals
• Limited Team Size – 12 or less
• Build a sense of Team Identity
• Provide Strong Leadership

8characteristics of High –
Performance teams
1. Self-Organizing
a) Use their understanding of their collective
strengths to organize the work flow
2. Empowered – Self Directing
a) Work Collectively to create their own team
norms and make local decisions
b) Encourage Emergent Leadership

8characteristics of High –
Performance teams
3. Truly Believe that as a Team they can Solve
problems
4. Committed to Team Success
5. As a Team Own their Decisions and
Commitments
6. Are Motivated by Trust, NOT Anger, or Fear
a) Safe Place for Experiments
7. Are Consensus Driven
8. Enjoy Constant Constructive Disagreement

Models of TeamDevelopment
• Shu-Ha-Ri
• Shu - Obeying the rules (Shu means Keep, Protect, or Maintain)
• Ha – Consciously Moving Away from the Rules (Ha means to
detach or break free
• Ri – Unconsciously finding an individual path (Ri means to go
beyond or transend

• Dreyfus Model of Adult Skill Mastery
Commitment Detached Detached Detached: Involved: Involved

Understanding Understanding and
and deciding ; deciding ; involved
involved outcome outcome
Decisions Analytic Analytic Analytic Analytic Intuitive
Perspective None None Chosen Experienced Experienced

• Tuckman Model of Team Formation
5. Adjourning

•
Blanchard and Hersey Model of Situational Leadership
(Adaptive Leadership)

• Team Motivation
Continuum of Net Contribution
Passive Active Committed Passionate

Compliance Participation Dedication Innovation
Undermining /Resistance
• Team Motivation Nonaligned Team
Net Vector
Project Goal

• Team Motivation Aligned Team
Net Vector
Project Goal

Training, Coaching, Mentoring
• Training – Teaching a skill or knowledge through
instruction and practice
• Coaching – A facilitated process that helps a person
improve their performance
• Mentoring – A professional relationship between a mentor,
who provides guidance to a mentee to help them prepare
to move to the next level

Coaching in an Agile Environment
Coach Helps Individual Team Coaching
Team Coaching Develop Agile and During Retrospective
During Iteration Planning Problem Solving Skills
During Work
Coaching Level
Individual Coaching Pauses Team Coaching Pauses Individual Coaching Pauses

During Iteration Planning During Iteration Work During Retrospective
Iteration Beginning Iteration Midpoint Iteration End

Iteration Progress
One on One Coaching
• Meet them a half-step ahead – not perfection, just next
step
• Guarantee Safety
• Partner with Manager
• Create a Positive Regard for every team member

Collaborative Team Space
• Co-Located Teams are best, but if necessary digital tool
can create a ‘Virtual Co-Located Space’, BUT if a team is
distributed Best Practice is to at least physically co-locate
for first two iterations
• Team Space – (commons)
• Whiteboards and Task boards
• Sticky Notes, Sticky Paper, Flip Charts
• Round table with screen/laptop
• Video Conferencing capability
• No Barriers to Face to Face communication
• Food, Snacks, Toys

Caves and Commons
• Commons – Large common areas where team members
can work together as a group to facilitate ‘Osmotic
Communications’
• Caves – Private spaces where team members can meet
for one on one conversations or to work in a ‘quiet space’
• Tacit Knowledge – Unwritten information that is
collectively known by the team.

