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Agile Backlog Management
Practices in Hansoft to successfully handle large backlogs in product
development organizations
H...
This presentation covers these pillars of backlog
management
▶ Prioritizing the backlog
▶ Estimating the backlog
▶ (Produc...
Iterative projects:
E.g. SCRUM Product Backlog
Stage/Gate/Waterfallproject:
E.g. Work Breakdown Structure (WBS)
Flows
What...
User
StoryGreat
Idea
Great
Idea
The Sprint
Backlog
2-4 week sprints
Sprint
Planning
Meeting
Daily
Standup
Finished
Work
De...
Program/product
Product roadmaps and release plans
This is typically a
‘Product Backlog’ in Hansoft
Team 3
Not yet selecte...
Other types of backlogs
1) Bug Backlog
-Inflow not as easy to control
2) Portfolio Backlog
-Higher level items. Are we eve...
Example of the development of a backlog
Rough plan
Release1Release2Release3
Sprint 1
Sprint 2
Detailed plan During the pro...
Why backlogs become fat
1) Hoarding: Backlogs tend to grow over
time
2) There is a risk of everything becoming
high priori...
Prioritization
What is your approach to prioritization?
Lightweight
approaches
Example: First in, first out
Beauracratic
approaches
Compl...
The start is often an unordered backlog
This is a product
backlog item, “PBI”
that would add
value to the
business if
deli...
… and stack rank it:
There can only be one number 1
This is a highly efficient way to
ensure that not everything
becomes ‘...
Add a ”business value” proxy
Estimating business
value to a single number
is difficult but common.
Add any custom column
i...
… maybe add some categories
The default Product Backlog priority column consist of 5 levels of priority.
This can be easil...
Example of another categorization: MoSCoW
Meaning Description
MUST Describes a requirement that must be satisfied in the f...
The Kano Model is useful to ensure that there is a mix of features being
prioritized
Learn more: http://en.wikipedia.org/w...
Eisenhower’s important/urgent principle
Source: http://en.wikipedia.org/wiki/Time_management#The_Eisenhower_Method
Use shi...
Category - Pareto Analysis
1) Typical applications:
● Only allow 20 % to be of high priority
● We can complete 80 % of the...
In the sprint plan, prioritise by technical dependencies
1
2 3
4 5 6 7
Exercise: Prioritize
▶ Define a way to prioritise your backlog
▶ Make it visual in Hansoft (custom columns, views, reports...
Estimation
Common techniques
1) Story Points: An abstract way to estimate decoupling size
from time
-Very useful in understanding vel...
Easier alternatives
1) T-shirt size
-XXS, XS, S, M, L, XL, XXL
-Small enough, Big, Too Big
2) #NoEstimates
-Iterate, don’t...
More complicated alternatives
1) Cost of delay
-Give a monetary value on the cost if the backlog item is not delivered
2) ...
Low weight first
Pick the smallest with highest cost of delay first
Project Duration Cost of delay Weight = CoD /
Duration...
Common pitfalls
1. Spending too much time to estimate items that are never
likely to be implemented within scope of projec...
Exercise: Buy a feature!
1) List five current features that you would like to have (or we
make some up)
2) Give each featu...
Backlog Ownership
Delegation
Delegation is a key aspect of good backlog
management
Do not delegate to everyone, use it to make
clear who is ...
Exercise
Make it visible to everyone in the team who is the owner of each
section in the backlog.
30
Defining new user stories and definition of
done
Working with user stories
Definition of ready (INVEST):
1) Independent
2) Negotiable
3) Valuable
4) Estimable
5) Small eno...
Why user stories?
1) User stories are the lowest level items in a product backlog
2) They are intended to be humanly reada...
User stories in Hansoft
1) Specific flag
2) Keep the item name short and add the details in the user story
field.
3) Examp...
Exercise: Work with User Stories
1. Add a couple of new user stories
2. Flag them as user stories and write the user story...
Structuring the product backlog
Backlog Structures
▶ Presentation
▶ Dimensions in the backlog (actors, processes, structure)
▶ Walk through some example b...
Organization
Process
ComponentType of work
Planning horizon
Goal
How do we generate
value for our users?
