Portfolio Management In An Agile World Rick Austin VP, Enterprise Engagements Principal Consultant 2017 @rickaustin, @leadingagile @GoAgileCamp #AgileCamp2017
2 RICK AUSTIN Information Technology Director Director of Development ABOUT ME Experience applying agile to small teams, large distributed teams, & change management Expert in Financial Services Industry Georgia State Grad Agile Transition Director, Program Manager Agile Project Management Volunteer and Leader Applications Development Manager rick@leadingagile.com 678.743.1616 www.leadingagile.com twitter.com/rickaustin facebook.com/leadingagile linkedin.com/in/rickdaustin
3 WHAT ARE WE EXPLORING Using portfolio management so we focus on the most valuable things Balancing capacity against demand How be adaptive and support continuous improvement How to support corporate governance (security, audit etc.)
DEFINE PORTFOLIO MANAGEMENT 4 PMI S DEFINITION Portfolio management ensures that an organization can leverage its project selection and execution success. It refers to the centralized management of one or more project portfolios to achieve strategic objectives. Our research has shown that portfolio management is a way to bridge the gap between strategy and implementation.
DEFINE PORTFOLIO MANAGEMENT 5 PMI S DEFINITION Portfolio management ensures that an organization can leverage its project selection and execution success. It refers to the centralized management of one or more project portfolios to achieve strategic objectives. Our research has shown that portfolio management is a way to bridge the gap between strategy and implementation. INVESTOPEDIA S DEFINITION Portfolio management is the art and science of making decisions about investment mix and policy, matching investments to objectives, asset allocation for individuals and institutions, and balancing risk against performance.
WHAT IS AN AGILE WORLD?
7 WHAT DO I MEAN? BACKLOGS TEAMS WORKING TESTED SOFTWARE Defines capabilities to build Small enough for the team to develop in a few days Everything and everyone necessary to deliver Meets acceptance criteria No known defects No technical debt
8 WHY ARE THEY IMPORTANT? CLARITY ACCOUNTABILITY MEASURABLE PROGRESS People have clarity around what to build People understand how it maps to the big picture Teams can be held accountable for delivery No indeterminate work piling up at the end of the project
9 HOW DOES IT SCALE? GOVERNANCE STRUCTURE METRICS Governance is the way we make economic tradeoffs in the face of constraints They way we form teams and foster collaboration at all levels of the organization What do we measure, how do we baseline performance and show improvement?
STRUCTURE
11 PORTFOLIO TEAMS PROGRAM TEAMS DELIVERY TEAMS
GOVERNANCE
13 PORTFOLIO TEAMS PROGRAM TEAMS DELIVERY TEAMS
14 PORTFOLIO TEAMS Kanban PROGRAM TEAMS Kanban DELIVERY TEAMS Scrum
METRICS
16 PORTFOLIO TEAMS Kanban PROGRAM TEAMS Kanban DELIVERY TEAMS Scrum
17 PORTFOLIO TEAMS Kanban PROGRAM TEAMS Kanban Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change DELIVERY TEAMS Scrum
18 PORTFOLIO TEAMS Kanban PROGRAM TEAMS Kanban DELIVERY TEAMS Cycle Time Features Blocked Rework/Defects Scrum Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change
19 Takt Time/ Cycle Time Time/Cost/Scope/Value ROI/Capitalization PORTFOLIO TEAMS Kanban PROGRAM TEAMS Kanban DELIVERY TEAMS Cycle Time Features Blocked Rework/Defects Scrum Backlog Size Velocity Burndown Escaped Defects Commit % Acceptance % Ratio Scope Change
GOVERNANCE FLOW
21 GOVERNANCE Governance is the method for planning, coordinating and tracking requirements. Agile requirements are progressively elaborated from Epics, to Features and finally Stories. FEATURE USER STORY A measurable goal intended to deliver on the intent of an Initiative. Epics are defined and validated by Core Product Teams. A new or improved capability of the system. Features deliver a package of functionality that end users would generally expect to get all at once. Stories are small outcomes designed, built, tested, and delivered in 3-5 days. Stories are elaborated collaboratively between Delivery and Program Teams.
