Complex Agile Backlog Management ד"ר רונן בר נהור, Amdocs - Product Division Quality Director אחד היתרונות העיקריים של פיתוח ב- Agile, הוא הגמישות בהגדרת התכולה והיכולת הגבוהה לענות לצרכי השוק. רבים מתרגמים יכולת זאת כאישור להעדר תכנון ודרך. בהרצאה מציג ד"ר בר נהור את האתגר בפיתוח מספר מוצרים ע"י מספר קבוצות בשיטת Agile, מהן רמות התכנון השונות שמיושמות ע"י אמדוקס וכיצד ניתן לשלב גמישות אופטימית עם תכנון ובקרה. מוצג מודל של מבנה backlog התומך מרמת האסטרטגיה דרך הפרויקטים ועד רמת ה-user story ותהליך התכנון ופרוק של כל שלב.

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2. Complex Agile Backlog Management
Dr. Ronen Bar-Nahor
Director of Agile Development
Amdocs Product Group
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3. The Agile Manifesto
Individuals and
Individuals and Process and
Process and
over
interactions
interactions tools
tools
Comprehensive
Comprehensive
Working software over
Working software documentation
documentation
Customer
Customer Contract
Contract
over
collaboration
collaboration negotiation
negotiation
Responding to
Responding to Following
Following
over
change
change a plan
a plan
While there is value in the terms on the right, we value the items on the left more
(http://www.agilemanifesto.org)
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4. Agile is not just a development gig…
It’s mainly breaking paradigms and changing the mind-set
Customers cannot conceptualize all requirements and
do not understand specs
The business can’t freeze scope for a long time
System analysts cannot document solution in an
unambiguous form
Developers do not know how to estimate complex
requirements and can’t commit on what they do not
fully understand
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5. User Stories Summary
As a [user role] I want to [goal]
so I can [reason]
> Independent
> Negotiable –
> Placeholder for farther discussion
> Detail just enough information and no more
> Details captured through collaboration just in time for
development
> Valuable
> Estimate
> Sizing - right size for planning and development.
> Testable
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6. Backlog Management
Priority &
Level of
Confidence
Sprints
Done
Internal releases (POR)
(Iteration)
Value ?
Tentativ
e
External Packaging
release Sprint
Future
release
updated yearly following Portfolio SP, Release
Planning Process
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7. User Stories
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8. Enterprise Scaling Complexity
Project Project
Project Project
Integrated Portfolio
Line Of Business Line Of Business Line Of Business Line Of Business
Product Product Product Product Product Product Product Product Product Product Product Product
Component Component Component Component Component Component Component Component Component Component Component Component
Component Component Component Component Component Component Component Component Component Component Component Component
Component Component Component Component Component Component Component Component Component Component Component Component
Portfolio Foundations
Release Release Release Release Release Release Release Release Release Release Release Release
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9. Planning Onion
Strategy
Portfolio
Product
Release
[Iteration]
Sprint
Day
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10. Portfolio Planning - Process Definition
> Operates once a year in a 3 months time PMI
frame following Company strategy Activity
Vertical
sessions Geographic Requirements
Requirements
Customer
Analyst Requirements
> Main process for identifying and qualifying Feedback
the strategic initiatives
Product
> Consist of 4 phases: Planning
> “Kick-off”
> “Idea gathering”
Roadmap
Roadmap
> “Plan”
> “Validate”
Release
Release
> “Portfolio Planning”
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11. Portfolio Planning Tool
> Portfolio Planning Tool
> Includes all relevant information to support
R&D investment decisions
> Monitor actual development vs. planning
> Re-plan and re-allocate R&D investments due
to major budget changes or major risks
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12. The Tree
> Strategic Directions (e.g. TCO Reduction)
> Themes (e.g. Operability)
> Initiatives (e.g. Common Installer) - roadmap
> Projects (e.g. Installer adoption in …) – release
• Budget buckets pre-allocated to Strategic Directions and
Themes
• All ideas map as initiatives & projects (with their estimates
and categories)
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13. Priorioritizing Initiatives (Portfolio and
Product initiatives)
Note: See criteria legend in next slide
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14. Backlog Management Process
Portfolio/
Product
Planning
Strategy Release Plan
Managing Release Backlog Opportunity/customer
(Requirements, Solution Overview, HLD)
Teams
Iteration Development
Top Priority
Product/System Integration
Iteration Items
Enough Value
Planning
Planning
Planning
Planning
Product
Iter - 1 Iter - 2 Iter - 3 Iter - # Packaging
S1 S2 S3 S1 S2 S3 S1 S2 S3 S1 S2 S3
Scrum teams
Portfolio/Solution Integration
Independent Integration Team
Port
Test Iter 1 Test Iter 2 Test Iter 3 Test Iter #
Pack
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15. Product/Architectur Backlog Entities Release Vehicle
e Strategic
Themes
Solution Overview
HL Functional Design
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16. Product/Architectur Backlog Entities Release Vehicle
e Strategic
Themes
When scaling to enterprise
the main challenge is to Solution Overview
handle dependencies HL Functional Design
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17. Product/Architectur Backlog Entities Release Vehicle
e Project View
Release View
Product View
Solution Overview
System View Design
HL Functional
Teams
View
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18. Product/Architectur Backlog Entities Release Vehicle
e Project View
Release View
Product View
When Scaling to enterprise
there are many ways to see Solution Overview
the backlog System View Design
HL Functional
Teams
View
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19. Release
Project
Manager
Manager
Product Agile
Manager Manager
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20. Thank you
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21. Product Owner Certification
• The course is delivered by AgileSparks, a company
specializing in Agile, and provides a formal certification
by the ScrumAlliance.
• Next course: 30 September 2009.
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22. Scaling Agile Main Practices
> Small potential “shippable” iterations/internal releases (3
months)
> Contains 3-4 sprints (2-4 weeks) produces high quality working SW
> Schedule based cadence
> Cross-functional teams
> Self managed motivated teams, face-to-face communication
> Customer (PdM) involvement during development
> Feature/Business Driven (and not a composite design)
> Continuous Integration
> Technical excellence
> JIT Planning model
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> Visibility into the process
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