CHAPTER VI Adaptive planning

1. CHAPTER VIAdaptive planning

2. Planning concepts • Acceptancethatthingswill change and the resultingrealizationbetterembracesuncertaintythen to resist to change • TIMEBOXING : timeboxes are short, fixed duration periods in whichactivities or workisundertaken. 2 major timeboxes : Daily stand-ups (15 minutes) & Iterations (mostly2 or 3 weeks) • Theyprovidefrequent checkpoints to gauge progress and to replan the ongoingapproach • They are powerfulmotivation tools for completingfocusedwork

3. Planning concepts • PROGRESSIVE ELABORATION : At the beginningweneed to plan & estimate the workinvolved and create a reasonablestrategy & executionapproach. We must continuallyrefine plans & estimates

4. Planning concepts • PROCESS TAILORING : Retrospectives and reviewsare the main trigger for drivingprocess changes. At the end of eachiteration, wemeetwith the team and askfollowing questions : • Whatisgoingwell ? • What areas could use improvement ? • Whatshouldwebedoingdifferently ? • Throughthis cycle of regular inspection, reflection & adaption, wetailorourprojectprocesses to the unique situation of the project and organization.

5. Planning concepts • MINIMAL MARKETABLE FEATURE (MMF) : The term MMF refers to the package of functionnalitiesthatiscompleteenough to beuseful to users or market, yetsmallenoughthatitdoes not represent the entireproject. For exemple, if order & billing system iscomplete but the management reporting and marketing links have not been builtyet, the companymaystartgettingbenefits of this first release.

6. Planning concepts • Value-basedanalysis : Is the process of considering the business value of work items and the acting accordingly. Business value impacts how we scope, plan, schedule, develop, test, and release work. • This is one reasonwhileweestimate the items in the backlog item at a high levelearly at the project.

7. Planning concepts • Value-basedanalysis : Is the process of considering the business value of work items and the acting accordingly. Business value impacts how we scope, plan, schedule, develop, test, and release work. • This is one reasonwhileweestimate the items in the backlog item at a high levelearly at the project.

8. Planning concepts • Value-basedDecomposition & Prioritization :

9. Planning concepts • Agile games : are facilitated workshop that help stakeholdersbetterunderstandcomplex or ambiguous issues and reach agreement on an agreedupon solution. • Remember the future : anticipation & vision setting of a workableoutcome • Prune the producttree • Speedboat or sailboat

10. Estimation The combination of complexity & uncertaintymakesit more problematic for knowledgeworkprojectsthanotherprojects. Following good practices for agile estimations have to beconsidered : • WHY : necessary for sizing & approvingprojects (ROI, IRR) & to determinewhichwork to includeinto a release or interation • HOW & WHEN : are created as a range of uncertainty (ex +/- 30%) at the beginning of the project and refinedduringiterations (ex +/- 30% -> +/- 5%) • WHO : all the team membersneed to beinvolved in the estimation process (WIDEBRAND DELPHI/PLANNING POKER)

11. Estimation • IDEAL TIME : this means asking team members to estimate as there were no interruptions. In an eight-hour day how much work can be done without interruptions. So ideal time is how long something would take when all peripheral work and distractions would be removed. Then we relate ideal time to effective time and integrate interruptions or other constraints.

12. Estimation • Relative Sizing / Story Points : Notedthat people are not good at predicting the absolute size of the work & the estimation processisdifficult & certainlyunpopular. People are muchbetter at comparative measurements. If we know chunks of workalreadydonewecan compare new development by referencing the knownentities. Wegive a relative score to the grade of difficulty & time of eachwork (Story Points/Item) and compile those story points per iteration. The ideais to getawayfromestimating in hours to give more tolerance & be more adaptive as new information becomesavailable. • Story Points : • Teams shouldown the Story points • Story Points estimatesshouldbe all inclusive, complexity, effort & risk • Whendisagreeing, the totals do not need to match • Size shouldbe relative

13. Estimation • The FibonacciSequence in estimations : • (0,1,1,2,3,5,8,13,21,…) It is a naturally occurring sequence that shows up frequently in connection of how things get bigger and how random factors have an escalating effect.

