Continuous Agile Planning That the Biz and Dev Folk can "Like Like"
•
2 gostaram•1,547 visualizações
Presented at the Keep Austin Agile Conference in 2015. Many product development teams struggle through “painful” planning meetings. No one seems to enjoy them but they are deemed necessary for various reasons that all start off with good intentions and critical needs. They typically do not harness the power of being responsive to change and following YAGNI and delaying decision until the last responsible moment (i.e. more waste than the Austin Community Landfill). In this talk, Matt will provide an approach that he’s used for years to strike the delicate balance of building a product and development roadmap that can be used for long-term planning, medium-term planning, and being extremely responsive to change. It’s also respectful of the Agile Manifesto Principles and Values. This approach should make planning an easier, if not fun, for everyone from Developers to Product Managers to Executives.
Recomendados
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Semelhante a Continuous Agile Planning That the Biz and Dev Folk can "Like Like"
Semelhante a Continuous Agile Planning That the Biz and Dev Folk can "Like Like" (20)
Último
Último (20)
Continuous Agile Planning That the Biz and Dev Folk can "Like Like"
- 1. Continuous Agile Planning That the Biz and Dev Folk can “Like Like” Matt Roberts , VP Product Development @Socialware matt@matt-roberts.com | @MulticastMatt linkedin.com/in/cpgmattr
- 2. Abstract: Many product development teams struggle through “painful” planning meetings. No one seems to enjoy them but they are deemed necessary for various reasons that all start off with good intentions and critical needs. They typically do not harness the power of being responsive to change and following YAGNI and delaying decision until the last responsible moment (i.e. more waste than the Austin Community Landfill). In this talk, Matt will provide an approach that he’s used for years to strike the delicate balance of building a product and development roadmap that can be used for long-term planning, medium-term planning, and being extremely responsive to change. It’s also respectful of the Agile Manifesto Principles and Values. This approach should make planning an easier, if not fun, for everyone from Developers to Product Managers to Executives.
- 4. Planning - Biz Perspective “I can’t get those guys to commit to anything” “Why can’t they just agree and move on?” “Why do we need to have all these meetings?” “We already have a date and scope, why bother?”
- 5. Planning - Dev Perspective “Planning sucks. Estimating sucks” “You hired me to write software, right?” “Yesterday, I spent the day in meetings, today, I’m going to spend the day in meetings. No blockers” “We already have a date and scope, why bother?” “Why do we need to have all these meetings?” “As a developer I want to pad my estimates excessively so when the requirements change, I won’t have to stay up all night”
- 6. “Responding to change over following a plan” “Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.” “Simplicity--the art of maximizing the amount of work not done--is essential.”
- 7. The Goal Deliver the highest quality value to the customer while maintaining worker safety. This is accomplished by harnessing ongoing change through continuous: Learning Planning Alignment Risk Reduction / Options
- 8. Planning is the Gateway Drug to Estimating What Who / Cost When?!?!?! Copyright 2003 Advanced Development Methods WASTE
- 9. How do we achieve the goal?
- 10. Long-Term Planning in Product Development Product Roadmap Product Portfolio Strategy “Long” Releases Funding (Start-up, New Line of Business, etc.) Build vs. buy More?
- 11. Medium-Term Planning in Product Development Sprint Planning Small Release Planning Continuous Flow Backlog Prioritization Tasking out User Stories
- 12. Short-Term Planning in Product Development Daily Stand-up P1 Issues / Critical Situations Pair Programming Unit Tests Coding Research Spikes
- 13. XP Planning
- 14. Scrum Planning The Way it Was Envisioned (unfortunately generally not practiced) Copyright 2003 Advanced Development Methods
- 16. Kanban “Planning” No formal release planning process as the focus is on continuous release, but it can be done if needed (e.g. Scrumban) Measure “Lead Time” to determine the average time for a piece of work to flow through the system Cumulative flow identifies waste
- 17. Continuous Capacity Planning Problem: Getting ready for another six months of drawn-out planning for a period to cover a fiscal year that starts at the end of the six months of planning, I was looking for a better way to serve the needs of the business and the development team. Solution: Continuous Capacity Planning - A New Hope
- 19. Capacity Planning Classify work in terms of: Product - User Facing: Themes, Epics, User Stories, Research Spikes, Innovation Inter-departmental - Support, Service, IT Internal: Infrastructure (SaaS), DevTools, Technical Debt, Defects, Research Spikes Measure all work - historical data from tracking software works great Involve a small (as responsible) set of the product development team Establish baseline plan with fixed capacities then adjust to meet the needs of the customers and team!
