O slideshow foi denunciado.
Utilizamos seu perfil e dados de atividades no LinkedIn para personalizar e exibir anúncios mais relevantes. Altere suas preferências de anúncios quando desejar.

Release Planning

689 visualizações

Publicada em

Despite rumours to the contrary, there are planning activities in the agile model. In this class we’ll discuss how to plan releases, and present story mapping and impact mapping as effective tools for design, ideation and planning.

  • Seja o primeiro a comentar

Release Planning

  1. 1. i290 lean/agile product management unit 5: planning and managing releases @jezhumble https://lapm.continuousdelivery.com/ humble@berkeley.edu This work © 2015 Jez Humble Licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
  2. 2. know strategies to mitigate these limitations be able to do old-school agile release planning understand the limitations of release planning meet some well-known prioritization tools understand tools for measuring progress learning outcomes
  3. 3. requirements • What are they? • Where do they come from?
  4. 4. user stories Leaky abstractions: http://www.joelonsoftware.com/articles/LeakyAbstractions.html
  5. 5. Epic Theme Story
  6. 6. master story list units?
  7. 7. estimation units • jellybeans • t-shirt sizing • fibonacci • function points • COCOMO predictors • SLIM parameters • beware: relative vs absolute!
  8. 8. try it for a few weeks
  9. 9. tracking progress Cumulative Flow Diagram (CFD) / burn up chart / turndown chart / finger diagram
  10. 10. stuff you didn’t know about dependencies stuff you didn’t think about doesn’t actually solve the problem it wasn’t actually what we wanted what could possibly go wrong? mix of skills architecture / non-functional requirements politics cognitive bias
  11. 11. planning fallacy Executives tend to “make decisions based on delusional optimism rather than on a rational weighing of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed.” Kahneman, Thinking Fast and Slow, p252.
  12. 12. If everything went exactly to plan… It would be extremely embarrassing if we didn’t hit…
  13. 13. cost “Even in projects with very uncertain development costs, we haven't found that those costs have a significant information value for the investment decision… The single most important unknown is whether the project will be canceled. The next most important variable is utilization of the system, including how quickly the system rolls out and whether some people will use it at all.” Douglas Hubbard | http://www.cio.com/article/119059/The_IT_Measurement_Inversion
  14. 14. minimize output, maximize outcome Jeff Patton, User Story Mapping p. xlii
  15. 15. MoSCoW Must have Should have Could have Won’t have
  16. 16. kano model
  17. 17. further reading http://www.agileconnection.com/article/dear-customer-truth-about-it- projects https://pragprog.com/magazines/2013-02/estimation-is-evil Tom DeMarco & Tim Lister, Waltzing with Bears Jeff Patton, User Story Mapping Douglas Hubbard, How to Measure Anything

×