TEAMS THAT PLAN TOGETHER, PLAN BETTER BIG ROOM PLANNING IN THE ENTERPRISE

Transcription

1 1 TEAMS THAT PLAN TOGETHER, PLAN BETTER BIG ROOM PLANNING IN THE ENTERPRISE MARIO SYLVIA PROBLEM CONTEXT OUR APPROACH LEARNINGS Q&A

2 CONTEXT Requirements & Planning Concept Iterations Controlled Acceptance, Release and Operations Requirements & Specifications Acceptance Operations Long Requirements Lead time Multiple hand-offs Build to spec as opposed to need Product Backlog Iteration Planning & Backlog Daily Standup Product Increment & Review The fuzzy front end AGILE, BUT The last mile 2

3 3 CHALLENGES Long requirements lead time Disparate teams not aligned to common business goals Dependency management Lack of engagement, transparency

4 4 Delivering value from our software requires multiple, coordinated development teams How might we increase collaboration, alignment, and actual deliveries to consumers?

5 WHAT IS BIG ROOM PLANNING? 5 Everyone responsible for delivering value to market, coming together to plan out their mid-range work commitments Image courtesy of Martin Burns,

6 6 INTERACTIVE LAYERS OF PLANNING Product Vision/Goals What business objectives will the product fulfill? Long-range Planning Release How can we release value incrementally? What general capabilities will the release offer? Mid- range Planning Iteration / Sprint What specifically will we build? Short- range Planning Story What user or stakeholder need will the story serve?

7 7 OUR GOAL FOR BIG ROOM PLANNING Less Granular Outcomes (e.g. Epics identified, soft commitment) More Granular Outcomes (e.g. User stories planned out, Fist of Five Commitment)

8 HOW WE DID BIG ROOM PLANNING 8

9 THINGS WE CONSIDERED IN PREPARATION 9 Participant makeup Duration Location Communication Alignment

10 10 Participant makeup Duration Location Communication Alignment Teams Business & IT Leaders 1 day Offsite Leaders rally the troops Pre-event Brown bag sessions Dependency team POCs

11 1 DAY AGENDA 11

12 12 Who: Facilitator Objectives: Reiterate Purpose Logistics Outline Agenda

13 13 Who: Each Team Objectives: Educate attendees on teams Show case completed work for current year s progress in terms of customer value delivered Sets up teams to present in next quarter s meeting what they completed this quarter

14 14 Who: Product Manager, Architect Objectives: Explain what we need to solve for our customers Present product vision & features to be completed this quarter Identify considerations for infrastructure and IT systems

15 15 Who: Each Team & Dependencies Objectives: Begin to identify epics that can be mapped to 30/60/90 day horizon on planning board Identify dependencies and begin to align on them

16 ARTIFACT: TEAM PLANNING BOARD days 60 days 90 days Between 90 & 180 days Epics Dependencies SOA Authorization Risks Third-party API might not be ready Environment for system integration test will not be available until. Resolved Owned Accepted Mitigated

17 17 Who: Each Product Owner Objectives: Present in-progress planning board Highlight dependency and other risks identified

18 18 Who: Leadership Team Who: Each Team & Dependencies Objectives: Assess each team s planning boards, ask questions Negotiate with teams to bring more work into 30/60/90 day horizon Objectives: Complete planning board Refactor based on learnings/agreements from Leader Walkthrough Complete Resolved/Owned/Accepted/Mitigated for risks

19 19 Who: Each Product Owner Objectives: Present final planning board Identify changes since Draft Readout Call out important dependency and risk items ROAM ed

20 20 Who: Facilitator Objectives: Summarize day s accomplishments Teams update Consolidated Program Board Walk through Mgt Review Action Plan Conduct Retrospective

21 ARTIFACT: MGT REVIEW ACTION PLAN Catalog of issues and next steps based on leader review of all team boards 21 Risk/Issue/Impediment Action Item(s) Owner(s)

22 ARTIFACT: CONSOLIDATED PROGRAM BOARD 22 Q4 Q3 Team 1 Team 2 Team 3

23 WHAT WE GOT OUT OF BIG ROOM PLANNING 23

24 1. First 3 month commitment ever established across these teams. 2. Everyone felt they knew more coming out of the meeting about what other teams are going to work on next quarter. 3. Several A-ha moments resulted in take-aways of teams talking to other teams on collaboration opportunities Leadership had a clearer sense of what to expect over the next 3 months from these teams and when. 5. Leadership also realized where they needed to help solve issues raised in the meeting. 6. Dependency stakeholders felt more knowledgeable about how their teams can contribute to the upcoming work.

25 KEY TAKEAWAYS 25 Alignment at all levels Frequent delivery planning & coordination Better synergy between business & IT Transparency of work, dependencies, issues and risks Incremental value delivery Happier, more engaged teams! Portfolio Strategy Product Coordination & Alignment Product Delivery Align on vision & priorities of solution Self-organized, cross-functional with governance

26 PARTING THOUGHTS Lead with a strong point of view 2. Lead through culture 3. Lead alongside Set an inspiring vision and clear direction Set new norms that support creative work. Stay present and engaged with the work of your team(s)

27 27 THANK YOUJ MARIO mariofsylvia On the Web: lithespeed info@lithespeed.com +1(703) lithespeed.com The handouts from this session are available at: