6 X 2 Planning Errors in Scaled Agile Delivery Model
2 major errors across 6 agile planning events give us 12. Learning “what not to do”, can sometimes help us identify risks early in the cycle so that, as a team, we can effectively respond to these risks.
Agile planning happens at multiple levels. In scaled agile delivery model, effective outcome of one planning event can influence the other significantly either positively or negatively.
Come and learn top 12 experiential insights. These will help you alert your teams on “what not to do” during Scaled Agile Planning events. I tried capturing top 12 errors across 6 planning events namely Strategy Planning, Portfolio Planning, Product Planning, Release Planning, Iteration Planning and Daily Planning.
Outline/Structure of the Experience Report
6 X2 =?
1 X 2 Strategy Planning
2 X2 Portfolio Planning
3 X 2 Product Planning
4 X 2 Release Planning
5 X 2 Iteration Planning
6 X 2 Daily Planning
Experiential insights on top 2 major errors that can impact 6 Agile Planning Events
1. Strategy Planning
2. Portfolio Planning
3. Product Planning
4. Release Planning
5. Iteration Planning
6. Daily Planning
Beginners/ Agile Enthusiasts
schedule Submitted 6 years ago
People who liked this proposal, also liked:
Vijay Bandaru - Scrum Master Experience Report
This presentation brings a different perspective for the Scrum Masters and helps them to become more powerful Scrum Masters through their enhanced soft skills. I am going to cover how the teams evaolve, how the change is resisted, how the teams behave, how Scrum Master can handle all these effective to make the teams deliver working software every sprint continuously.
The information explained below is from my experience as Scrum Master and Coach. Below are the points that will be covered in the presentation:
Primarily I am planning to cover the anti patterns that will push the teams back and where the Scrum Master can support the teams with his knowledge, experience and interpersonal skills. For example please find below some scenarios:
1. In effective sprint planning: Team might miss some of the tasks while doing the sprint planning part 2 so they will anyway identify them during the development of the stories so these tasks take additional time which is not budgeted. So they will have to miss some stories which will impact the sprint goal. So I encourage the scrum masters to collect all such unidentified tasks on a separate colr sticky notes and during retrospective discuss with the team to see how much % of the capacity is gone for that tasks. At the same time are there any tasks in that list can be repeatable tasks (Eg: Code review) so this will help the team to come up with a tasks checklist which will help the teams to do effective sprint planning part 2
2. Partially ready stories pushed into the sprint: Sometimes product owners push the stories that are not fully ready and the team cannot say "No" in this case either the story gets changes during the sprint or it cannot be finished due to unknown factors. So Scrum Master to encourage the team to have a proper DOR (Definition of Ready) and get a working agreement between the PO and team so that they will work around it whilst they understand "Responding to change over following a plan"
3. Cross functional behavior: Team generally does not want to become cross functional because they are fine with what they are. Scrum Master has to bring a change in their thought process and get them agreed to become cross functional. For this it takes time so SM has to also manage the management expectations with respect to set the expectation in the dip in productivity
4. Pale retrospectives: This is another area where Scrum Master has to provide support to teams and get the liveliness and make the teams high performance teams
5. Timeboxing: Most of the teams do not respect this important guideline. Again SM has to get the importance of this characterstic in to the teams and get them aligned towards this. So there are some examples which I can quote such as if different people arrive at different timings, how much time is wasted and how many times we need to recap on the points already discussed, how much gap created etc
6. Stop starting and start finishing: This will cover to complete the stories/tasks that you are working before you pick up something. In general the teams pick up many items at a time and complete them close to 100% but not 100% so this will impact the sprint goal. In such case the SM has to provide inputs to the team to pick as few as possible but close them as soon as possible so this way the value delivery at the end of sprint is guaranteed
7. Lack of importance for quality: In the hurry of completing the stories the team at times give less or no importance to the quality. So the probability of escaped defects or getting rejection for the stories is high. So the Scrum Master has to educate the teams to strictly define/refine/follow the Definition of Done for each story. I saw many teams having their DOD in the tools like VersionOne but not infront of their eyes.
8. I know when I see it: Information radiators. This will be the key for the teams to adjust their pace as per the principle #8. So creating big visible information radiators and updating the underlysing details frequently will bring attention in the team and they naturally tend to adjust their delivery mode as per the requirement
Madhavi Ledalla / Jerry Rajamoney - Deep dive into RETROSPECTIVES- how do we break the usual norms so that these reflections could be made thought-provoking ones!Madhavi LedallaAgile CoachADPJerry RajamoneyAgile CoachSolutionsIQ
schedule 6 years agoSold Out!
Retrospectives are the primary learning, reflection and readjustment techniques on agile projects. A good Agile team is always striving to become better than before. And an effective retrospective enables the team to sieze its opportunity to improve!
Retrospectives enable whole-team learning, act as catalysts for change, and generate action.
R-> Realize where you are and where you want to be
E-> Engage the teams in fruitful discussions
T-> Team work to build “We over I” attitude
R-> Relish the power of Inspect and Adapt cycles
O->Openness and Transparency to make retrospectives efficient and effective
In my view, this is not any new concept or a jargon the team needs to really master, but yes in reality sometimes it becomes challenging to keep the momentum lively all times! Over a period of time, we see these symptoms in a retrospective.
R-> Repeated issues pop-up
E-> Engrossing & Engaging discussions are missing
T-> Team present virtually, loses trust.
R-> Routine stuff, nothing interests the teams.
O->Observably gets boring over time.