Osmotic Communications
Physical Distance
Physical Distance

Challenges of Global, Cultural,and
Team Diversity
• Different Time Zones
• Different Cultures
• Different Communication Styles
• Different Native Language

Best Practice for DistributedTeams
To facilitate success with Geographically Dispersed Teams,

Employ Co-Location for initial iterations, this will enhance 1) Maintain
communications for Distributed Teams later Metaphors to
enhance
Distributed Distributed understanding
Team 1 Team 1
2) Apply Frequent
Communications
Distributed Distributed 3) Intensify
Team 2 Team 2 Facilitation
Co-Located Co-Located
Team Team 4) Follow Best
Distributed Distributed Practices for
Team 3 Team 3 Conference Calls
Iteration 1 Iteration 2 Iteration 3 Iteration 4

Best Practices for ConferenceCalls
• Keep on Track
• Keep on Time
• Keep track of attendees
• Keep the Decisions Flowing – send out Agendas in
advance and stick to them
• Keep the Answers coming - encourage participation
• Keep it Fair
• Keep it Facilitated – don’t dictate decision, facilitate the
team making decisions
• Keep it documented

Digital Tools for DistributedTeams
• Videoconferencing, Live Chat, Skype
• Interactive Whiteboards
• Instant Messaging and VOIP Headsets
• Presence Based Applications – Applications that provide real time updates
• Electronic Task Boards and Story Boards
• Web Based Meeting facilities
• Survey Applications
• Agile Project Management Software
• Virtual Card Walls
• Smart Boards
• Digital Cameras
• Wikis and other electronic collaboration tools
• Automated testing tools, automated build tools, traffic light signals
• CASE tools

Burndown Charts
Ideal/Planned Progress
Actual Progress
Iteration/Sprint

Burnup Charts
Note Burnup Chart

shows Scope
Changes
Project Scope
Work Accepted

Cumulative Flow Chart Showing
Progress on Project
Cumulative Flow Diagram
Not
Started
In
Progress
Completed

Velocity tends to Stabilize as the
project progresses

Domain V. Adaptive Planning
Produce and maintain an evolving plan, from initiation to closure, based on goals,
values, risks, constraints, stakeholder feedback, and review findings.

Adaptive Planning
Tasks
• Levels of Planning
• Task 1 Plan at multiple levels (strategic, release, iteration, daily) creating appropriate detail
by using rolling wave planning and progressive elaboration to balance predictability of
outcomes with ability to exploit opportunities.
• Task 2 Make planning activities visible and transparent by encouraging participation of key
stakeholders and publishing planning results in order to increase commitment level and
reduce uncertainty.
• Task 3 As the project unfolds, set and manage stakeholder expectations by making
increasingly specific levels of commitments in order to ensure common understanding of
the expected deliverables.
• Adaptation
• Task 4 Adapt the cadence and the planning process based on results of periodic
retrospectives about characteristics and/or the size/complexity/criticality of the project
deliverables in order to maximize the value.
• Task 5 Inspect and adapt the project plan to reflect changes in requirements, schedule,
budget, and shifting priorities based on team learning, delivery experience, stakeholder
feedback, and defects in order to maximize business value delivered.

Adaptive Planning
Tasks
• Agile Sizing and Estimation
• Task 6 Size items by using progressive elaboration techniques in order to determine likely
project size independent of team velocity and external variables.
• Task 7 Adjust capacity by incorporating maintenance and operations demands and other
factors in order to create or update the range estimate.
• Task 8 Create initial scope, schedule, and cost range estimates that reflect current highlevel
understanding of the effort necessary to deliver the project in order to develop a starting
point for managing the project.
• Task 9 Refine scope, schedule, and cost range estimates that reflect the latest understanding
of the effort necessary to deliver the project in order to manage the project.
• Task 10 Continuously use data from changes in resource capacity, project size, and velocity
metrics in order to evaluate the estimate to complete.

Adaptive Planning
• Adaptive Planning recognizes the need to constantly
replan as new requirements, priorities and
opportunities arise during the project evolution
• Agile Planning is different than Non-Agile Planning
in that:
• Trial and Demonstration uncover the true
requirements, which then require replanning
• Agile planning is less of an up front
effort, and is instead done throughout
the project
• Midcourse adjustments are the norm

Traditional Project Planning

Agile Project Planning
In Agile Planning is an Iterative Component of
the project Life Cycle

Planning Risks
Loss due to inadequate plans

Loss due to market share erosion
Risk (Probability x Impact)
Sweet Spot
Time and Effort Invested in Plans