14. Estimation • AffinintyEstimating : is the process of grouping requirements into categories or collections.

15. Estimation • Time & budget estimation (size/effort/cost) • Determine size of project in story points or ideal days use wideband delphi to determine ideal time • Calculate work :we do this by calculating the average of the teams’ availability in % and relate to ideal time (Marie 35%, Tom 47%, Gina 52% & ideal time = 50 days : 35+47+52/3=44,67 // 50/0,4467=111,93(112)) • Convert the effort into a schedule by factoring size, resources & dependencies result of II is divided by the number of available resources factoring risks & dependencies between work items • Calculate costs by applying labor rates

16. Estimation • Agile Project Accounting PrinciplesWhen we consider the costs of running knowledge worker projects labor cost often comprise a large portion of the expenses. Also cost associated are equipment, travel, licenses, special services,…. Respecting the type of cost allocation burdened or unburdened wages. We also need to consider the team members involvement (30%, 50%, 100%) in the project If we have 10 story points on this project the price per story item will be $19350/10=$1935 So each new chartered item would cost $1935 + $19350

17. Estimation • Estimate RangesEstimates should be presented in ranges to indicate our level of confidence in the estimates and to manage stakeholders expectations. Estimate ranges should narrow as we move into the project and information becomes available as confidence levels will grow.

18. Agile Plans Agile plans varies from traditional planning in three key ways : • Trial & demonstration uncover true requirements, which then require replanning = Backlog reprioritization affects iteration & release • Agile planning is less of an upfront effort, instead is done throughout the project = Retrospectives generate changes to processes • Midcourse adjustments are the norm = Feedback generates chance requests

19. Agile Plans • Iteration & Release Planning : Project broken into releases & iterations

20. Agile Plans • Velocity & Release Planning : Feature prioritization & Speed of delivery

21. Agile Plans • Velocity & Release Planning : Feature prioritization & Speed of delivery

22. Agile Plans • Agile Charters : One of the first documents to produce on a project, it describes GOAL, PURPOSE, COMPOSITION & APPROACH (W5H) and is derived from an initial planning process which integrates a BUSINESS CASE

23. Agile Plans • Business Case : Business case in Agile projects is similar to traditional projects. Agile will however stress in the BC early benefits realization opportunities.

24. Agile Plans • Business Case : necessary entries to the template • PROJECT OVERVIEW • ANTICIPATED COSTS • ANTICIPATED BENEFITS • BUSINESS MODEL & INDEXES • ROI ASSUMPTIONS & RISKS • SWOT/PEST : Strenght, Weakness, Opportunity, Threat; Political, Economic, Social, Technological • RECOMMENDATIONS • RISKS OF NOT UNDERTAKING THE PROJECT

25. Adaptative planning Test • If a team has a velocity of 20 story points and there are 83 story points remaining in the backlog and excluding all otherpotentialconstraintslikeincreased scope, how manyiterationsshouldittake for the project team to complete the remaining story points? • A. 6 • B. 3 • C. 5 • D. 4

26. Adaptative planning Test • If a team has a velocity of 20 story points and there are 83 story points remaining in the backlog and excluding all otherpotentialconstraintslikeincreased scope, how manyiterationsshouldittake for the project team to complete the remaining story points? • A. 6 • B. 3 • C. 5 • D. 4 • C - 83/20=4.15. Round 4.15 up to 5. 5 iterationsis the best answer. [Agile Estimating and Planning. Mike Cohn.] [Planning, monitoring, and adapting]

27. Adaptative planning Test • When a user story isestimated to be 0 story points, whatdoesitindicate? • A- That the user story costs 0 points. • B- That the user story has no value. • C- That the user story is an impediment to progress. • D- That the user story takes minimal effort to design, build, and test.

28. Adaptative planning Test • When a user story isestimated to be 0 story points, whatdoesitindicate? • A- That the user story costs 0 points. • B- That the user story has no value. • C- That the user story is an impediment to progress. • D- That the user story takes minimal effort to design, build, and test. • D - A 0 point user story issaid to be of minimal effort for a development team. [Agile Estimating and Planning. Mike Cohn.] [Planning, monitoring, and adapting]

29. Adaptative planning Test • In scrum a change report isused to document a change in scope. Whenis a change report typicallycreated? • A- Duringrelease planning • B- Immediatelyafterany scope change • C- Aftera sprint • D- Duringsprint planning

30. Adaptative planning Test • In scrum a change report isused to document a change in scope. Whenis a change report typicallycreated? • A- Duringrelease planning • B- Immediatelyafterany scope change • C- Aftera sprint • D- Duringsprint planning • C - A change report istypicallyauthoredafter a sprint has completed. [Agile Project Management withScrum. Ken Schwaber.] [Planning, monitoring, and adapting]