- 20. Continuous Capacity Planning Tag all new work coming into the product development system in terms of allocations type. Periodically check that capacity allocations are being maintained and update release plans, project plans, and product roadmaps. Allow the business to prioritize all work within capacity buckets that has not yet started, but try to stick to allocations. If allocations need to change, be explicit. More can be done in the same time quickly through elimination of waste or eventually with additional capacity.
- 21. Agile Planning Flame Continuous CapacityPlanning
- 22. Continuous Capacity Planning ExamplePredict-IT is an Austin-based software company, delivering the most innovative value to customers operating large-scale data centers. They are planning a Q3 release to capture a specific market window, but don’t want to spend the time on a big up front planning exercise as everyone wants to get started. However, executives and product management need to understand what, who, and when, but want to be responsive to change. The example is about planning, not the choices that were made throughout the project (find improvements!) The “Feedback Cycle” approach could be for Scrum or Kanban/ Continuous Flow Systems. Assume that these are periodic investment checks for longer-term planning.
- 23. Predict-IT Roadmap (v1) Q3 Q4 Q1 Q2 Capacity Planner CIO IT Director HelpDesk Advisor Accountant Legal “On The Go Capacity Planner” Mobile Use Cases Advanced Virtualization Platforms Support for Amazon VPC, Azure, Rackspace Visible Infrastructure UI Viz. of Public and Private Cloud Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Situational Awareness Configurable Notifications Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Regulatory Compliance Rules importable into predictive rules engine for workload assignment
- 24. Release Planning “On The Go Capacity Planner” 25% Visible Infra. 20% Sit. Aware- ness 10% SaaS Inf. 15% Tech. Debt/ Retro 20% Support 10% I II III IV V VI
- 25. Predict-IT Roadmap (v1) Q3 Q4 Q1 Q2 Capacity Planner CIO IT Director HelpDesk Advisor Accountant Legal “On The Go Capacity Planner” Mobile Use Cases Advanced Virtualization Platforms Support for Amazon VPC, Azure, Rackspace Visible Infrastructure UI Viz. of Public and Private Cloud Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Situational Awareness Configurable Notifications Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Regulatory Compliance Rules importable into predictive rules engine for workload assignment I II III IV V VI
- 26. Feedback Cycle Plan I - Hypothesis “On The Go Capacity Planner” 25% Visible Infra. 20% Sit. Aware- ness 10% SaaS Inf. 15% Tech. Debt/ Retro 20% Support 10% I User Story User Story User Story Defect Retro Spike Spike Support “On The Go Capacity Planner” Sum of Capacity (Story Points or #Items) = 30% Visible Infra. Sum of Capacity (Story Points or #Items) = 15% Sit. Awareness Sum of Capacity (Story Points or #Items) = 10% SaaS Inf Sum of Capacity (Story Points or #Items) = 15% Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 20% Support Sum of Capacity (Story Points or #Items) = 10
- 27. All Bets Down!