Useful features in Hansoft to structure the backlog
1) Hierarchy
2) Columns (custom once particularly)
3) Workflows and pi...
Component Backlog
On some level the component is typically
included in the structure of a backlog.
The main issue is that ...
Process Backlog
Giving the process priority in structure
means it is simple drag-and-drop to move
from one stage to anothe...
Organizational Backlog
Works well with delegation feature.
Usually the best starting point as backlogs
tend to be per team...
The Goal Driven Backlog
The recommended way to break down a
backlog in most agile context
Gives very view overview and foc...
Exercise
1) Build a backlog structure so that it is clear:
-Who is going to work on each item
-The process the item will f...
Backlog Refinement Practices
Reduce Batch Size
Value Delivered
Time
Delivery of small fine grained
valuable work item
Delivery of all items at once
Exercise: Batch Size
Problem
Working with an outsourcing partner, requirements are sent off in
batches of 10 work items at...
Constrain WIP
It is much easier to start work than it is to
finish it. By controlling how much Work-in-
Progress there is ...
Visualise WIP
1) Defined as number of items in the status In Progress at any
given time, create a report that clearly show...
How many items can a person manage?
1) A good rule of thumb come’s from Dunbar’s number:
50
150
What do we do when we reach the limit?
1. Block new demand
2. Remove low-value items from queue
3. Flexible requirements
4...
Establish Cadence and Synchronization
1) Waiting times becomes predictable
-Velocity helps understand and forecast capacit...
Scenarios with different cadence
6. Decentralized Control
1) Centralize control for problems that are infrequent, large, or
that have significant economies...
Exercise: Decentralize dependency resolution
Problem
Two teams are having many dependencies between each other. They pull ...
Keep the product backlog in shape
Refining the product backlog is a job, it is not something that can
typically be done in...
Allow for a process also in the backlog
1) There are several ways to capture a process:
-Separate the backlog (Inbox, Back...
Aging Backlog
1) Create a report that filters everything that has not been
updated in a year or more and is not in status ...
Workflows
1) States
2) Transitions
3) Connecting item status to the workflow
4) Simple review workflow
59
Setup a backlog workflow
1) Set up a simple workflow for implementing backlog items
(Design, Implement, Test, Completed).
...
Transport - Multiple Sources of Information
 One system with one backlog
 Setup projects with minimum need to duplicate ...
Inventory - Keep More Information than Needed
 Allow teams to work in different ways
 Not everything has to be managed i...
Unnecessary Movement - People having to move to
gain or access information
 Learn how to create reports and use find in H...
Waiting - for data, late or wrong delivery
 Develop in parallel where possible – and integrate often to
validate
 Use CF...
Over Production - Work that is not needed,
reinventing the wheel
 Share and learn good practices of how to use Hansoft
 ...
Over Processing - Working more than necessary,
working on wrong release, unclear requirements
 Definition of Ready and De...
Defects - Rewrite, redo, reschedule, rework, retest
etc.
 Use simple quality metrics in Hansoft: Are more bugs
departing ...
Metrics
Why we need metrics?
69
Backlog Metrics
Presentation
▶ Agile Actionable Metrics – what is it?
▶ Quick intro to reports and dashboards
▶ Example Me...
Numberofitems
Time
Todo
In progress
Done
Avg. Lead time
Queue
size
Linear
Process
Cumulative Flow Diagrams
Numberofitems
Time
Todo
In progress
Done
Monitoring queue
size is more
important than lead
time
Example from a more traditional project
Initiation Project Planning
Project
Execution
Project Closure
Time
Completed In pr...
Setup a simple CFD
1) Create a chart on a new page called CFD
2) Add the project backlog items as filter
3) Add Historical...
Agile metrics for everyone
Important decision making happens everywhere in agile
organizations. This is why each team, fun...
The Dashboards Section
76
A page is a
collection of
charts
A chart or item
view
Use filters for
each chart or
item view
Di...
Example with Status
77
Filters can also be set on Measures
78
Visualise if high prio things are smaller
79
Can items fit into a sprint?
80
Is something happening?
81
Is the backlog prioritized?
82
How DEEP is your backlog?
