Your Webinar Team Craig Langenfeld Principal Consultant Steve Lawrence Agile Coach Ronica Roth Solutions Evangelist Ronica Roth, CST Solutions Evangelist Agile Coach Colorado Hiker Steve Lawrence Agile Pragmatist & Coach Like a ‘coach’? photo by ___________ ‘Plan’? Product Roadmap Release Sprint Day Product Roadmap Release Sprint Day Product Roadmap Release Sprint Day The Challenge Improve techniques and tools for collaboratively building The Challenge Improve techniques and tools for collaboratively building . . . Plans people can believe in and use to ADAPT and deliver VALUE Big Picture 5 Levels of Agile Planning Vision Roadmap Release Iteration Daily POLL PLACEHOLDER Which types of planning does your team do? • Vision/charter • Roadmap • Release, or mid-range • Iteration • Daily Applying Agile to Strategic Levels Portfolio of Products Product Agile Portfolio Management Confidential and Proprietary Team Daily and Iteration Mid-range Planning I-1 I-2 I-3 I-N Multi-team Mid-range Planning I-1 I-2 I-3 I-N Roadmapping R-1 R-2 R-N Upstream Planning Steering Committee PO Council Initiatives Kanban Ideas (no limit) E X Backlog (WIP-10) Analysis (WIP-2) P D E I Ready (WIP-3) T E Mid-Range Planning Feedback Loops 5 Levels of Agile Planning Vision Roadmap Release Iteration Daily Know your Customer . . . . . . Understand their Objectives Their Wants and Needs – Clearly defined goals – High level vision of the future • Eg. – World Dominance – Free Beer – Who owns the outcomes? – KPIs, drivers Online Customer Support (OCS) October 2010 Elevator Statement Customer Attributes (UER) (Personas) Online Customer Support (OCS) is a “Single Stop” online support experience that provides our customers a choice to resolve their issues through either personalized self-service or a quick/clear path to a customer support agent. By providing these customers a resource to do their own troubleshooting, agents will be able to assist customers with more complex needs. This new online support experience will enable us to improve customer trust, loyalty and satisfaction. Alison Jonathan Kav Kimberly 24 year old Single 41 year old Separated 72 year old Empty nester 31 year old Married, mom of 2 On-line daily, 2-3 hours/day On-line daily, 10+ hours/day On-line every few days, 1-2 hours/day On-line during school days, 12 hours/day to run her business. Likes to self resolve. Will turn to community boards and other sites for help. Skeptical about our desire to help. Feels he is his best advocate. Expects system to be smart and remember info about him. Likes traditional live help. Has time to research issues, but is not internet savvy. Generally happy. Her small jewelry business is doing well. Have not needed help. Customer Benefits  Single stop for all issues  Personalized self-service solutions that are easy to access and effortless to use  Clear and quick access to a live agent Key Features Target Metrics Resolution rate from 60% to 85%  Personalized self-service solutions  Clear and quick access to live agents  Comprehensive knowledgebase  Leverage the community  Single scalable global platform Escalation rate from 15% to 10% Transfer rate (due to miss-routes) from 13% to less than 5% Customer Effort Score (CES) = 1 (new metric) System availability at 99.98% Tradeoff Matrix Major Milestones Fixed OCS 1.0 (US – 100% ramp) OCS 1.1 (BENL, ES, FR/BEFR, IT) Jan 2011 OCS 1.2 (DE/AT/CH, UK/IE) Feb/Mar 2011 OCS 1.3 (AU, CA, CAFR, CN, IN) Mar/Apr 2011 Nov 2010 Firm X Scope Schedule Flexible X* People X X* Quality * Limited to one choice in Fixed and one in Firm column . VISION TOOLS Elevator statement Product Data Sheet Product Vision Box Press Release 5 Levels of Agile Planning Vision Roadmap Release Iteration Daily Why Roadmap? Roadmap Release Release date Driven by events Defined release train schedule Release Type Internal delivery, deploy to production, alpha/beta/GA Theme Compelling reason to buy New and primary product differentiation Significant business value to the organization Planned feature set High-level descriptions of system services that deliver value to the user/customer 31/7/12 Release 1 Proof Theme: Prove “?” For X, this Proof release provides <what value> Major Focus: Feature A Feature B Feature C Minor Focus: Feature D Feature E 5 Levels of Agile Planning Vision Roadmap Release Iteration Daily POLL PLACEHOLDER How often do you do release, or mid-range, planning? AGENDA  PO presents goals for release and priority backlog items  Review current development state  Release schedule  Issues/Concerns  Size backlog items and put stories into iterations  Adjust plan  Dependencies/assumptions  Commit  Communication Plan  Retrospect BRING ALL PLAYERS