Agile Preference for Mid-Course
Adjustments to Plan

Agile Planning Philosophy
• Agile is not Anti-Plan it’s Planning with expectation of

changing plan as new information evolves
• Backlog reprioritization affects iteration and release plans
• Feedback from iteration demonstrations generates product
changes and new requirements
• Retrospectives generate changes to team’s processes and
techniques

Principles of AgilePlanning
• Plan at Multiple Levels
• Engage the Team and Customer in Planning
• Manage Expectations by Frequently Demonstrating
Progress and Extrapolating Velocity
• Tailor Processes to the Project Characteristics
• Update the plan based on Project’s Priorities

Principles of AgilePlanning
• Ensure Encompassing Estimates that account for Risks,
Distractions, and Team Availability
• Use Appropriate Estimate Ranges to reflect the level of
Uncertainty in the estimate
• Base Projections on Completion Rates
• Factor in Diversions and Outside Work

Agile Discovery
• Emergent Plans and Designs Vs Predictive Plans and
Designs
• Preplanning Activities to gather Consensus on the Best
Approach to Follow
• Backlog Refinement (Grooming) and How it’s Performed
• Estimating Uncertain Work Vs Certain Work
• The Characteristics of New Product Development VS
Well-Understood and Repeatable Processes

Progressive Elaboration
• Because of the nature of Progressive Elaboration – much
uncertainty, it does not make sense to do thorough
planning up front – because realistically it’s impossible,
we should consider:
• Corse Grained Requirements, then
• Progressively Refine them as more information becomes available

Progressive Elaboration may be
relevant with
• Plans
• Estimates
• Risk Assessments
• Requirements Definitions
• Architectural Designs
• Acceptance Criteria
• Test Scenarios

Progressive Elaboration Vs
Rolling Wave Planning
• Rolling Wave Planning – An approach that is defined by the PMI as a
strategy for planning at multiple points in time as more information
becomes available
• Progressive Elaboration – The tactics we employee to incorporate new
information into our plans as we progress through the project

Value-Based Analysis
Considering Both Business Benefit and Other Considerations:
Cost to Build in prioritizing work items 1) Is the benefit a one
time benefit or a
recurring benefit
Business Benefit over time i.e. is time
$5,000 Business Benefit value of money a
$3,000
relevan?
Cost to build consideration
Cost to build
$1,000 2) Does a High-
$4,000 Business-Value item
Depend on the
completion of a Low-
Business-Value-
Item?
Value-Based Decomposition
Product Candidate
Features Feature List
1. 1.
2. 2.
3 3
1. ‘Design the Product Box’ 2. Feature Workshop 3. Candidate Feature List
vision exercise
Learn Plan
Increments of
New
Selected Features
Evaluate Develop
Functionality
Decompose features into stories. Develop the stories

Prioritized Feature
and demo them as features Get business feedback
list
and perform retrospective
Copyright © 2018 Techknowledgy, Inc. All Rights Reserved 4. Iterative Development Cycle
CD3 Analysis
• Used when prioritizing which user story brings most

value to organization
• Formula is CD3 = Cost of Delay / Fix Duration
• User Story 1 – fix a problem that is costing us $100 per day, but will
take 1 day to fix
• CD3 = 100/1 = $100
• User Story 2 – Fix a problem that is costing $500 per day but will take
10 days to fix
• CD3 = 500/10 = $50
• Choose user Story 1 largest delay cost

Progressive Elaboration
‘Coarse Grained’ Requirements
• ‘Coarse Grained’ requirements are requirements that
are high level initially, then progressively refined as
planning continues
• Helps to keep overall design balanced so the product
doesn’t become lopsided by overdevelopment of any
particular area
• Delays decisions on implementation details until the
‘last responsible moment’ so we minimize developing
functionality that will later need to be changed as a
result of late breaking change requests