Problem
As a Product Owner I want to identify if my backlog is DEEP
1) Setup a quality page in d...
The Burndown Chart
84
Forcasting Setting
On historical data dimension you have
forecasting settings:
Show a calculated forecast made by
Hansoft
...
Will we hit our milestone?
86
How is each team tracking towards completion?
87
Establish cadence
1) Setup a schedule with several synchronized sprints
2) Create a burndown chart showing the progress ov...
Understanding Velocity over Time
89
Resource Efficiency vs. Flow Efficiency
90
ResourceEfficiency
Flow Efficiency
Strategy to increase
utilization
Strategy to...
Resource Efficiency vs. Flow Efficiency
91
ResourceEfficiency
Flow Efficiency
Strategy to increase
utilization
Strategy to...
Work In Progress
92
Release Size
93
Allocation metrics
94
Resource Allocation
Show Individual Allocation
Allocation View
95
Summary
1) Backlog quality metrics:
-Priortization charts
-Estimation charts
2) Velocity Metrics
-Sprint and release burnd...
Real Backlog Management
1) Identify your top 3 backlog management challenges within the
project in your project group
2) H...
Next steps
▶ Download and install Hansoft to try this yourself from
www.hansoft.com
▶ Contact support@hansoft.com if you h...
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Agile backlog management with Hansoft

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Practices in Hansoft to successfully handle large backlogs in product development organizations.

Agile backlog management with Hansoft

  1. 1. Agile Backlog Management Practices in Hansoft to successfully handle large backlogs in product development organizations Hansoft is a backlog management tool you can download for free on www.hansoft.com This presentation was made using version 9.2042
  2. 2. This presentation covers these pillars of backlog management ▶ Prioritizing the backlog ▶ Estimating the backlog ▶ (Product) Ownership for just-in-time decision making ▶ Clarify and define acceptance criteria and user stories to understand underlying value ▶ Backlog structure ▶ Set (WIP) limits Hands on / Features Covered ▶ Finding the backlogs ▶ Basic prioritization and estimation ▶ Delegation and access to backlogs ▶ Defining new user stories and definition of done
  3. 3. Iterative projects: E.g. SCRUM Product Backlog Stage/Gate/Waterfallproject: E.g. Work Breakdown Structure (WBS) Flows What is a backlog? Icebox Cool Warm Hot Readiness backlog The backlog: Understand WHAT we should do The plan: Understand How and WHEN we will do it
  4. 4. User StoryGreat Idea Great Idea The Sprint Backlog 2-4 week sprints Sprint Planning Meeting Daily Standup Finished Work Demo Retro- spective Input from team, stakeholders, customers, managers Product Owner SCRUM Master The product and sprint backlog in SCRUM
  5. 5. Program/product Product roadmaps and release plans This is typically a ‘Product Backlog’ in Hansoft Team 3 Not yet selected Analysis Implementing Successful backlog management is at the core of scaling agile Portfolio High level business epics across all products This is typically a ’Portfolio Project’ in Hansoft Team 2 Increment 1 Linked to item Team 1Team/project Team backlogs and detailed implementation schedules. This is typically sub-projects in the planning view in Hansoft Commitment Note: This is an example and every organization is different. This is why Hansoft is highly flexible to adapt to your backlog needs.
  6. 6. Other types of backlogs 1) Bug Backlog -Inflow not as easy to control 2) Portfolio Backlog -Higher level items. Are we even working on the right product? 3) Individual backlogs -Todo lists and similar 6
  7. 7. Example of the development of a backlog Rough plan Release1Release2Release3 Sprint 1 Sprint 2 Detailed plan During the project Sprint 3 Sprint 4 S1 ended S2 Scope out? Seeforexample:https://www.slideshare.net/wasitova/product-backlog-management S3 S4
  8. 8. Why backlogs become fat 1) Hoarding: Backlogs tend to grow over time 2) There is a risk of everything becoming high priority 3) Lack of clear ownership 4) Multitasking: There are simply too many things the teams want to do at once 5) Time consuming discussions on low value items 6) Something of high prio for one person is low prio for another 8
  9. 9. Prioritization
  10. 10. What is your approach to prioritization? Lightweight approaches Example: First in, first out Beauracratic approaches Complicated and long analysis phases to develop business cases etc. Random Example: Ad hoc, gut feeling Systematic Example: Highly based on data Here?
