Planning as a Team vs Planning as an Enterprise

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Louise Bishop
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1 Planning as a Team vs Planning as an Enterprise Silicon Valley Agile Leadership Network Meetup Kathryn Kuhn May 2016

5 But Does it Scale? How Do you Know?

7 One common goal Creating a shared purpose for Big Room Planning Transforming an enterprise requires full support and clarity of purpose across all levels. Consensus-driven planning creates buyin and commitment as it vets alternative implementation plans. What it takes Active participation in decision making and tradeoff conversations Surfacing risks and impediments during planning for immediate and visible action by leadership Listening to and are aligning with the overall mission and objectives, not just a to-do list of action items Actively and visibly voting on support of the overall plan

8 So How do You Do this?

11 Agenda Day 1 8:00am - 11:30am Break 11:30pm - 12:30pm 12:30pm - 4:00pm 2:00pm - 2:10pm 3:00pm - 3:10pm 4:00pm - 6:00pm 6:00pm - 7:00pm Long Term Borrow Winston W Product Management..John H Architectural and System Vision Bryan O Cadence Ecosystem Overview..Cathy P Accenture Mortgage Cadence Paul W Program Experiences..Trey F Team Instructions.John S. Teams create draft plans. Progress assessment. Progress assessment. Teams present draft plans. Problem solving CA. ALL RIGHTS RESERVED.

12 Working Agreements for Very Large Meetings How can we work together effectively in such a large room with so many people? Directionally Correct is ok Be Present Be Heard Electronics by Exception Respect Your Humanity Raise Risks Early No Surprises Shared/Transparent Note-Taking CA. ALL RIGHTS RESERVED.

14 Bring a Well-Structured Backlog Initiatives and Features, with capacity allocations and Feature Estimates Initiative 1 - Link to PI (Feature Points Allocated) Feature 1 (Feature Point Estimate) Feature 2 (Estimate)... Initiative 2 - Link to PI (Points) Feature 1 (Feature Point Estimate) Feature 2 (Estimate)... Initiative 3 - Link to PI (Points) Architecture - Link to PI (Points) CV -Link to PI (Points) CA. ALL RIGHTS RESERVED.

16 Have a Countdown-Based View - 9 weeks - 8 weeks - 7 weeks - 6 weeks - 5 weeks 3 Next Quarter High Level Pass 4 Initiatives broken down into Features to present to sizing team 5 Features Estimates Due - Roadmap Review with Leadership 6 The Why Kickoff with all of Engineering 7 Features to Teams. Feature Estimates Finalized - 3 weeks - 2 Weeks 9 Story Breakdowns Begin / UX Mockups for Stories 10 Week Of 11 Roadmap Plan 3rd Draft. User Story estimates with Iterations/Quarterly R&D Demo Hackathon Demo/Quarterly R&D Retrospective 12 Big Room Planning CA. ALL RIGHTS RESERVED.

Views to Bring into Big Room Planning Capacity Planning - High level Plan and team Readouts (Capacity / Work / Risks / Dependencies) Team Planning - Story level /

19 Views to Bring into Big Room Planning Capacity Planning - High level Plan and team Readouts (Capacity / Work / Risks / Dependencies) Team Planning - Story level / Iteration level plan Release Tracking - Visualize the detailed plan with dependencies Release Tracking - In Quarter Status and Steering CA. ALL RIGHTS RESERVED.

23 So How Do I Convince the Leadership Team?

24 Ceremony that Connects Strategy with Execution How much does lack of alignment cost you each quarter? # of hours in Status Meetings Change in direction and throw away work While we re at it list Late decision making (only pull the quality lever) Treat Decisions in Progress like Work in Progress The Value of Buy-In # of decisions / cost of event CA. ALL RIGHTS RESERVED.

25 How Much Does Lack of Alignment cost You? 8 Teams (assuming 8 people per team) = 64 people x $100,000 annual salary =$6,400,000 annual run rate or $1,600,000 per quarter How much does it cost you to be unaligned by 5%? $80,000 each quarter SAI quotes run rates of $2.2 Million every 11 weeks or $11 Million per year CA. ALL RIGHTS RESERVED.

26 Common Pitfalls

30 Q&A

31 Kathryn Kuhn Director of