Motorola Agile Development

Transcription

1 Agile Project Management Training INTRODUCTION to AGILE PROJECT MANAGEMENT Motorola Agile Development Customer Proxy Refactoring TDD Paired Development Agile Project Management Retrospectives Continuous Integration Automated Testing Daily Stand-up Internal All other product or service names are the property of their respective owners. Motorola, Inc. 28

2 TRAINING GOALS TARGET AUDIENCE: Agile Project Technical Leads Product Architects Program Managers & Quality Managers assigned to an Agile project Upon completion of this training, students will: Understand how Agile projects are managed Be able to kick off and plan an Agile project under the direction of the Agile Coach. Use Agile Project Management Metrics to monitor execution. Internal All other product or service names are the property of their respective owners. Motorola, Inc. 28 PAGE 2

3 INTRODUCTION to AGILE PROJECT MANAGEMENT Internal All other product or service names are the property of their respective owners. Motorola, Inc. 28

4 Agile Project Management Fundamentals An Agile release is made up of a series of iterations. Unlike the customary Waterfall Model Breadth-First Delivery Phase-based Development End-of-phase Handoffs Agile Projects are Depth-First Delivery Feature-Set-based Development Full-lifecycle Collaboration Internal All other product or service names are the property of their respective owners. Motorola, Inc. 28 PAGE 4

5 Waterfall Lifecycle Breadth-First Delivery Phase-based Development End-of-phase Handoffs Iterative and Incremental Development Lifecycle Depth-First Delivery Feature-Set-based Development Full-lifecycle Collaboration Requirements Models, Diagrams Design Time Requirements Design Modules, Classes Code Code Libraries, Objects Binaries, Executables Build Test Feature Set Feature Set Feature Set Build Test PAGE 5

6 Agile Project Management Fundamentals Agile Project Planning occurs at two levels: We plan strategically for scope & plan structure (Release Planning / Backlog Identification + Iteration Planning) We plan tactically for each iteration (Iteration Management) Agile Project Estimation occurs at two levels: We estimate items in the backlog with relative values (ideal days) We estimate tasks in the iteration backlog in units of time (ideal hours). Internal All other product or service names are the property of their respective owners. Motorola, Inc. 28 PAGE 6

7 Backlog Planning Iteration Management Creates the backlog Breaks backlog into tasks list Iteration Backlog Daily Stand Up Meeting Backlog tasks expanded by the team 24 Hours 3 Days Velocity Tracking: constantly check progress and adapt the plan Product Backlog as prioritized by Product Owner Iteration Planning chunks backlog into iterations Demonstrable new functionality Adapted From: Schwaber, K. and M. Beedle, Agile Software Development with SCRUM, Pearson Technology Group, 22 PAGE 7

8 Agile Project Management Fundamentals We refer to Release content in terms of backlog items. Agile processes do not track duration, because the duration is always the same it s the length of the iteration. Only work effort is tracked, at the task level. Release progress is reviewed at the end of every iteration, and adjusted based on conversations between the customer and the team. PAGE 8

9 Agile Project Management Fundamentals An Agile project plan is used to help manage work assumes response to change is needed and expected uses iterations that are fixed-length time-boxes expects the team to self-manage, define the tasks required to deliver product is monitored through a new suite of Agile Project Metrics PAGE 9

10 Roles in Agile Projects Project Sponsor (PS) The leader who is accountable for the success of the project. This role could be filled by a department manager, senior executive, or business leader. Program Manager (PM) The liaison into the Program Management team. This role can be filled by a box PM, a feature manager, or a release manager for the product. This role usually owns the Primavera schedule. Tech Lead (TL) The leader of the agile team, who is accountable for the success of the team. This role usually owns the team's project plans in the VersionOne agile project management tool. Product Architect (ARCH) The technical authority for the product. Is usually a member of the team, responsible for leading the technical decision making during the iterations. Plays a large role in structuring the teams around the anticipated architecture, and supports the estimation activities. Team Member (TM) Team members assume ownership of an iteration plan at the Iteration Kickoff. While the planning is driven by the Tech Lead and Product Architect, the Team Members must challenge, question, refine, and decompose the elements of the plan (i.e. backlog items and tasks) via the collaborative Iteration Kickoff and Planning Game/Sprint Planning meetings to establish their ownership of the plans for the active iteration (i.e. sprint). See all Agile roles at PAGE 1