  11. 11. The start is often an unordered backlog This is a product backlog item, “PBI” that would add value to the business if delivered.
  12. 12. … and stack rank it: There can only be one number 1 This is a highly efficient way to ensure that not everything becomes ‘Very High Priority’. Use ‘Show rank in list’ to see this priority in Hansoft. Stack ranking is done in the priority view.
  13. 13. Add a ”business value” proxy Estimating business value to a single number is difficult but common. Add any custom column in Hansoft to represent this.
  14. 14. … maybe add some categories The default Product Backlog priority column consist of 5 levels of priority. This can be easily changed to any other column that has the type ‘Drop list single choice’ by main managers.
  15. 15. Example of another categorization: MoSCoW Meaning Description MUST Describes a requirement that must be satisfied in the final solution for the solution to be considered a success. SHOULD Represents a high-priority item that should be included in the solution if it is possible. This is often a critical requirement but one which can be satisfied in other ways if strictly necessary. COULD Describes a requirement which is considered desirable but not necessary. This will be included if time and resources permit. WON'T Represents a requirement that stakeholders have agreed will not be implemented in a given release, but may be considered for the future. (note: occasionally the word "Would" is substituted for "Won't" to give a clearer understanding of this choice).Source: http://en.wikipedia.org/wiki/MoSCoW_method This is just a custom column of type drop list single choice that has been set to be the product backlog priority.
  16. 16. The Kano Model is useful to ensure that there is a mix of features being prioritized Learn more: http://en.wikipedia.org/wiki/Kano_model Dissatisfied Satisfied Not implemented Fully implemented Delighters, attractive features With this, the client will get paramount satisfaction but might not expect Over time, a delightful feature will become a basic need.
  17. 17. Eisenhower’s important/urgent principle Source: http://en.wikipedia.org/wiki/Time_management#The_Eisenhower_Method Use shift to sort on multiple columns
  18. 18. Category - Pareto Analysis 1) Typical applications: ● Only allow 20 % to be of high priority ● We can complete 80 % of the tasks in 20 % time - let’s prioritize the smallest 80 % 80 % 20 %
  19. 19. In the sprint plan, prioritise by technical dependencies 1 2 3 4 5 6 7
  20. 20. Exercise: Prioritize ▶ Define a way to prioritise your backlog ▶ Make it visual in Hansoft (custom columns, views, reports, dashboards etc.) ▶ Discussion: Would this make sense for you in your daily work? Does it make sense to your colleagues? 20
  21. 21. Estimation
  22. 22. Common techniques 1) Story Points: An abstract way to estimate decoupling size from time -Very useful in understanding velocity based on true progress -Can be easier for teams not used to do estimates 2) Estimated Days -How many ideal days (without interruption) would it take to complete the feature -Easy to understand for stakeholders -Can be hours as well 22
  23. 23. Easier alternatives 1) T-shirt size -XXS, XS, S, M, L, XL, XXL -Small enough, Big, Too Big 2) #NoEstimates -Iterate, don’t estimate -Estimation is waste 23
  24. 24. More complicated alternatives 1) Cost of delay -Give a monetary value on the cost if the backlog item is not delivered 2) Combining multiple columns -Use different columns to estimate for example strategic value, technical complexity reduction, usability improvement, cost of implementation etc. -Use a function column to get an index value of the importance 24 WSJF = 𝑈𝑠𝑒𝑟 𝐵𝑢𝑠𝑖𝑛𝑒𝑠𝑠 𝑉𝑎𝑙𝑢𝑒+𝑇𝑖𝑚𝑒 𝐶𝑟𝑖𝑡𝑖𝑐𝑎𝑙𝑖𝑡𝑦+𝑅𝑅𝑂𝐸 𝑉𝑎𝑙𝑢𝑒 𝐽𝑜𝑏 𝑆𝑖𝑧𝑒 RROE Value: Risk Reduction Opportunity Enablement Value