TOGETHER Bucketed Relative Sizing S L Bucketed Relative Sizing S 1 3 5 8 L 13 Bucketed Relative Sizing S 1 3 5 8 L 13 1, 2, 3, 5, 8, 13 20, 40, 100 Product Backlog Definition of Done Iteration: - code - functional tests Release: - regression test - smoke test ESTIMATESIZE DERIVEDURATION SIZE CALCULATION DURATION 200 UNITS VELOCITY = 10 20 ITERATIONS Velocity: A useful long-term measure of the amount of work completed per iteration Story Points Completed 35 30 25 20 15 10 5 0 IT 1 IT 2 IT 3 IT 4 Velocity = 25 pts Product Backlog 2 5 2 1 2 4 5 5 8 13 3 8 8 8 2 5 1 1 Iteration 1 3 Iteration 2 Iteration 3 Velocity = 25 pts Product Backlog 2 5 2 1 2 4 5 5 3 8 1 2 1 Iteration 1 8 A 8 13 B 8 5 3 Iteration 2 Iteration 3 Velocity = 25 pts Product Backlog 2 5 2 1 2 4 5 5 3 8 1 2 1 Iteration 1 8 A 8 13 B 8 5 3 Iteration 2 Iteration 3 multi-team planning AGENDA  PO presents goals for release and priority backlog items  Review current development state  Release schedule  Issues/Concerns  Size backlog items and put stories into iterations  Walk the Walls  Adjust plan  Dependencies/assumptions  Commit  Communication Plan  Retrospect Team A Team B Iteration 1 Iteration 2 Iteration 3 POLL How distributed is your team/project? • Not all – we are co-located • Spread across floors or buildings • Spread across cities in Australia • Spread across 2 – 4 time zones • Spread across 5+ time zones • We cross the international date line Interactions thru Tools openqwaq www.planningpoker.com  PO presents goals for release and priority backlog items Day 1  Review current development state  Release schedule  Issues/Concerns Day 2  Size backlog items and put stories into iterations  Walk the Walls  Adjust plan Day 3  Dependencies/assumptions  Commit  Communication Plan  Retrospect 5 Levels of Agile Planning Vision Roadmap Release Iteration Daily LEVELS Story Points OF PRECISION RELEASE BACKLOG Effort Hours ITERATION BACKLOG As a financial analyst, I want to… 20 As a financial analyst, I want to… 40 As a financial analyst, I want to… 100 As a financial analyst, I want to… 20 As a financial analyst, I want to… 20 Write acceptance tests 6 Code the UI 4 Code the middle tier 6 Run automated acceptance tests 2 DAILY MEETING Yesterday, I started working on the UI and I should finish it by the end of today. SPRINT PLANNING MEETING Product Owner and Team select backlog items (based on release plan & current status) Team plans tasks to implement backlog items Plan adjusted based on capacity Product Owner and Team commit Sample Iteration Backlog 5 Levels of Agile Planning Vision Roadmap Release Iteration Daily The Daily Scrum/Standup • Rules: – Daily, 15-minute synch-up – Same time, same place – Stand-up, no problem solving Daily Meeting • Answer the 3 questions: – What did you do yesterday? – What do you commit to do today? – Are you blocked? • Impediments = SM’s Task List • Note the Decisions • Stakeholders are invited to observe but can’t talk: – Take issues to ScrumMaster after the Standup has ended Applying Agile to Strategic Levels Portfolio of Products Product Agile Portfolio Management Confidential and Proprietary Enterprise Steering – at John Deere Investment Allocation Problem/Solution Needs Portfolio Roadmap PSI 1 PSI 2 PSI 3 Team Draft PSI 4 WIP Limit  Investment by unit/product  Yearly and/or PSI  Acquisition impact  New business opportunity  Problem with existing solution  Opportunity for cost savings or operational efficiency     No Limit Epic list Estimated in large story points Prioritized by business value and dates  WIP Limits  Break Epic into Enablers and Features  Solution alternatives  Collaborate with Teams and Architects  Identify targeted PSI’s  Review Organizational Investment Theme Allocation  Updated story point estimates  Teams draft what they want to work on  Reviewed against Investment Allocation  Teams identify dependencies True North/Vision guides investment targets Funnel New business opportunity Problem with existing solution Opportunity for cost savings or operational efficiency Factory Request Activities: Effort size (XS, S, M, L, XL) Value estimated Investment theme alignment Rank for Value, Risk, Outcomes Minimum Marketable Features Flow Work Through Teams Roadmap Shippable Increment SI SI Architectural Element SI Mid-Range Period 1 Shippable Increment Mid-Range Period 2 Architectural Element Shippable Increment Shippable Increment SI SI Mid-Range Period 3 Feedback = Opportunity to Steer Product Roadmap Release Sprint Day Apply These Techniques at Next Planning Session Schedule Missing Planning Sessions Get a Plan You, Your Team, and Your Stakeholders Can Use to Deliver Value Then you will be planning like a coach.  Questions?