11 Agile Project Management Practice Defined Two levels of practices that enable projects to effectively respond to change: Scope and structure Release Planning/Backlog Definition Iteration Planning Detailed planning Iteration Management Internal All other product or service names are the property of their respective owners. Motorola, Inc. 28 PAGE 11

12 TRADITIONAL PROJECT MANAGEMENT Project Start Dev Start SCRUM Of SCRUMS System Test Start Done RELEASE PLANNING- BACKLOG DEFINITION ITERATION PLANNING ITERATION MANAGEMENT In VersionOne AGILE PROJECT MANAGEMENT (APM) PAGE 12

13 Release Planning / Backlog Definition A project planning technique that breaks the project scope into a prioritized list of backlog items, and includes these techniques. Backlog Definition (Slices & Steps) Backlog Estimation/Relative Costing Internal All other product or service names are the property of their respective owners. Motorola, Inc. 28 PAGE 13

14 Iteration Planning Maps the backlog items to successive, time-boxed iterations, creating an Iteration Plan. Iteration Balancing Buffer Iterations Internal All other product or service names are the property of their respective owners. Motorola, Inc. 28 PAGE 14

15 Iteration Management A set of tools & methods used to plan and track the active iteration. Iteration Kick-Off Planning Game Iteration Calendar Daily Stand-Up Buffer Management & Deferral Report Velocity Tracking Project Monitoring and Control (Agile Metrics) Retrospectives Internal All other product or service names are the property of their respective owners. Motorola, Inc. 28 PAGE 15

16 PRIMAVERA PROJECT MANAGEMENT (PPM) M11 M7 SCRUM Of SCRUMS M5 M3 RELEASE PLANNING- BACKLOG DEFINITION ITERATION PLANNING ITERATION MANAGEMENT In VersionOne AGILE PROJECT MANAGEMENT (APM) PAGE 16

17 Project Monitoring and Control PAGE 17

18 Agile Metrics Framework Agile Project Adoption Did we do what we planned? Are the practices under control and performing as expected? Practice Control Pairing Hours, TDD ratios Will we meet our quality goals? Product Quality Control Will we meet our commitments? Project/Program Control Defect Density, ICE Velocity, Fever chart, burn down, burn up Agile Deployment Team will ensure that metrics are taken and analyzed and assist with actions as needed. PAGE 18

19 Why use the APM charts? Goal: To monitor the risk to commitments. Burnup Chart Shows how much of the total planned work is completed. Question: Is the project backlog stable or growing? Normalized Velocity Chart Shows a rate of execution in terms of work completed per staff-week. Question: Are we completing work at the planned rate? Buffer Consumption Chart Shows the risk to the scheduled end date. Question: Is the current risk to the commitment date acceptable? Burndown Chart Shows a lower-level view of the current iteration s execution status. Question: Is the current iteration completing work according to plan? PAGE 19

20 Burnup Chart Purpose: To monitor the growth in planned work in the project and the team s execution progress. Questions: Where am I in the project? Are we on pace in the active iterations? How much work is in each iteration? Does the plan look balanced? Have we exceed our growth expectations? PAGE 2 2

21 Burnup Chart Scope growth is projected Hashed area is in future (shows what is in plan) Completed work turns green Work not yet started in the current iteration is brown Work started in the current iteration is yellow Frequency: Weekly PAGE 21 21

22 Normalized Velocity Purpose: To monitor the execution progress of the team across the iterations. Normalized Velocity Questions: Normalized Velocity (Work per Staff Week) What is the team s capability? Is the team s output consistent/stable? Are future expectations reasonable? Is the team s capability improving? Are we consistently underperforming?. Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) PAGE 22 22

23 Normalized Velocity Chart Normalized Velocity Work completing behind planned rate, commitments 5. will be at risk Normalized Velocity Work completed ahead of planned rate, may have overestimated work Normalized Velocity (Work per Staff Week) Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Frequency: After each iteration PAGE 23 23

24 Buffer Consumption Purpose: To monitor the risk to the project s commitment dates. Questions: Are we consuming the buffer too fast? Are we forecasting unacceptable risk after the current iteration completes? How much of the project is completed? How much of the buffer is consumed? How much of a change is required to make the project healthy again? PAGE 24 24

25 Buffer Consumption Points in the red require immediate action or changes (think RPN > 5) The last point in the sequence should be a forecast for the end of the current iteration Frequency: Weekly PAGE 25 25