  25. 25. Low weight first Pick the smallest with highest cost of delay first Project Duration Cost of delay Weight = CoD / Duration 1 1 10 10 2 3 3 1 3 10 1 1 1 2 3 3 2 1 Delay Cost High weight first
  26. 26. Common pitfalls 1. Spending too much time to estimate items that are never likely to be implemented within scope of project 2. Too much focus on estimate vs. actuals, rather than as soon as possible or with sufficient quality. 3. Excessive time reporting bureaucracy 26
  27. 27. Exercise: Buy a feature! 1) List five current features that you would like to have (or we make some up) 2) Give each feature a size estimate in story points: 1, 2, 3, 5, 8 or 13 points. 3) Each person has 3 story coins – now invest your coins in the features you want and add it in a Hansoft backlog. 27
  28. 28. Backlog Ownership
  29. 29. Delegation Delegation is a key aspect of good backlog management Do not delegate to everyone, use it to make clear who is reponsible (team or person) The Product Owner Role is the most common solution 29
  30. 30. Exercise Make it visible to everyone in the team who is the owner of each section in the backlog. 30
  31. 31. Defining new user stories and definition of done
  32. 32. Working with user stories Definition of ready (INVEST): 1) Independent 2) Negotiable 3) Valuable 4) Estimable 5) Small enough 6) Testable 32 As a <type of user>, I want <some goal> so that <valuable reason>.
  33. 33. Why user stories? 1) User stories are the lowest level items in a product backlog 2) They are intended to be humanly readable and written so that both developers and customers can understand what they mean. 3) More importantly, they are the foundation of a good discussion 33
  34. 34. User stories in Hansoft 1) Specific flag 2) Keep the item name short and add the details in the user story field. 3) Examples of how to define acceptance criteria in the backlog. 34
  35. 35. Exercise: Work with User Stories 1. Add a couple of new user stories 2. Flag them as user stories and write the user story sentence in the appropriate field 3. Add Acceptance Criteria as a separate column 4. Show the user story in the backlog list 35
  36. 36. Structuring the product backlog
  37. 37. Backlog Structures ▶ Presentation ▶ Dimensions in the backlog (actors, processes, structure) ▶ Walk through some example backlogs ▶ Hands on / Features Covered ▶ Customizing the product and sprint backlog ▶ Structuring a backlog
  38. 38. Organization Process ComponentType of work Planning horizon Goal How do we generate value for our users?
  39. 39. Useful features in Hansoft to structure the backlog 1) Hierarchy 2) Columns (custom once particularly) 3) Workflows and pipelines 4) Reports 5) User view presets 6) Different views (planning vs. backlog) 39
  40. 40. Component Backlog On some level the component is typically included in the structure of a backlog. The main issue is that a user story typically affects multiple components so it becomes very difficult to manage.
  41. 41. Process Backlog Giving the process priority in structure means it is simple drag-and-drop to move from one stage to another. There are other mechanisms for capturing the process that also connects with default status
  42. 42. Organizational Backlog Works well with delegation feature. Usually the best starting point as backlogs tend to be per team so it is easy to work with. One drawback can be to get higher level understanding and managing dependencies between teams.