- 28. Feedback Cycle Plan I - Result “On The Go Capacity Planner” 25% Visible Infra. 20% Sit. Aware- ness 10% SaaS Inf. 15% Tech. Debt/ Retro 20% Support 10% I User Story User Story User Story Defect Retro Spike Spike Support “On The Go Capacity Planner” Sum of Capacity (Story Points or #Items) = 20% 10% Under Visible Infra. Sum of Capacity (Story Points or #Items) = 0% 15% Under Sit. Awareness Sum of Capacity (Story Points or #Items) = 0% 10% Under SaaS Inf Sum of Capacity (Story Points or #Items) = 50% 35% Over Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 20% At Plan DoneDone Support Sum of Capacity (Story Points or #Items) = 10%
- 29. Predict-IT Roadmap Q3 Q4 Q1 Q2 Capacity Planner CIO IT Director HelpDesk Advisor Accountant Legal “On The Go Capacity Planner” Mobile Use Cases Advanced Virtualization Platforms Support for Amazon VPC, Azure, Rackspace Visible Infrastructure UI Viz. of Public and Private Cloud Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Situational Awareness Configurable Notifications Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Regulatory Compliance Rules importable into predictive rules engine for workload assignment I II III IV V VI Risk - Didn’t Get Started Risk - Didn’t Get Started
- 30. Feedback Cycle Plan II - Hypothesis “On The Go Capacity Planner” 20% Visible Infra. 20% Sit. Aware- ness 10% SaaS Inf. 15% Tech. Debt/ Retro 20% Support 10% II Defect Spike Support “On The Go Capacity Planner” Sum of Capacity (Story Points or #Items) = 20% Visible Infra. Sum of Capacity (Story Points or #Items) = 15% Sit. Awareness Sum of Capacity (Story Points or #Items) = 15% SaaS Inf Sum of Capacity (Story Points or #Items) = 25% Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 15% Support Sum of Capacity (Story Points or #Items) = 10% User Story User Story Spike User Story Defect
- 31. All Bets Down!
- 32. Feedback Cycle Plan II - Result “On The Go Capacity Planner” 20% Visible Infra. 20% Sit. Aware- ness 10% SaaS Inf. 15% Tech. Debt/ Retro 20% Support 10% II Defect Spike Support “On The Go Capacity Planner” Sum of Capacity (Story Points or #Items) = 20% Visible Infra. Sum of Capacity (Story Points or #Items) = 15% Sit. Awareness Sum of Capacity (Story Points or #Items) = 5% 10% Under SaaS Inf Sum of Capacity (Story Points or #Items) = 35% 10% Over Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 15% Support Sum of Capacity (Story Points or #Items) = 10% User Story User Story Spike User Story Defect DoneDone
- 33. Predict-IT Roadmap Q3 Q4 Q1 Q2 Capacity Planner CIO IT Director HelpDesk Advisor Accountant Legal “On The Go Capacity Planner” Mobile Use Cases Advanced Virtualization Platforms Support for Amazon VPC, Azure, Rackspace Visible Infrastructure UI Viz. of Public and Private Cloud Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Situational Awareness Configurable Notifications Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Regulatory Compliance Rules importable into predictive rules engine for workload assignment I II III IV V VI Ready to Release! New Feature Will Increase Sales 50%! “Fix SaaS Security Leak!” Risk - Not Really Started
- 34. Feedback Cycle Plan III - Hypothesis Visible Infra. 30% Sit. Aware- ness 10% SaaS Inf. 30% Tech. Debt/ Retro 20% Support 10% III Defect Support Visible Infra. Sum of Capacity (Story Points or #Items) = 30% Sit. Awareness Sum of Capacity (Story Points or #Items) = 10% SaaS Inf Sum of Capacity (Story Points or #Items) = 30% Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 20% Support Sum of Capacity (Story Points or #Items) = 10% Defect User Story Defect User Story User Story User Story Retro
- 35. All Bets Down!
