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CHAPTER VI Adaptive Planning -… À L'ecole De La VIE … CHAPTER VI Adaptive planning PRACTICE TOOL/TECHNIQUE SKILL LEVEL Planning concepts Timeboxing Level 2 Value based analysis Progressive elaboration Level 1 Value based decomposition & Process tailoring prioritization Minimal marketable failure Level 3 Agile games Estimation Widebrand Delphi & planning poker Level 1 Baselines time & budget Ideal time Level 3 Agile cost accounting Relative sizing & story points Afinity estimating Agile plans Iteration & release Level 1 Agile charters Level 2 Business case Planning concepts . Acceptance that things will change and the resulting realization better embraces uncertainty then to resist to change • TIMEBOXING : timeboxes are short, fixed duration periods in which activities or work is undertaken. 2 major timeboxes : Daily stand-ups (15 minutes) & Iterations (mostly 2 or 3 weeks) . They provide frequent checkpoints to gauge progress and to replan the ongoing approach . They are powerful motivation tools for completing focused work Planning concepts • PROGRESSIVE ELABORATION : At the beginning we need to plan & estimate the work involved and create a reasonable strategy & execution approach. We must continually refine plans & estimates Planning concepts • PROCESS TAILORING : Retrospectives and reviews are the main trigger for driving process changes. At the end of each iteration, we meet with the team and ask following questions : • What is going well ? • What areas could use improvement ? • What should we be doing differently ? • Through this cycle of regular inspection, reflection & adaption, we tailor our project processes to the unique situation of the project and organization. Planning concepts • MINIMAL MARKETABLE FEATURE (MMF) : The term MMF refers to the package of functionnalities that is complete enough to be useful to users or market, yet small enough that it does not represent the entire project. For exemple, if order & billing system is complete but the management reporting and marketing links have not been built yet, the company may start getting benefits of this first release. Planning concepts Value-based analysis : 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 reason while we estimate the items in the backlog item at a high level early at the project. Planning concepts Value-based analysis : 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 reason while we estimate the items in the backlog item at a high level early at the project. Planning concepts Value-based Decomposition & Prioritization : Planning concepts Agile games : are facilitated workshop that help stakeholders better understand complex or ambiguous issues and reach agreement on an agreed upon solution. 1. Remember the future : anticipation & vision setting of a workable outcome 2. Prune the product tree 3. Speedboat or sailboat Estimation The combination of complexity & uncertainty makes it more problematic for knowledge work projects than other projects. Following good practices for agile estimations have to be considered : WHY : necessary for sizing & approving projects (ROI, IRR) & to determine which work to include into a release or interation HOW & WHEN : are created as a range of uncertainty (ex +/- 30%) at the beginning of the project and refined during iterations (ex +/- 30% -> +/- 5%) WHO : all the team members need to be involved in the estimation process (WIDEBRAND DELPHI/PLANNING POKER) 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. Estimation • Relative Sizing / Story Points : Noted that people are not good at predicting the absolute size of the work & the estimation process is difficult & certainly unpopular. People are much better at comparative measurements. If we know chunks of work already done we can compare new development by referencing the known entities. We give a relative score to the grade of difficulty & time of each work (Story Points/Item) and compile those story points per iteration. The idea is to get away from estimating in hours to give more tolerance & be more adaptive as new information becomes available. • Story Points : • Teams should own the Story points • Story Points estimates should be all inclusive, complexity, effort & risk • When disagreeing, the totals do not need to match • Size should be relative Estimation • The Fibonacci Sequence 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. Estimation • Affininty Estimating : is the process of grouping requirements into categories or collections. Estimation Time & budget estimation (size/effort/cost) I. Determine size of project in story points or ideal days use wideband delphi to determine ideal time II. 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)) III. 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 IV. Calculate costs by applying labor rates Estimation Agile Project Accounting Principles When 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 Estimation Estimate Ranges Estimates 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. Agile Plans Agile plans varies from traditional planning in three key ways : 1. Trial & demonstration uncover true requirements, which then require replanning = Backlog reprioritization affects iteration & release 2. Agile planning is less of an upfront effort, instead is done throughout the project = Retrospectives generate changes to processes 3. Midcourse adjustments are the norm = Feedback generates chance requests Agile Plans • Iteration & Release Planning : Project broken into releases & iterations Agile Plans • Velocity & Release Planning : Feature prioritization & Speed of delivery Agile Plans • Velocity & Release Planning : Feature prioritization & Speed of delivery 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 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. 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 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 other potential constraints like increased scope, how many iterations should it take for the project team to complete the remaining story points? • A. 6 • B. 3 • C. 5 • D. 4 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 other potential constraints like increased scope, how many iterations should it take 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 iterations is the best answer. [Agile Estimating and Planning. Mike Cohn.] [Planning, monitoring, and adapting] Adaptative planning Test • When a user story is estimated to be 0 story points, what does it indicate? • 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. Adaptative planning Test • When a user story is estimated to be 0 story points, what does it indicate? • 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 is said to be of minimal effort for a development team. [Agile Estimating and Planning. Mike Cohn.] [Planning, monitoring, and adapting]
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