22 PORTFOLIO MANAGEMENT STRATEGIC ALIGNMENT DEMAND MANAGEMENT DETAILED PLANNING EXECUTION GOVERNANCE MEASURE EFFECTIVENESS Maximize Strategic Alignment Increase Transparency Organizational focus on delivering the most valuable work Increase predictability Reduce Time to ROI Identify and plan for dependencies Balance capacity and demand Reduce rework Improve quality Agree to minimal capabilities needed to deliver value Ensure credible release planning Assess and guide the progress of value delivery Minimize delivery risks Continually make continue, pivot, kill, ship decisions Revisit business case Validate fitness function for capability
23 GOVERNANCE PORTFOLIO TEAM PORTFOLIO WORK INTAKE SOLUTION DEFINITION RELEASE TARGETING IN PROGRESS VALIDATION COMPLETED Epic Kanban DEFINITION (DEPENDENCIES, SIZING & RISKS) DEMAND PLANNING & RELEASE ROADMAP MEASURABLE PROGRESS PROGRAM TEAM Feature Kanban PROGRAM WORK INTAKE SOLUTION DESIGN RELEASE PLANNING FEATURE READY IN PROGRESS FEATURE VALIDATION COMPLETED DETAILED PLANNING (CLARITY & VIABILITY) EXECUTION & ACCOUNTABILITY DELIVERY TEAM Story Scrum MAKE READY STORY READY IN PROGRESS STORY DONE STORY ACCEPTED PORTFOLIO PLANNING RELEASE PLAN & DEFINE EXECUTE OPERATE
PORTFOLIO PLANNING
25 PORTFOLIO PLANNING Deliverables associated with each Planning level Strategy to the Scrum teams DESCRIPTION Strategic Planning: 12-24 month horizon, Strategy Council provides Strategic Roadmap derived from Group long term and short term strategy Portfolio Planning: 6-12 month horizon, based on the Strategic Initiative budget allocation and the priority of the Programs Program Roadmap: 2-6 month horizon, based on the Platform and Product budget allocation and the business priorities Release Planning: 2-6 month horizon, Sequencing delivery of Epics, Features, Stories based on business priority Sprint (Iteration) Planning: 1-4 sprint horizon, Delivery team commitments for Stories in the next Iteration Task Planning: One sprint horizon, Delivery team delineates stories into tasks, and assigns tasks to team members STRATEGY PORTFOLIO PROGRAM RELEASE ITERATION TASK DELIVERABLES Strategy Statement Strategic Initiative budget allocation Portfolio Roadmap Portfolio budget allocation Portfolio Priorities Program Roadmap Product budget allocation Product Priorities Epic Priorities, Epic and Feature Sequencing Delivery Team assignment Story Sequencing Delivery Team commitment Task Definition Delivery Team member commitment
26 PORTFOLIO MANAGEMENT BRIEF: Supports the definition and flow of epics from new concept until they are delivered or killed. PORTFOLIO PLANNING SHEET: Decisioning tool that helps determine prioritization of the release backlog. PORTFOLIO DASHBOARD: Indicator of health of epics, risks, and dependency impacts. RELEASE PLANS: Credible plan to meet release objectives. ROADMAP: Roadmap of epics into the future.