Timeboxing and Sustainability
Agile Remember in an Agile
Traditional
Triangle of Environment we aim for
Triangle of
Constraints
Constraints sustainability of the team
Scope Fixed Cost Time performance – once the
team’s velocity has been
established. We do this be
varying the Scope per
Sprint/Iteration to fit the time
Variable allotted to the
Time Cost Scope Sprint/Iteration.
Daily Stand-Up – Timeboxed to 15 minutes – unless team is large

Retrospectives – Usually Timeboxed to 2 hours
Iterations/Sprints – Usually Timeboxed to one to four weeks
Remember Parkinson’s Law and the Student Syndrome

Sprint Timebox Constraint
User Story 5
Iteration Timebox Work that doesn’t fit into the Timebox

(Fixed Capacity) waits for subsequent iterations where it
will fit in the Iteration Timebox
• Timeboxing minimizes the impact of

• Parkinsons’s Law
• Student Syndrome

Agile Estimating
• Why do we estimate?
• To have a clue of how much work can be done in a given Sprint
• When do we estimate?
• We continually refine our estimate until the ‘last responsible
moment’ but as we work longer as a team we should come to an
expected Velocity level which will make our estimates better
• Who estimates?
• The team responsible to do the work
• How are estimates created?

• By progressing through the stages of sizing and planning to arrive
at a holistic estimate that takes into consideration development, roll
out, and maintenance costs
• How should estimates be stated?
• In ranges that reflect their uncertainty
Estimate Convergence Graph
Think ROM Think Definitive Estimate

Ideal Time
• Ideal Time is the amount of time it will take to complete
an activity WITHOUT any interruptions
• We estimate work in Ideal Time
• This is why it’s important to avoid bottlenecks which add
nonvalue time to the ideal time needed

Agile Planning Sequence
Size Estimate Plan
How Big is it? How Quickly When can we

can we get Do it?
through it?

AGILE/XP Splice
Requirements Decomposition
High-Level Medium Small Detailed
Tasks
Story 1
Business Rules
Feature A
Story 2
Unit Tests
Epic
Feature B Story 3 Activity
Diagrams
Acceptance
Tests
Think Control Account Think Planning Package Think Work Package Think WBS
Dictionary
End AGILE/XP Splice
User Story Requirements
• Role; Functionality; Business Benefit

• As a <Role>, I want <Functionality>, so that <Benefit>
• Given; When; Then
• ‘Given’ the account is valid, and the account has a balance equal to or greater
than the price of a movie
• ‘When’ the user redeems credit for a movie
• ‘Then’ issue the movie and reduce the account balance by the price of the movie
• Three ‘C’s of User Story Interaction
• Card – enough text to identify the story ‘a contract for conversation’ with the
Product Owner
• Conversation – Details of the story are communicated between the customer and
the development team via conversation
• Confirmation – Client acceptance of the agreed upon Definition of Done

Characteristics of Effective User
Stories
Independent
Negotiable
Valuable
INVEST
Estimable
Small
Testable

User Story Backlog Prioritization
Story 1
Story 2
High Priority
Story 3
Story 4
Story 5
Story 6
Medium Priority
Story 7
Story 8
Story 9
Story 10 Low Priority

Story 11

Grooming The Backlog
Prioritized List Prioritized List
Highest Priority
1) New User Stories

Priority 1 Priority 1
New Work Added
Priority 2 (Feedback, Priority 2 2) Existing Stories are
Bugs, New
Priority 3
Re-Prioritized or
Priority 3 Functionality Removed
Priority 4 Priority 4 3) Stories may be
Sliced into smaller
chunks or resized to
Lowest Priority
Priority 6 Priority 6 meet timebox

requirements
Priority 9

Relative Sizing of StoryPoints
• The Team should own the Definition of their Story Points
• Story Point estimates should be All-Inclusive
• Point sizes should be relative based on the individual
team’s performance – no one size fits all
• When disaggregating estimates, the total doesn’t need to
be the sum of the parts
• Complexity, Work Effort, and Risk should be included in
the estimates