- 36. Feedback Cycle Plan III - Result Visible Infra. 30% Sit. Aware- ness 10% SaaS Inf. 30% Tech. Debt/ Retro 20% Support 10% III Defect Support Visible Infra. Sum of Capacity (Story Points or #Items) = 30% Sit. Awareness Sum of Capacity (Story Points or #Items) = 0% 10% Under SaaS Inf Sum of Capacity (Story Points or #Items) = 25% 5% Under Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 25% 5% Over Support Sum of Capacity = 20% (10% Over) Defect User Story Defect User Story User Story User Story Retro DoneDone
- 37. Predict-IT Roadmap Q3 Q4 Q1 Q2 Capacity Planner CIO IT Director HelpDesk Advisor Accountant Legal “On The Go Capacity Planner” Mobile Use Cases Advanced Virtualization Platforms Support for Amazon VPC, Azure, Rackspace Visible Infrastructure UI Viz. of Public and Private Cloud Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Situational Awareness Configurable Notifications Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Regulatory Compliance Rules importable into predictive rules engine for workload assignment I II III IV V VI Done New Feature Will Increase Sales 50%! Risk - No Progress
- 38. Predict-IT Roadmap Q3 Q4 Q1 Q2 Capacity Planner CIO IT Director HelpDesk Advisor Accountant Legal “On The Go Capacity Planner” Mobile Use Cases Advanced Virtualization Platforms Support for Amazon VPC, Azure, Rackspace Visible Infrastructure UI Viz. of Public and Private Cloud Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Situational Awareness Configurable Notifications Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Regulatory Compliance Rules importable into predictive rules engine for workload assignment I II III IV V VI Done New Feature Will Increase Sales 50%! Do MVP Only for Q3 Remaining in Q4
- 39. Feedback Cycle Plan IV - Hypothesis Visible Infra. 30% Sit. Aware- ness 15% SaaS Inf. 30% Tech. Debt/ Retro 20% Support 5% IV Defect Support Visible Infra. Sum of Capacity (Story Points or #Items) = 30% Sit. Awareness Sum of Capacity (Story Points or #Items) = 15% SaaS Inf Sum of Capacity (Story Points or #Items) = 30% Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 20% Support Sum of Capacity (Story Points or #Items) = 5% User Story Defect User Story User Story User Story Retro Defect
- 40. All Bets Down!
- 41. Feedback Cycle Plan IV - Result Visible Infra. 30% Sit. Aware- ness 15% SaaS Inf. 30% Tech. Debt/ Retro 20% Support 5% IV Defect Support Visible Infra. Sum of Capacity (Story Points or #Items) = 30% Sit. Awareness Sum of Capacity (Story Points or #Items) = 15% SaaS Inf Sum of Capacity (Story Points or #Items) = 30% Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 20% Support Sum of Capacity = 0% (5% Under) User Story Defect User Story User Story User Story Retro Defect DoneDone
- 42. Predict-IT Roadmap Q3 Q4 Q1 Q2 Capacity Planner CIO IT Director HelpDesk Advisor Accountant Legal “On The Go Capacity Planner” Mobile Use Cases Advanced Virtualization Platforms Support for Amazon VPC, Azure, Rackspace Visible Infrastructure UI Viz. of Public and Private Cloud Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Situational Awareness Configurable Notifications Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Regulatory Compliance Rules importable into predictive rules engine for workload assignment I II III IV V VI Done New Feature Will Increase Sales 50%! Do MVP Only for Q3 Remaining in Q4 “Solve Cust. Crit-Sit at all costs!!!!”
- 43. Feedback Cycle Plan V - Hypothesis Visible Infra. 40% Sit. Aware- ness 15% SaaS Inf. 10% Tech. Debt/ Retro 20% Support 15% V Support Visible Infra. Sum of Capacity (Story Points or #Items) = 40% Sit. Awareness Sum of Capacity (Story Points or #Items) = 15% SaaS Inf Sum of Capacity (Story Points or #Items) = 10% Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 20% Support Sum of Capacity = 15% Defect User Story User Story User Story Retro Story User Story Story
- 44. All Bets Down!
- 45. Feedback Cycle Plan V - Result Visible Infra. 40% Sit. Aware- ness 15% SaaS Inf. 10% Tech. Debt/ Retro 20% Support 15% V Support Visible Infra. Sum of Capacity (Story Points or #Items) = 40% Sit. Awareness Sum of Capacity (Story Points or #Items) = 0% 15% Under SaaS Inf Sum of Capacity (Story Points or #Items) = 0% 10% Under Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 0% 20% Under Support Sum of Capacity = 60% (45% Over) Defect User Story User Story User Story Retro Story User Story Story DoneDone
- 46. Predict-IT Roadmap Q3 Q4 Q1 Q2 Capacity Planner CIO IT Director HelpDesk Advisor Accountant Legal “On The Go Capacity Planner” Mobile Use Cases Advanced Virtualization Platforms Support for Amazon VPC, Azure, Rackspace Visible Infrastructure UI Viz. of Public and Private Cloud Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Situational Awareness Configurable Notifications Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Regulatory Compliance Rules importable into predictive rules engine for workload assignment I II III IV V VI Done Done Pull from release
- 47. Predict-IT Roadmap Q3 Q4 Q1 Q2 Capacity Planner CIO IT Director HelpDesk Advisor Accountant Legal “On The Go Capacity Planner” Mobile Use Cases Advanced Virtualization Platforms Support for Amazon VPC, Azure, Rackspace Visible Infrastructure UI Viz. of Public and Private Cloud Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Situational Awareness Configurable Notifications Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Regulatory Compliance Rules importable into predictive rules engine for workload assignment I II III IV V VI Done Done “Quality Release!”