  43. 43. The Goal Driven Backlog The recommended way to break down a backlog in most agile context Gives very view overview and focus on value driven work towards the organization’s higher level goals Might be difficult to manage ownership in contexts with multiple product owners
  44. 44. Exercise 1) Build a backlog structure so that it is clear: -Who is going to work on each item -The process the item will follow to completion -Where in the product the change will happen 2) Discuss: What do you find most relevant levels in the backlog hierarchy? 44
  45. 45. Backlog Refinement Practices
  46. 46. Reduce Batch Size Value Delivered Time Delivery of small fine grained valuable work item Delivery of all items at once
  47. 47. Exercise: Batch Size Problem Working with an outsourcing partner, requirements are sent off in batches of 10 work items at the time with a fixed date for delivery. 1) Represent this in your project 2) Visualize the batch size Discussion: What are key constraints that control batch size? 47
  48. 48. Constrain WIP It is much easier to start work than it is to finish it. By controlling how much Work-in- Progress there is you can manage the finish line. 48
  49. 49. Visualise WIP 1) Defined as number of items in the status In Progress at any given time, create a report that clearly shows the current WIP 2) Right-click on a section in the backlog and select Create Dashboard Chart -Use “Status” as the dimension -“Number of items” as the measure 49
  50. 50. How many items can a person manage? 1) A good rule of thumb come’s from Dunbar’s number: 50 150
  51. 51. What do we do when we reach the limit? 1. Block new demand 2. Remove low-value items from queue 3. Flexible requirements 4. Apply extra resources 5. Part-time resources for high variability tasks 6. Pull high-powered experts to emerging bottlenecks 7. Develop T-shaped people that are deep in one area and broad in many 8. Cross-train people in adjacent processes 9. Use upstream mix changes to regulate queue size 51
  52. 52. Establish Cadence and Synchronization 1) Waiting times becomes predictable -Velocity helps understand and forecast capacity in sprint 2) Enables small batch sizes: -Compare Product backlog vs. sprint backlog 3) Limits the accumulation of variance 4) Fast feedback is enabled 5) 2-4 week synchronized sprints are recommended in SCRUM environments 52
  53. 53. Scenarios with different cadence
  54. 54. 6. Decentralized Control 1) Centralize control for problems that are infrequent, large, or that have significant economies of scale. 2) The inefficiency of decentralization can cost less than than the value of faster response time 54
  55. 55. Exercise: Decentralize dependency resolution Problem Two teams are having many dependencies between each other. They pull their work from the same backlog in Hansoft. Be creative and create a structure that would help in dependency resolution so that it is easy: - Send a signal through Hansoft on the items that have a dependency - Add a report available to all project members with identified dependencies 55
  56. 56. Keep the product backlog in shape Refining the product backlog is a job, it is not something that can typically be done in the scope of a sprint planning meeting but is done continuously through interaction and collaboration with the Product Owner. 56
  57. 57. Allow for a process also in the backlog 1) There are several ways to capture a process: -Separate the backlog (Inbox, Backlog) -Setup workflows -Add custom columns 57 Raw Refined Accepted Committed
  58. 58. Aging Backlog 1) Create a report that filters everything that has not been updated in a year or more and is not in status Completion. Discussion: Are these ideas still relevant? 58
  59. 59. Workflows 1) States 2) Transitions 3) Connecting item status to the workflow 4) Simple review workflow 59
  60. 60. Setup a backlog workflow 1) Set up a simple workflow for implementing backlog items (Design, Implement, Test, Completed). 2) Make sure that only the testers can set an item to the workflow status Completed 3) When an item reaches the workflow state Completed the default status should automatically be set to Completed 4) Commit a few items from the backlog to the sprint 5) Tag a few stories in the sprint backlog to the workflow 60
  61. 61. Transport - Multiple Sources of Information  One system with one backlog  Setup projects with minimum need to duplicate information
  62. 62. Inventory - Keep More Information than Needed  Allow teams to work in different ways  Not everything has to be managed in Hansoft, items directly related to customer value to go into backlogs  Tightly manage the number of columns
  63. 63. Unnecessary Movement - People having to move to gain or access information  Learn how to create reports and use find in Hansoft to find relevant information  Do not only use Hansoft for status, also for feedback as a means to avoid meetings or to make them more efficient
  64. 64. Waiting - for data, late or wrong delivery  Develop in parallel where possible – and integrate often to validate  Use CFD’s to manage work in progress to shorten lead times and be able to better forecast delivery  Hansoft is a real time system – utilize that to always stay up to date on what work can get started
  65. 65. Over Production - Work that is not needed, reinventing the wheel  Share and learn good practices of how to use Hansoft  Break down large, high prio, requirements to smaller before starting to work on them to learn what work can be avoided  Before using pipelines, think through if it would make you more efficient or create work that is not needed.
  66. 66. Over Processing - Working more than necessary, working on wrong release, unclear requirements  Definition of Ready and Definition of Done is a good practice both for hardware and software teams  Tag work towards the same releases across hardware and software  Use allocation features to understand work load
  67. 67. Defects - Rewrite, redo, reschedule, rework, retest etc.  Use simple quality metrics in Hansoft: Are more bugs departing or arriving the bug queue?  Definition of ready and definition of done improves quality – do not sacrifice quality!