27 PORTFOLIO MANAGEMENT PORTFOLIO WORK INTAKE SOLUTION DEFINITION RELEASE TARGETING IN PROGRESS VALIDATION STRATEGIC ALIGNMENT DEMAND MANAGEMENT DETAILED PLANNING EXECUTION GOVERNANCE MEASURE EFFECTIVENESS Maximize Strategic Alignment Increase Transparency Organizational focus on delivering the most valuable work Increase predictability Reduce Time to ROI Identify and plan for dependencies Balance capacity and demand Reduce rework Improve quality Agree to minimal capabilities needed to deliver value Ensure credible release planning Assess and guide the progress of value delivery Minimize delivery risks Continually make continue, pivot, kill, ship decisions Revisit business case Validate fitness function for capability
28 STRATEGIC ALIGNMENT PURPOSE Align Epics to strategy ACTIVITIES Intake all Epics, validate alignment to Strategic Objectives Ensure alignment to Business Architecture Defer Epics that are clearly not aligned to strategy OUTPUT Epic Brief initiated Strategically aligned Epics in Portfolio Backlog
29 BRIEF Epic Owner completes the Vision section Epic Owner and Product Owner team start the Constraints section Begin the Opportunity / Business Case DESCRIPTION VISION CONSTRAINTS Name Epic Owner/ Product Manager Investment Theme (and Capability if known) Value Statement Features/Benefits Dependencies Risks Assumptions PLANNING Opportunity Case
30 PORTFOLIO MANAGEMENT PORTFOLIO WORK INTAKE SOLUTION DEFINITION RELEASE TARGETING IN PROGRESS VALIDATION STRATEGIC ALIGNMENT DEMAND MANAGEMENT DETAILED PLANNING EXECUTION GOVERNANCE MEASURE EFFECTIVENESS Maximize Strategic Alignment Increase Transparency Organizational focus on delivering the most valuable work Increase predictability Reduce Time to ROI Identify and plan for dependencies Balance capacity and demand Reduce rework Improve quality Agree to minimal capabilities needed to deliver value Ensure credible release planning Assess and guide the progress of value delivery Minimize delivery risks Continually make continue, pivot, kill, ship decisions Revisit business case Validate fitness function for capability
31 SOLUTION DEFINITION PURPOSE Validate business intent and epic viability (Aka Discovery) ACTIVITIES Validate Epic Brief Vision and Constraints Identify work to address risks and dependencies Technical Impact Assessment OUTPUT Epic Brief Vision and Constrains sections Program Backlog: Features, Architectural and Risk cards Update WSJF
32 BRIEF Epic Owner completes the Vision section Epic Owner and Product Owner team complete the Constraints section Prepare the brief Opportunity/Business Case DESCRIPTION VISION CONSTRAINTS Name Epic Owner/ Product Manager Investment Theme (and Capability if known) Value Statement Features/Benefits Personas Dependencies Risks Assumptions PLANNING Opportunity Case Roadmap
33 PORTFOLIO MANAGEMENT PORTFOLIO WORK INTAKE SOLUTION DEFINITION RELEASE TARGETING IN PROGRESS VALIDATION STRATEGIC ALIGNMENT DEMAND MANAGEMENT DETAILED PLANNING EXECUTION GOVERNANCE MEASURE EFFECTIVENESS Maximize Strategic Alignment Increase Transparency Organizational focus on delivering the most valuable work Increase predictability Reduce Time to ROI Identify and plan for dependencies Balance capacity and demand Reduce rework Improve quality Agree to minimal capabilities needed to deliver value Ensure credible release planning Assess and guide the progress of value delivery Minimize delivery risks Continually make continue, pivot, kill, ship decisions Revisit business case Validate fitness function for capability
34 RELEASE TARGETING PURPOSE Identify and plan for dependencies Balance capacity and demand Ensure credible release planning ACTIVITIES Estimate Features Determine Capacity Plan Epics, Risks and Dependencies (Look ahead planning) Communicate release objectives and guard rails OUTPUT Epic Roadmap revised with risks and dependencies Release Plans Portfolio Plans updated Portfolio Risk Dashboard updated
35 BRIEF Summarize results in the Planning section of the Epic Brief as a check point to ensure sufficient planning is done DESCRIPTION VISION CONSTRAINTS Name Epic Owner/ Product Manager Investment Theme (and Capability if known) Value Statement Features/Benefits Personas Dependencies Risks Assumptions PLANNING Opportunity Case