26 Burndown Chart Purpose: To monitor the execution within the current iteration. Burndown Questions: How much of the iteration is left? Are we on pace to complete all the work? Are we getting the hours of effort we need? Did we identify the tasks early enough? Are we updating the data daily? Oct-8 21-Oct-8 28-Oct-8 4-Nov-8 11-Nov-8 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours) PAGE 26 26

27 Burndown Chart Flat lines indicate no progress 18 (or a weekend) Burndown Gaps like this indicate a need for deferral plans Oct-8 21-Oct-8 28-Oct-8 4-Nov-8 11-Nov-8 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours) X-axis covers duration of the iteration Grey line shows linear rate PAGE 27 27

28 APM 4-up Charts: Examples Consider a hypothetical project that: Spans 8 iterations, with the last one as the buffer Plans to use 6 people over ~1 calendar months Charts are shown from these points in project: May 31: Backlog Established June 28: Sprint Plan Completed July 2: Mid-Iteration 2 August 5: Post-Iteration 2 October 1: Scope Added November 8: Mid-Iteration 5 November 18: Post-Iteration 5 PAGE 28 28

29 Backlog Established (5/31/8) Work (Days) Apr-8 3-May-8 17-May-8 31-May-8 14-Jun-8 28-Jun-8 12-Jul-8 26-Jul-8 9-Aug-8 23-Aug-8 6-Sep-8 2-Sep-8 Burnup Context: 4-Oct-8 18-Oct-8 1-Nov-8 15-Nov-8 29-Nov-8 13-Dec-8 27-Dec-8 1-Jan-9 24-Jan-9 7-Feb-9 21-Feb-9 7-Mar-9 21-Mar-9 4-Apr-9 18-Apr-9 Project Completed Work (Days) Current Iteration Work in Progress (Days) Current Iteration Planned Work (Days) Project Future Work (Days) Forecasted Completed Work (Days) Forecasted Iteration Work (Days) Forecasted Future Work (Days) Expected Growth (Days) Normalized Velocity 5. Project planning is still happening (pre-m7) Iteration 14. is in first week Normalized Velocity (Work per Staff Week) 8 Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Burndown Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) PAGE May-8 4-Jun-8 11-Jun-8 18-Jun-8 25-Jun-8 29 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

30 Backlog Established (5/31/8) Burnup Normalized Velocity 6 5. Work (Days) Apr-8 3-May-8 17-May-8 31-May-8 14-Jun-8 28-Jun-8 12-Jul-8 26-Jul-8 9-Aug-8 23-Aug-8 6-Sep-8 2-Sep-8 Growth baseline established 4-Oct-8 18-Oct-8 1-Nov-8 15-Nov-8 29-Nov-8 13-Dec-8 27-Dec-8 1-Jan-9 24-Jan-9 7-Feb-9 21-Feb-9 Backlog has been created over last 7 weeks 7-Mar-9 21-Mar-9 4-Apr-9 18-Apr-9 Project Completed Work (Days) Current Iteration Work in Progress (Days) Current Iteration Planned Work (Days) Project Future Work (Days) Forecasted Completed Work (Days) Forecasted Iteration Work (Days) Forecasted Future Work (Days) Expected Growth (Days) Normalized Velocity (Work per Staff Week) Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Iteration 1 has been planned to complete 2 days of work Burndown Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) 8 7 Iteration 1 is underway, and tasks have been Identified and estimated PAGE 3 28-May-8 4-Jun-8 11-Jun-8 18-Jun-8 25-Jun-8 3 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

31 Backlog Established (5/31/8) Work (Days) Apr-8 3-May-8 17-May-8 31-May-8 14-Jun-8 28-Jun-8 12-Jul-8 26-Jul-8 9-Aug-8 23-Aug-8 6-Sep-8 2-Sep-8 Burnup 4-Oct-8 18-Oct-8 1-Nov-8 15-Nov-8 29-Nov-8 13-Dec-8 27-Dec-8 1-Jan-9 24-Jan-9 7-Feb-9 21-Feb-9 7-Mar-9 21-Mar-9 4-Apr-9 18-Apr-9 Project Completed Work (Days) Current Iteration Work in Progress (Days) Current Iteration Planned Work (Days) Project Future Work (Days) Forecasted Completed Work (Days) Forecasted Iteration Work (Days) Forecasted Future Work (Days) Expected Growth (Days) Recommended Actions: Normalized Velocity 5. Create sprint plan (iteration planning) Continue 4. to monitor Iteration 1 Normalized Velocity (Work per Staff Week) 8 Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Burndown Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) PAGE May-8 4-Jun-8 11-Jun-8 18-Jun-8 25-Jun-8 31 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