  68. 68. Metrics
  69. 69. Why we need metrics? 69
  70. 70. Backlog Metrics Presentation ▶ Agile Actionable Metrics – what is it? ▶ Quick intro to reports and dashboards ▶ Example Metrics Hands on / Features Covered ▶ Backlog quality metrics ▶ Velocity metrics ▶ Capacity metrics ▶ Custom metrics
  71. 71. Numberofitems Time Todo In progress Done Avg. Lead time Queue size Linear Process Cumulative Flow Diagrams
  72. 72. Numberofitems Time Todo In progress Done Monitoring queue size is more important than lead time
  73. 73. Example from a more traditional project Initiation Project Planning Project Execution Project Closure Time Completed In progress Remaining Scope Scope Creep
  74. 74. Setup a simple CFD 1) Create a chart on a new page called CFD 2) Add the project backlog items as filter 3) Add Historical data and Status completion as dimensions 4) Add number of items as measure 74
  75. 75. Agile metrics for everyone Important decision making happens everywhere in agile organizations. This is why each team, function and individual need access to relevant metrics to support the decisions they are responsible for. Hansoft empowers everyone, regardless of hierarchy, to track metrics and make better decisions. 75 Metrics are relevant on all levels
  76. 76. The Dashboards Section 76 A page is a collection of charts A chart or item view Use filters for each chart or item view Dimensions as legend or “Y- axis” Measures are the datapoints Control layout, colors and share
  77. 77. Example with Status 77
  78. 78. Filters can also be set on Measures 78
  79. 79. Visualise if high prio things are smaller 79
  80. 80. Can items fit into a sprint? 80
  81. 81. Is something happening? 81
  82. 82. Is the backlog prioritized? 82
  83. 83. How DEEP is your backlog? Problem As a Product Owner I want to identify if my backlog is DEEP 1) Setup a quality page in dashboards to visualize the quality of your backlog. For example: -Is every user story prioritized? -How many items are of highest priority? -How many of the items are estimated? -When were items last updated? 83
  84. 84. The Burndown Chart 84
  85. 85. Forcasting Setting On historical data dimension you have forecasting settings: Show a calculated forecast made by Hansoft Work with a custom forecast 85
  86. 86. Will we hit our milestone? 86
  87. 87. How is each team tracking towards completion? 87
  88. 88. Establish cadence 1) Setup a schedule with several synchronized sprints 2) Create a burndown chart showing the progress over several of these sprints 3) Clone the chart 4) Show a “best case” forecast in one chart and a “worst case” in the other. 88
  89. 89. Understanding Velocity over Time 89
  90. 90. Resource Efficiency vs. Flow Efficiency 90 ResourceEfficiency Flow Efficiency Strategy to increase utilization Strategy to fulfill needs asap Source: Niklas Modig and Håkan Forss
  91. 91. Resource Efficiency vs. Flow Efficiency 91 ResourceEfficiency Flow Efficiency Strategy to increase utilization Strategy to fulfill needs asap Source: Niklas Modig and Håkan Forss Lean Path
  92. 92. Work In Progress 92
  93. 93. Release Size 93
  94. 94. Allocation metrics 94
  95. 95. Resource Allocation Show Individual Allocation Allocation View 95
  96. 96. Summary 1) Backlog quality metrics: -Priortization charts -Estimation charts 2) Velocity Metrics -Sprint and release burndowns -Completed items per sprint 3) Capacity Metrics -Work in progress and batch size -Allocation metrics and views 96
  97. 97. Real Backlog Management 1) Identify your top 3 backlog management challenges within the project in your project group 2) Here are a few questions to get you started: -Is the backlog humanly readable? -How big is the backlog in total? -How much is WIP? -Is the ownership clear? -Are all columns being used and for what purpose? 97
  98. 98. Next steps ▶ Download and install Hansoft to try this yourself from www.hansoft.com ▶ Contact support@hansoft.com if you have any questions.
  • DannyvandenMunckhof

    Sep. 11, 2017
  • TomKersten1

    Jul. 10, 2017

Practices in Hansoft to successfully handle large backlogs in product development organizations.

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