- 48. Feedback Cycle Plan VI - Hypothesis SaaS Inf. 50% Tech. Debt/ Retro 25% Support 25% V SaaS Inf Sum of Capacity (Story Points or #Items) = 50% Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 25% Support Sum of Capacity = 25% User Story Defect Defect Support Defect Retro User Story Retro
- 49. All Bets Down!
- 50. Feedback Cycle Plan VI - Result SaaS Inf. 50% Tech. Debt/ Retro 25% Support 25% V SaaS Inf Sum of Capacity (Story Points or #Items) = 30% 20% Under Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 25% Support Sum of Capacity = 25% User Story Defect Defect Support Defect Retro User Story Retro DoneDone NEW - All Hand’s Sales Demo 20%
- 51. Predict-IT Roadmap Q3 Q4 Q1 Q2 Capacity Planner CIO IT Director HelpDesk Advisor Accountant Legal “On The Go Capacity Planner” Mobile Use Cases Advanced Virtualization Platforms Support for Amazon VPC, Azure, Rackspace Visible Infrastructure UI Viz. of Public and Private Cloud Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Situational Awareness Configurable Notifications Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Regulatory Compliance Rules importable into predictive rules engine for workload assignment I II III IV V VI Done Done, GOT THE DEAL! NICE JOB ALL! MISSION ACCOMPLISHED!
- 52. Continuous Capacity Planning - Dev Perspective Continuous Capacity Planning is “like-liked” by Developers because: Detailed external estimation is unnecessary for long-term and short-term planning. The team has greater levels of autonomy based on the feedback cycle plan coupled with the release goals. There is less of a focus on accountability, and more on alignment and prioritized goal achievement. They do not bear the burden of change, indeed, everyone is continuously learning and adapting together. There is more visibility across the organization of the real current state.
- 53. Continuous Capacity Planning - Biz Perspective Continuous Capacity Planning is “like-liked” by Biz folk because: When the business needs to adapt to change, there is little lost in terms of detailed long-term planning. As there is no need for detailed long-term planning, the business can respond quickly to a rapidly changing environment. The business can tweak the dials continuously, as long as work has not begun, and as long as it doesn’t violate agile principles and values. There is much more of a focus on real goals as opposed to achievement of a plan (which means more value is generated for customers). Long-term planning is a relatively easy exercise and the team isn’t afraid of engaging in what-if scenarios.
- 54. Haters Gonna Hate “All you’re doing is following a budgeting process!” “This will never work with MBOs and stretch goals!” “Wait, so the team can just choose to not live up to their commitments and push work? Now nothing is going to get done!” “How can I hold teams and individuals accountable?”
- 55. Short-Term Planning Culture of Fear Absolute Requirement for Long-Term, Detailed Plans “Backed By” Detailed Estimates Commitment to a Fixed Time, Scope, and Cost Violation of Agile Principles and Values Continuous Capacity Planning #Fail
- 56. Continuous Capacity Planning - #WINNING Fast / Low-Effort Long-Term and What-If Planning Fast / Low-Effort Medium-Term Planning Culture of Continuous Learning / Continuous Improvement Environment where “the business/customer” can work honestly and directly with “the developers” Culture Embraces Agile Principles and Values
- 57. -Helmuth von Moltke the Elder “No plan survives contact with the enemy”
- 58. - Dwight D. Eisenhower “Plans are useless, but planning is indispensable”
- 59. - Kert Peterson “Agile is the Art of the Possible” - Kert Peterson “Agile is the Art of the Possible”
- 60. Matt Roberts VP Product Development @Socialware matt@matt-roberts.com | @MulticastMatt linkedin.com/in/cpgmattr Hope you “Like Liked” It!