32 Sprint Plan Completed (6/28/8) Normalized Velocity 5. Normalized Velocity (Work per Staff Week) Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Burndown Context: 7 All backlog items have been allocated to sprints 6 Sprints are balanced, plan is baselined (M7-ready) PAGE May-8 4-Jun-8 11-Jun-8 18-Jun-8 25-Jun-8 32 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

33 Sprint Plan Completed (6/28/8) Normalized Velocity Normalized Velocity (Work per Staff Week) Expecting slight growth in velocity over the project. Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Effort actuals consistently applied across the iteration 9 8 Burndown Iteration 1 almost complete PAGE May-8 4-Jun-8 11-Jun-8 18-Jun-8 25-Jun-8 33 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

34 Sprint Plan Completed (6/28/8) Normalized Velocity 5. Normalized Velocity (Work per Staff Week) Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Recommended Action: Burndown 9 8 Verify at Iteration Review that all work was completed 7 Validate by checking Iteration 1 Deferral Report PAGE May-8 4-Jun-8 11-Jun-8 18-Jun-8 25-Jun-8 34 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

35 Mid-Iteration 2 (7/2/8) Context: Normalized Velocity 5. Iteration 1 4. was completed with no deferrals Normalized Velocity (Work per Staff Week) Iteration 2 is in third week Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Burndown PAGE 35 1-Jul-8 8-Jul-8 15-Jul-8 22-Jul-8 29-Jul-8 35 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

36 Mid-Iteration 2 (7/2/8) Normalized Velocity 5. Normalized Velocity (Work per Staff Week) Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Burndown Burnup shows that over half of backlog items not yet started Burndown rate suggests there is 4 risk of not completing full scope 2 PAGE 36 1-Jul-8 8-Jul-8 15-Jul-8 22-Jul-8 29-Jul-8 36 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

37 Mid-Iteration 2 (7/2/8) Normalized Velocity Recommended Actions: 4. Start prioritizing the tasks Move lower priority tasks 3. to Future column Normalized Velocity (Work per Staff Week) 5. Identify which backlog items are deferral candidates 2. Start discussing deferral ideas with stakeholders 1.. Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Burndown PAGE 37 1-Jul-8 8-Jul-8 15-Jul-8 22-Jul-8 29-Jul-8 37 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

38 Post-Iteration 2 (8/5/8) Context: Normalized Velocity 5. Iteration 2 deferred 4. 2 days of scope Normalized Velocity (Work per Staff Week) Plan was adjusted to absorb the deferred scope Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Burndown PAGE 38 1-Jul-8 8-Jul-8 15-Jul-8 22-Jul-8 29-Jul-8 38 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

39 Deferral and revised plan is visible in chart Post-Iteration 2 (8/5/8) Normalized Velocity (Work per Staff Week) Normalized Velocity Velocity was less than expected Snapshot in red indicates unacceptable risk to the commitment date Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) When deferral occurs, the work Burndown is removed from the taskboard Forecast in yellow indicates that risk mitigation strategy 2 is viable PAGE 39 1-Jul-8 8-Jul-8 15-Jul-8 22-Jul-8 29-Jul-8 39 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

40 Post-Iteration 2 (8/5/8) Normalized Velocity 5. Normalized Velocity (Work per Staff Week) Recommended Actions:. Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Burndown Apply suggestions from retrospective to improve team performance 12 When in the red some action must be taken Risk is slight, so minor improvements 1 can drive recovery here Monitor Iteration 3 closely to determine if Iteration 2 was an outlier 8 If not, then velocity expectations must be recalibrated PAGE 4 1-Jul-8 8-Jul-8 15-Jul-8 22-Jul-8 29-Jul-8 4 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

41 Scope Added (1/1/8) Context: Normalized Velocity 5. Iteration 3 completed 4.with higher-than-expected velocity Normalized Velocity (Work per Staff Week) Some missed scope was just identified by the team Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Burndown PAGE 41 9-Sep-8 16-Sep-8 23-Sep-8 3-Sep-8 7-Oct-8 41 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