To catalyse conversations among team members, retrospectives need to be viewed from a different perspective. This presentaion talks about why the retrospectives efficacy fades off over a period of time and then talks about some very interesting techniques that I used with the teams to make these meetings lively! Teams need to do out-of-box thinking and appreciate that these short gatherings need not be done only by using the techniques or methods prescribed in the book but could be done by quoting some situational specific examples that would make the teams really think and speak!
Asheesh Mehdiratta / Debbie Wren - Tales of (not so) successful Dev-OpsAsheesh MehdirattaTransformation LeaderShellDebbie WrenMrs Debbie WrenJP Morgan
schedule 6 years agoSold Out!
Welcome to the crazy world of Dev-Ops, where the tales span the spectrum from gruesome, grizzly to the heavenly and flowery bliss!
The silo’d structures, the agonizing buy v/s build debates, the departmental handoffs, tooling and of course the cultural barriers, which all add fuel to the story unfolding in our brave new dev-ops world. But sometimes there are silver linings and the heavens part way for the shining stars to reveal their true glory.
Join our session to listen to the tales of our (not so) successful dev-ops, and learn the lessons from our experiences.
Vijay Bandaru - Lean and Kanban Implementation from Trenches
I was part of a Large Scale Agile transformation in my organization and I was one of the Agile coaches there. As part of transformation we have created LeanOps teams to manage the technical debt, production incidents with a focused concentration. This article covers the following:
- Why the trasnformation required?
- What are the structural changes implemented?
- LeanOps inception
- Lean Ops working Model
- Challenges with the LeanOps
- How we addressed those challenges?
- Goal oriented approach
- Q & A
Vijay Bandaru - A retrospection on a Large Scale Agile Transformation
This is a case study prepared based on a large scale agile transformation happened at a product based company with over 5000 employees across 5 different locations. The transformation journey started with a clear vision and a timeline. There was a detailed plan and management buy-in for this transformation. I am presenting the key details of the transformation in this case study. This case study covers the critical activities carried out as part of the transformation and what went well and what went wrong during the transformation.
“Challenges” are to be expected in any rapidly changing enterprise in a dynamic and exciting market, and they must be addressed to survive and thrive. The enterprises which stand out and set an example to the rest are the ones which handle these challenges in a different way leaving the foot prints for others to adapt these good practices and benefit out of them. Healthy organizations continuously learn and re-invent themselves to go from good to great, and this is what we are striving to do.
This is a practical Agile Transformation case study of an organization. Our key drivers for change include:
- Improve platform and gaming availability
- Reduce feature cycle time
- Reduce defects in production
- Develop flexible, multi-skilled teams
- Produce high value features first
- Enhance cross site business collaboration
We started our agile journey during September 2013. In the presentation the following points would be covered:
- Why did we choose transformation?
- What was our roadmap of transformation?
- What was our approach towards the transformation?
- What were our challenges during the transformation?
- Solutions to the challenges that we faced during the transfformation?
- What tools we have selected?
- What are the outcomes of the transformation?
- What is our current status and what is remaining?
- Any questions and answers
Krishnamurty VG Pammi - Role of Scrum of Scrum meetings in achieving Transparency and Speed - Experiential insights on what it takes to reflect “shared team goal” in scaled agile frameworkKrishnamurty VG PammiAgile CoachTM
schedule 6 years agoSold Out!
Are you in need of stepping up “Transparency” & “Speed” in your scaled agile framework? Are you experiencing the difficulty that most of your scrum teams are focusing on their individual team specific goals and thus missing “whole-team” thinking towards “Shared Project goals”?
Learn our practical case study on how our teams could able to establish “Transparency and Speed” through realizing the connect among our “Daily Scrum”, “Scrum of Scrum”, “Scrum of Scrum of Scrum” events on a happening project that comprises of 18 scrum teams belonging to 10 business components located at 4 different countries.
Experience how our teams are able to instil the sense of urgency among the virtual teams and understood the noble purpose/role of “scrum of scrum” events in resolving cross site dependencies promptly through our 3 step framework “Plan, Perform and Adapt”
(1) Plan: Easy to use planning practices adopted by our teams to make our scaled “scrum of scrum” agenda simple and relevant.
(2) Perform: Ground level challenges resolved by our teams and how our team could able to implement the agenda set in achieving transparency, speed and thus quality.
(3) Adapt: Practices our team implemented in responding to the change and adopted “whole team thinking” in achieving“ shared project goals”
Scrum of Scrum events helped our team progress quickly and easily. Our team could able to coordinate and integrate their work effectively. The interesting thing is that our teams could able detect the risks early in this game and came up with apt response strategies to address them.
Keeping the discussions short and focussed in these events comes with practice and preperation. Our teams are kept current with “cross team dependencies”, “Risks with response plan”, “Issues and their progress” and “number of added stories and defects since we last met”. Our teams leveraged Visual communication channels when it comes to “scrum of scrum of scrum” across different sites.
Come and experience our case study and take-a-way “useful” learnings to make your scaled agile project achieve “Transparency”, “Speed” and thus “Agility” with teams reflecting “whole-team thinking” and working for “Shared project goals day after day….
Sreedevi Vedula - The Practical PyramidSreedevi VedulaQuality AnalystThoughtWorks
schedule 6 years agoSold Out!
An Ideal Test Pyramid is an invaluable technique to succeed with agile. However, it is challenging to have this ideal pyramid in practical projects for several conditions in the projects, like legacy code bases. To have a good test pyramid, several best practices of software development need to be followed. This talk discusses the practices that help in implementing test pyramid and the challenges faced by many teams in doing that and suggestions on how to overcome them.