36 PORTFOLIO MANAGEMENT PORTFOLIO WORK INTAKE SOLUTION DEFINITION RELEASE TARGETING IN PROGRESS VALIDATION STRATEGIC ALIGNMENT DEMAND MANAGEMENT DETAILED PLANNING EXECUTION GOVERNANCE MEASURE EFFECTIVENESS Maximize Strategic Alignment Increase Transparency Organizational focus on delivering the most valuable work Increase predictability Reduce Time to ROI Identify and plan for dependencies Balance capacity and demand Reduce rework Improve quality Agree to minimal capabilities needed to deliver value Ensure credible release planning Assess and guide the progress of value delivery Minimize delivery risks Continually make continue, pivot, kill, ship decisions Revisit business case Validate fitness function for capability
37 IN PROGRESS PURPOSE Assess and guide the progress of value delivery ACTIVITIES Review Epic Health and Portfolio Dashboard Monitor & communicate Release Health to Stakeholders Continue, Change or Stop Decisions OUTPUT Epic Dashboard Portfolio Dashboard Portfolio Kanban Board
PRIORITIZATION TECHNIQUES
39 MOSCOW PRIORITIZATION MUST Minimum subset of requirements that must be delivered Important but not needed to have a viable solution Desired but less important WON T Things we have agreed to not deliver
40 COST OF DELAY If you only measure one thing, measure cost of delay - D. Reinertsen, The Principles of Product Development Flow COST OF DELAY: The revenue that could be earned each month a project is in the market
41 COMPARE 3 Features of a certain value with a CD3 calculation (value / duration) Total amount of value across three features is $19,000 FEATURE DURATION VALUE CD3 A 3 weeks $3000 1 B 4 weeks $7000 1.75 C 6 weeks $9000 1.5
42 PRIORITY IMPACT ON COST OF DELAY No Priority Total Cost of Delay: $247k Shortest Job First Total Cost of Delay: $175k Do The Most Valuable First - Total Cost of Delay: $187k DO BASED ON CD3 TOTAL COST OF DELAY: $157K
DEMAND MANAGEMENT
HOW TO EXPRESS CAPACITY? 44
CAPACITY CAN BE EXPRESSED AS 45 TEAM MONTHS TEAM SPRINTS TEAM RELEASES STORY POINTS Only 25% of the Team Months for Team X remain for FY17 (e.g. 3 months remaining of 12 months this year) There are 6.5 Team Sprints for Team X remaining for FY17 (e.g. 13 weeks / 2 weeks per sprint) There are 2.25 Team Releases for Team X remaining for FY17 (e.g. 13 weeks / 3 Sprints per Release) There are 150 Story Points available for the remainder of the year (e.g. Average velocity of 25 SPs x 6.5 Sprints remaining)
ALL WHICH DERIVE THEIR USE FROM STABLE VELOCITY! 46 TEAM MONTHS Only 25% of the Team Months for Team X remain for FY17 (e.g. 3 months remaining of 12 months this year) TEAM SPRINTS There are 6.5 Team Sprints for Team X remaining for FY17 (e.g. 13 weeks / 2 weeks per sprint) TEAM RELEASES STORY POINTS There are 2.25 Team Releases for Team X remaining for FY17 (e.g. 13 weeks / 3 Sprints per Release) There are 150 Story Points available for the remainder of the year (e.g. Average velocity of 25 SPs x 6.5 Sprints remaining) DELIVERY TEAM Meaningless without Stable Velocity.
CAPACITY IS INVESTED TO OBTAIN OUTCOMES 47 10 MONTHS INVESTMENT THEMES 1 2 3 4 5 35% ~ 17.5 TEAM MONTHS 20% ~ 10 TEAM MONTHS 25% ~ 12.5 TEAM MONTHS 20% ~ 10 TEAM MONTHS 2O% 35% 2O% 25% Early on you can roadmap out what you re willing to invest capacity for across investment themes Program Capacity Over Next 10 Months = 50 Team Months
ROADMAPS
AGILE USES ROLLING WAVE PLANNING 49 Rolling Wave Planning, used in Agile processes, embraces the Lean ideal of making decisions at the last responsible moment, when the most possible information is available. This maximizes flexibility and planning accuracy.
50 ROLLING 12-18 MONTHS Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 This is A Rolling Plan for 12-18 months ahead A Hypothesis for how to meet the goals Not what you will do to meet those goals ROADMAP ROADMAP ROADMAP ROADMAP ROADMAP ROADMAP ROADMAP ROADMAP ROADMAP
51 APPLYING MOSCOW TO S Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST MUST MUST
52 WHAT DO WE KNOW? Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST S MUST S WON T WON T You Know A Great Deal Here
53 WHAT DO WE COMMIT TO? Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST S MUST S WON T WON T Do you commit to the could have?
54 WHAT DO WE COMMIT TO? Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST S MUST S WON T WON T Do you commit to the could have? NO
55 WHAT DO WE COMMIT TO? Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST S MUST S WON T WON T Do you commit to the wish to have?
56 WHAT DO WE COMMIT TO? Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST S MUST S WON T WON T Do you commit to the wish to have? NO
57 WHAT DO WE COMMIT TO? Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST S MUST S WON T WON T Do you commit to the could have?