42 Planned growth now exceeds expected growth at this point Scope Added (1/1/8) Normalized Velocity (Work per Staff Week) Normalized Velocity Added scope can be absorbed into plan, given current velocities. Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Burndown Buffer consumption forecast moves 12back in yellow with addition 1 of new scope PAGE 42 9-Sep-8 16-Sep-8 23-Sep-8 3-Sep-8 7-Oct-8 42 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

43 Scope Added (1/1/8) Normalized Velocity 5. Normalized Velocity (Work per Staff Week) Recommended Actions:. Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Burndown Since buffer chart shows yellow, no action must be taken 16 But execution must be monitored more closely 14 Project has exceeded its expected scope creep 12 Hold session to look for other missed scope? PAGE 43 9-Sep-8 16-Sep-8 23-Sep-8 3-Sep-8 7-Oct-8 43 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

44 Mid-Iteration 5 (11/8/8) Normalized Velocity Context: 5. Iteration 4 completed with as-expected velocity 4. Iteration 5 is in the fourth week Normalized Velocity (Work per Staff Week) Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Burndown PAGE Oct-8 21-Oct-8 28-Oct-8 4-Nov-8 11-Nov-8 44 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

45 Mid-Iteration 5 (11/8/8) Normalized Velocity Normalized Velocity (Work per Staff Week) 5. Significant risk that all planned work can be completed in Iteration Forecast point shows what impact of deferral from Iteration 5 would mean. Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Burndown Actual efforts have lagged 6 behind expectations 4 2 PAGE Oct-8 21-Oct-8 28-Oct-8 4-Nov-8 11-Nov-8 45 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

46 Mid-Iteration 5 (11/8/8) Normalized Velocity 5. Recommended Actions: Deferral is needed 1. Identify backlog items to defer Use retrospective to ask why working hours lagged Normalized Velocity (Work per Staff Week) Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Were people getting pulled off onto other projects? Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Discuss possible mitigation strategies with stakeholders Burndown De-scope? Add staff? Push delivery date? PAGE Oct-8 21-Oct-8 28-Oct-8 4-Nov-8 11-Nov-8 46 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

47 Post-Iteration 5 (11/18/8) Normalized Velocity 5. Normalized Velocity (Work per Staff Week) Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Burndown Context: 8 Iteration 5 deferred 3 days of scope 6 Project team 4 added 2 staff for Iterations PAGE Oct-8 21-Oct-8 28-Oct-8 4-Nov-8 11-Nov-8 47 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

48 Iteration 6 spans the holidays (8 weeks long) Addition of staff has put forecast back into yellow Post-Iteration 5 (11/18/8) Normalized Velocity (Work per Staff Week) Velocity expectations Normalized Velocity are reasonable, given past performance Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Burndown Deferrals in Iteration 5 6 were done very late 4 2 PAGE Oct-8 21-Oct-8 28-Oct-8 4-Nov-8 11-Nov-8 48 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

49 Post-Iteration 5 (11/18/8) Normalized Velocity 5. Normalized Velocity (Work per Staff Week) Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 Completed Normalized Velocity (Work per Staff Week) Normalized Velocity LSL (Work per Staff Week) Planned Normalized Velocity (Work per Staff Week) Normalized Velocity USL (Work per Staff Week) Burndown 18 Recommended Actions: 16 Closely monitor execution in Iteration 6 14 Anticipate vacation days 12 Proactively train 2 new staff 1 Make sure team isn t letting defects age 8 Tell resource managers that this project 6 needs 4 to be prioritized near the top 2 PAGE Oct-8 21-Oct-8 28-Oct-8 4-Nov-8 11-Nov-8 49 Linear Burndown (Est. To Do Hours) To Do (Est. Hours) Done (Actual Hours)

50 APM 4-up Charts: Examples In the hypothetical project: APM charts helped managers identify some performance issues in Iteration 2 and drive discussions in retrospectives to improve. APM charts showed that additional scope found after Iteration 3 could be absorbed without taking on a major risk to commitments. APM charts showed that the absence of planned staffing that led to the significant deferral in Iteration 5 required the addition of 2 staff in the last three iterations to recover. This is adaptive (agile) project management. PAGE 5 5

51 CONTINUE ON to PART I RELEASE PLANNING / BACKLOG DEFINITION PAGE 51