Story Point Best Practices
• Allow us to change our minds whenever we have new
information
• Works for both Epics and smaller stories
• Doesn’t take a lot of time
• Provides useful information about our progress and the
work remaining
• Is tolerant of imprecision of estimates

Fibonacci Sequence
Used in
creating
Story Points

Affinity Estimating With Story Points
1 2 3 5 8 13

Planning Poker
• Each Team Member gets a set of cards with story points
on them
• They put their estimate card down face down
• They all turn their cards over at same time
• If wide variation, discussion follows

T-Shirt Sizing

Product Roadmap
Sequence
Backbone
Walking
Skeleton
First Release
Less
Optional
Optionality
Second Release
More
Optional Third Release

Wideband Delphi
• Create a Panel of Experts
• Have suggestions be anonymous, in order to avoid:
• The Bandwagon Effect
• HIPPO (Highest Paid Person Opinion) Effect
• Groupthink
• Fear of standing out

Release and Iteration Planning
Overall Project
Release Plan Release Plan
Individual Iterations – each has its own iteration plan

Types of Iterations/Sprints
Project Initiation Release Planning Iterations Project Closeout
0 1 2 3 4 H
Iteration 0 Development Iteration H – Hardening

Planning Iterations sprint or Release sprint
Iteration or
Spike

Spikes
• Architectural Spike – Short, timeboxed effort dedicated to
‘proof of concept’ to ensure a specific approach to
completing the work is feasible
• Risk Spike - Short, timeboxed effort set aside to
investigate, and hopefully either eliminate or mitigate a
potential risk event, or determine the risk event is
insurmontable

Fast Failure
Fast Failure Late Failure

Saved Resources
Risk
Early Risk Reduction facilitated

by risk based spikes
Time
Spikes are performed to either prove an approach or mitigate or eliminate

a risk or to provoke Fast Failure

Predicting Release ScheduleUsing
Velocity Optimistic Velocity
0 10 20 30 40 50 60
Average
Velocity
Pessimistic
Points per Iteration
Velocity
1 2 3 4 5 6 7 8
Iterations
Slicing a Story
If a User Story is too large to reasonably complete in one Sprint

or if there are dependencies with other User Stories it can be
sliced into smaller components to work effectly in the schedule
Iteration Planning
Tests Activity 1
Activity 2
2. Select 3. Define Acceptance Activity x
User Stories Criteria and Write
for Iteration Tests for stories 4. Decompose stories
1. Discuss into activities for completion
User Stories
in backlog
and dependencies
Activity 1 – ideal time estimate
Activity 2 – ideal time estimate
Activity x – ideal time estimate
5 . Estimate the activities in ‘ideal time’, the
assign and schedule the activities in ‘real
time’

Agile Estimating VsTraditional
Estimating

Daily Stand-Up
Ground Rules for Daily Stand-up
1) What have you worked on
• If you have a task, you must attend since last meeting?
• Only those who have tasks can talk 2) What do you plan to do
• Speak to the Team, not the Coach today?
or ScrumMaster 3) Are there any problems or
impediments to your
• No Side Conversations
progress?
• Create a new sticky note for each
new task that is started
• Discuss Issues After the meeting
• Solve Problems Off-Line

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Domain III.

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Value Curve: Traditional Theory

In Agile because of the

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Enroll in Student Course

Sample Use Case Diagram

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She would really like the opportunity to get a plan

Jane’s husband Tom has different taste in movies

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Trunk Represents known

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Computer Platform 4 COCOMO II – COnstructive COst MOdel

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• Having Generalizing Specialists protects the team from

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Commitment Detached Detached Detached: Involved: Involved

Perspective None None Chosen Experienced Experienced

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Continuum of Net Contribution

Passive Active Committed Passionate

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Individual Coaching Pauses Team Coaching Pauses Individual Coaching Pauses

Iteration Beginning Iteration Midpoint Iteration End

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