58 WHAT DO WE COMMIT TO? Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST S MUST S WON T WON T Do you commit to the could have? NO
59 WHAT DO WE COMMIT TO? Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST S MUST S WON T WON T Do you commit to should and must?
60 WHAT DO WE COMMIT TO? Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST S MUST S WON T WON T Do you commit to should and must? YES
THIS IS A RELIABLE COMMITMENT 61 Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST MUST S S WON T WON T Realign to reflect the most likely outcome.
62 IF WE FINISH EARLY? Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST S MUST S WON T WON T
63 FINISH THE ROADMAP Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST S MUST S WON T WON T
64 ADD NEW & REPRIORITIZE Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST S MUST MUST MUST S WON T WON T
65 THAT S BETTER Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 (ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5 MUST MUST MUST S MUST MUST S MUST WON T WON T
DETAILED GOVERNANCE
67 GOVERNANCE PORTFOLIO TEAM PORTFOLIO WORK INTAKE SOLUTION DEFINITION RELEASE TARGETING IN PROGRESS VALIDATION COMPLETED Epic Kanban DEFINITION (DEPENDENCIES, SIZING & RISKS) DEMAND PLANNING & RELEASE ROADMAP MEASURABLE PROGRESS PROGRAM TEAM Feature Kanban PROGRAM WORK INTAKE SOLUTION DESIGN RELEASE PLANNING FEATURE READY IN PROGRESS FEATURE VALIDATION COMPLETED DETAILED PLANNING (CLARITY & VIABILITY) EXECUTION & ACCOUNTABILITY DELIVERY TEAM Story Scrum MAKE READY STORY READY IN PROGRESS STORY DONE STORY ACCEPTED PORTFOLIO PLANNING RELEASE PLAN & DEFINE EXECUTE OPERATE
Portfolio Tier 68 PORTFOLIO WORK INTAKE SOLUTION DEFINITION RELEASE TARGETING IN PROGRESS VALIDATION COMPLETED PURPOSE Intake process for Initiatives to be considered Define Epics for Initiatives Validate business intent & epic viability Ensure credible release planning Identify & plan for dependencies Balance capacity & demand Assess and guide the progress of value delivery Validate solution Customer / Vendor UAT Validate Outcomes ACTIVITIES Epic Brief initiated Validate Epic & Constraints Identify work to address risks and dependencies Product Discovery and Product Validation Communicate release objectives (MVP) Sufficient release planning is captured in planning toolset Determine Capacity Plan Risks & Dependencies Review Epic Health & Portfolio Dashboard Monitor & communicate Release Health to Stakeholders Continue, Change or Stop Decisions Determine if capabilities provide expected solution Product Discovery and Product Validation User acceptance testing Work with vendors or customers for final solution validation Measure Outcomes OUTPUTS Epic Brief Draft Product Discovery and Product Validation validated with customers Epic Brief Cost Estimate Updated Business Plan Cost Case Financial Evaluation Technology Impact Assessment Portfolio Roadmap Updated Portfolio Roadmap Signoff - Initiative/Epic Portfolio Planning Sheet Release Plan Updated Risk Assessment Release Planning Signoff Initiative/Epic Epic Definition of Ready Validated Epic Dashboard Portfolio Dashboard Product Discovery and Product Validation Revalidated with customers Epic Brief updated as completed Operation Signoff Program/Epic UAT Approval Release Review Epic Definition of Done validated Execute Signoff - Epic Retrospective Analysis RACI (TEAM) R Portfolio Team Program Team A - Portfolio Team C Product Management I Delivery Team R Portfolio Team Program Team A - Portfolio Team C Product Management I Delivery Team R Portfolio Team Program Team A - Portfolio Team C Product Management I Delivery Team R Portfolio Team Program Team A - Portfolio Team C Product Management I Delivery Team R Portfolio Team Program Team A - Portfolio Team C Product Management I Delivery Team R Portfolio Team Program Team A - Portfolio Team C Product Management I Delivery Team