31. Adaptative planning Test • Whatdoes WIP stand for? • A- Workin product • B- Workin production • C- Workin process • D- Workin places • C - A leanmanufacturingphilosophyis to eliminatewaste. One definedwaste type in the leanphilosophyisinventory, whichisalsoreferred to as work in process (WIP). WIP ismaterial or parts that have started production but are not yet a finished or "done" product. Inventory isconsideredwastefulbecauseitcosts money to purchase, store, and maintain. One way of reducinginventoryis to reduce the WIP at individual machines or servers by onlymoving as fast as yourslowest machine or processor (the system bottleneck). Agile alsostrives to control its WIP through WIP limits by completing all features to a "done" state beforebeginningdevelopment of new features. One canthink of an iteration or sprint as a processthatcandevelop a certain amount of features. In thisanalogy, the WIP limitisequivalent to the sprint backlog. By maintaining a WIP limitequal to the sprint backlog, no featuresshouldbeincomplete at the sprint review. [Lean-Agile Software Development: Achieving Enterprise Agility. Alan Shalloway, Guy Beaver, James R. Trott.] [Planning, monitoring, and adapting]

32. Adaptative planning Test • Greg isready to select anothertask for execution in the currentiteration. He reviews the task and realizesthat the estimated time on the taskcardismostlikelytoolow. Whatshould Greg do? • A- Select a different user story • B- Removethe cardfrom the taskboard and place it in the productbacklog • C- Deal with the minor inconsistency in private and workovertime to keep the iteration on schedule • D- Update the time on the taskcard as soon as possible

33. Adaptative planning Test • Greg isready to select anothertask for execution in the currentiteration. He reviews the task and realizesthat the estimated time on the taskcardismostlikelytoolow. Whatshould Greg do? • A- Select a different user story • B- Removethe cardfrom the taskboard and place it in the productbacklog • C- Deal with the minor inconsistency in private and workovertime to keep the iteration on schedule • D- Update the time on the taskcard as soon as possible • D - Agile team membersshouldfeel free to update incorrect task time estimates as soon as possible. Team memberscan use currentiterationprogress and accruedexperience to come to a new task time estimate. [Lean-Agile Software Development: Achieving Enterprise Agility. Alan Shalloway, Guy Beaver, James R. Trott.] [Planning, monitoring, and adapting]

34. Adaptative planning Test • Whatis one type of information radiatorthat a scrum master uses to track and monitor team progress? • A- RFID • B- Taskboard • C- Gantt chart • D- Workbreakdown structure (WBS)

35. Adaptative planning Test • Whatis one type of information radiatorthat a scrum master uses to track and monitor team progress? • A- RFID • B- Taskboard • C- Gantt chart • D- Workbreakdown structure (WBS) • B - An agile team often uses a taskboard to monitor and control progress. A taskboard identifies tasks to becompletedduring an iteration and theirprogress. [Lean-Agile Software Development: Achieving Enterprise Agility. Alan Shalloway, Guy Beaver, James R. Trott.] [Planning, monitoring, and adapting]

36. Adaptative planning Test • Whatis the first step agile team'stakeduringiteration planning? • A- Aggregatingsimilar user stories intometa-stories. • B- Decomposinglarge or complex user stories intosmaller, more manageable user stories. • C- Aggregatingdissimilar user stories intometa-stories. • D- Refactoringtesting code for the upcomingiteration • B - Duringiteration planning, the team followsthreesteps to create an iterationbacklog: 1) The team decomposes large or complex user stories into multiple, smaller stories, 2) The team breaks each user story intodevelopmenttasks, and 3) The team estimates the task effort or duration, typicallyusingidealhours. [The Art of Agile Development. James Shore.] [Planning, monitoring, and adapting]

37. Adaptative planning Test • As a developer on the agile team, Greg isbeginningdevelopment on a task. Greg is at the taskboard and must place the taskcard in the correct column of the taskboard to update everyone of itsstatus. In whichcolumnshould Greg place the taskcard? • A- To do • B- Readyfor testing • C- Done • D- In progress • D - Greg should place the taskcard in the 'in progress' column to signifythat the taskiscurrentlybeingexecuted. [Lean-Agile Software Development: Achieving Enterprise Agility. Alan Shalloway, Guy Beaver, James R. Trott.] [Planning, monitoring, and adapting]

38. Adaptative planning Test • In general, how can story points and value points beconsidered? • A- Story points representquality and value points represent value. • B- Story points representcost and value points representbenefit. • C- Story points representquality and value points representbenefit. • D- Story points represent story value and value points representproduct value.

39. Adaptative planning Test • In general, how can story points and value points beconsidered? • A- Story points representquality and value points represent value. • B- Story points representcost and value points representbenefit. • C- Story points representquality and value points representbenefit. • D- Story points represent story value and value points representproduct value. • B - In general, story points canbeconsidered as the cost of developing a user story, while value points canbeconsidered as the benefit of developing a user story. [Agile Estimating and Planning. Mike Cohn.] [Planning, monitoring, and adapting]