Program Tier 69 PROGRAM WORK INTAKE SOLUTION DESIGN RELEASE PLANNING FEATURE READY IN PROGRESS FEATURE VALIDATION COMPLETED PURPOSE Intake process for epics to be considered High level solution design Validate solution viability Elaborate stories from features Identify risks & dependencies Features are ready for development Credible plan exists MMF identified Assess and guide the progress of value delivery All features and stories are done for the epic Features in production ACTIVITIES Creation of initial epic for Investment Decision by the Portfolio Team Technology Assessment Identify solution options Identify work to address risks and dependencies Story mapping Estimate Features and Stories Plan Risks & Dependencies Define Test Plans Validate MMF for initiative Make release commitment Estimate Features Estimate Stories Review Epic Health & Portfolio Dashboard Monitor & communicate Release Health to Stakeholders Continue, Change or Stop Decisions Deployment to QA environments Acceptance testing by IVT Socialization of capabilities Final defect remediation NFR Validation Operational handoff Warranty support Update portfolio metrics OUTPUTS Feature Definition initiated OOM Estimates (if available) Program Backlog: Features Definition Architecture Impact Assessment Risk and Dependency Assessment Test Strategy Defined Feature Estimates UX Design High Level Design Initial Release Plan Updated risk and dependency lists Spikes identified Stories Named System Test Plan Integration Test Plan Regression Test Plan Solution Design Package Feature backlog items prioritized Feature backlog items sequenced across teams Spikes planned Release Defined UAT Plan Defined Feature Definition of Ready Validated Feature Dashboard Epic Dashboard Portfolio Dashboard Feature approval Updated documentation Traceability Matrix System Test Approval Integration Test Approval Regression tests Approval NFR Testing Approval Disaster Recovery Plan Updated Support Manual Updated Service/Operational Level Agreement Feature Definition of Done validated Features released Release criteria met No high severity defects RACI R Program Team, Delivery Team A - Program Team C - Delivery Team I Portfolio Team R Program Team, Delivery Team A - Program Team C - Delivery Team I Portfolio Team R Program Team, Delivery Team A - Program Team C - Delivery Team I Portfolio Team R Program Team, Delivery Team A - Program Team C - Delivery Team I Portfolio Team R Program Team, Delivery Team A - Program Team C - Delivery Team I Portfolio Team R Program Team, Delivery Team A - Program Team C - Delivery Team I Portfolio Team R Program Team, Delivery Team A - Program Team C - Delivery Team I Portfolio Team
Delivery Tier 70 MAKE READY STORY READY IN PROGRESS STORY DONE STORY ACCEPTED PURPOSE Ready the backlog Stories ready for delivery teams Work is done to complete story / feature Story / feature has been completed Story / feature has been accepted ACTIVITIES Create story in defined format Create acceptance criteria in the defined format Provide additional documentation as needed Tie acceptance criteria to feature acceptance Revise Level of Value Create story tasks Develop story functionality Unit test functionality Code/Peer Review Check-in code Repair defects Story meets the definition of done Product owner approves story as meeting acceptance criteria. Bugs found for the story have been remediated Ongoing Support Operational Handoff Lessons Learned OUTPUTS User Story is Defined with Scenarios Acceptance Criteria is complete Architecture Artifacts UX Design, Wireframe Artifacts Story Point Estimate Story Definition of Ready Validated Tasks Defined Task Hours Estimate Sprint Planning Monitor Progress on Scrum Board Standup Story Development Story Unit Testing Story System Testing Story Done Story Definition of Done Validated Story Demo Story Accepted in ALM Toolset Operational documentation updated (as needed) Sprint Retrospective Delivery Team Metrics RACI R Delivery Team, Program Team A Delivery Team C Delivery Team I Program Team R Delivery Team, Program Team A Delivery Team C Delivery Team I Program Team R Delivery Team, Program Team A Delivery Team C Delivery Team I Program Team R Delivery Team, Program Team A Delivery Team C Delivery Team I Program Team R Delivery Team, Program Team A Delivery Team C Delivery Team I Program Team
71 WRAP UP Using portfolio management so we focus on the most valuable things Balancing capacity against demand How be adaptive and support continuous improvement How to support corporate governance (security, audit etc.)
72 RICK AUSTIN Information Technology Director Director of Development ABOUT ME Experience applying agile to small teams, large distributed teams, & change management Expert in Financial Services Industry Georgia State Grad Agile Transition Director, Program Manager Agile Project Management Volunteer and Leader Applications Development Manager rick@leadingagile.com 678.743.1616 www.leadingagile.com twitter.com/rickaustin facebook.com/leadingagile linkedin.com/in/rickdaustin