Innolution Agile Planning Rubin

Agile Planning
by Kenny Rubin
Includes slides from:
Copyright (c) 2006-2007, Innolution, LLC and Mountain Goat Software, Inc. All Rights Reserved. 1
Instructor—Kenny Rubin
Managing Director
krubin@innolution.com
(303) 827-3333 (office)
(303) 589-5938 (mobile)
2
Copyright (c) 2006-2007, Innolution, LLC and Mountain Goat Software, Inc. All Rights Reserved.
Multi-level
Planning
3
Exercise—Planning Retrospective
Sequential Agile
• All-encompassing task-
• Created at multiple levels
oriented plans created
of detail
upfront
• Frequently updated
• Reluctance to update plans
• Created by team with full
• Little buy-in to dates from
buy-in
team
• At which points in your SDLC do you perform

planning?
• What are your typically critical constraints
when planning (e.g., date, features, etc.)?
• What is your source of estimates and dates?
4
Exercise—Planning Assessment
(Planning Levels)
True More More False N/A
True False
than than
False True
At the start of each iteration
we create a plan showing the
tasks that we’ll work on
during that iteration.
Before the first iteration, we
create an initial plan that
shows an incremental release
of features and we update
this plan during the project.
5
(Critical Variables)
True False
than than
False True
One or more of scope,
schedule, or resources is
allowed to change during a
project.
Product owners are willing to

discuss tradeoffs between
scope and schedule.
Product owners prioritize

work for teams.
6
(Progress Tracking)
True False
than than
False True
Teams knows their velocity.
At the end of each iteration,

we create a release burndown
chart, which shows how much
work remains in the release.
We create and update iteration
burndown charts, which shows
how much estimated work is
remaining each day.
Features are either complete
or not; no partial credit is
given.
7
(Source of Dates and Estimates)
True False
than than
False True
Developers are included in
the planning process in a
way that they can
meaningfully and
appropriately affect scope
and deadlines.
Estimates are created
collaboratively by the people
who will do the work.
8
(When Do We Plan)
True False
than than
False True
Upfront planning is helpful
without being excessive.
Team members leave planning
meetings knowing what needs
to be done and have
confidence they can meet their
commitments.
Teams communicate the need
to change release date or
scope as soon as they are
discovered.
Effort spent on planning is
spread approximately evenly
throughout the project.
9
What Makes Planning Agile?
Is
Is more
more focused
focused on
on
planning
planning than
than the
the plan
plan
Encourages
Encourages change
change
Results
Results in
in plans
plans that
that
are
are easily
easily changed
changed
Is
Is spread
spread throughout
throughout
the
the project
project
Balances
Balances effort
effort with
with
probability
probability of
of change
change
10
Exercise: “Double Black Diamond”

Survival Project
• Project goal is to get
to from the top of the
mountain to the
bottom using the
equipment, time and
resources that you
have been allocated
• Plan your project!
11
Does Agile Mean Don’t Plan?
No! The opposite, agile puts a premium on

planning
Planning
Frequency Who Focus
Level
1-2 times per Product owner Product evolution over
Product
year and executives time
Tradeoffs between
3-4 times per Product owner
Release features and delivery
year and team
date
What features can be
Every Product owner
Sprint delivered within the
iteration and team
sprint
How to complete
Daily Every day Team
committed features
12
The Planning Onion
Strategy
Portfolio Agile Product

Management is
Product
mostly concerned
Release with the space from
Sprint
Product to Sprint.
Daily
13
Product Roadmap
Q107 Q207 Q307 Q407

Market Launch &
Map Retire
Feature/ Class Listings Membership Searching

Benefit Map CST Support Bulk Loading Filtering
Architecture Ruby on RegOnline

Map Rails Integration
Market Scrum
Agile 2007
Events Gathering
Release 0.5 1.0

Schedule Based on design from Luke Hohmann
14
Roadmaps and Backlogs Are

Independent But Linked
Q107 Q207 Q307 Q407
Story 1 Market
Launch &
Retire
Map
Story 2 Class Listings Membership Searching

Feature/ CST Support Bulk Loading Filtering
Benefit Map
Story 3 Ruby on RegOnline
Architecture Rails Integration
Story 4 Map
Scrum Agile
Market Gathering 2007
••• Events
0.5 1.0
Story 15 Release
Schedule
Story 16
•••
Story 41
•••
15
Release Planning
Release 1 Release 2 Release 3
Release Plan
Sprint 1 Sprint 2 Sprint 3 Sprint 4 - 7
16
Sprint Planning
Sprint 1
Task 1 8
Task 2 6
Task 3 12
Task 4 5
Task 5 4
17
Putting It All Together
Product
Roadmap Release 1 Release 2 Release 3
Release Plan
Sprint 1 Sprint 2 Sprint 3 Sprint 4 - 7
Sprint
Backlog
Task 1 8
Task 2 6
Task 3 12
Task 4 5
Task 5 4
18
When Does Planning Occur?
Team & Leader Leader

SM
PO Leader Leader Leader Leader Leader Leader
Stake
holders
Release PO Sprint PO Estimate Sprint Sprint Sprint

Planning Planning Planning Planning Review Retro Planning
Jan Feb Mar
19
Core Agile Planning Elements
Story 1 5 Individual
Individual product
product Team
Team velocity
velocity
backlog
backlog estimates
estimates
Story 2 3
Story 3 8
Story 4 1 Velocity is measured
in the units you use
••• to estimate Product
Backlog items
Story 15 2
Story 16 13 ∑ of individual
estimates
•••
Story 41 5
••• Release
Release size
size estimates
estimates
Sum 200
20
What’s a Good Plan?
• A good plan is one that supports

reliable decision-making
• Will go from
• We’ll be done in the fourth quarter
• We’ll be done in November
• We’ll be done November 7th
“It’s better to be roughly

right than precisely wrong.”
~John Maynard Keynes
21
...Three Levels of Precision
Product Backlog Sprint Backlog
As
As aa frequent
frequent Code
Code the
the UI UI 88
33
flyer,
flyer, II want
want to...
to... Write
Write test
test fixture
fixture 66
As
As aa frequent
frequent Code
Code middle
middle tier
tier 12
12
55
flyer,
flyer, II want
want to...
to... Write
Write tests
tests 55
As
As aa frequent
frequent Automate
55 Automate tests
tests 44
flyer,
flyer, II want
want to...
to...
As
As aa frequent
frequent 22
flyer,
flyer, I want
I want to...
to...
As “Yesterday
“Yesterday II started
started
As aa frequent
frequent 33
flyer, on
on the
the UI;
UI; II should
should
flyer, II want
want to...
to...
finish
finish before
before thethe end
end
of
of today.”
today.”
22
l e a s e Plan n ing
Re
23
What is Release Planning?
Purpose
To answer questions such as:
• How much will be done by June 30?
• When can we ship with this set of features?
• How many people or teams should be on this
project?
Inputs
• Velocity—the amount of work completed
in a Sprint
• The length of the project
• Prioritized Product Backlog
24
What Features to Include: MuSCoW
Product Backlog
1
2
3
Must have
…
Should have
Could have
Moved to the next

Won’t have
release (out of scope)
25
Minimum Marketable Features
• Components with intrinsic marketable

value
• Creates business value by:
• Competitive differentiation
• Revenue generation
• Cost Saving
• Brand projection
• Enhanced loyalty
26
An Example “Theme”
As a frequent flyer, I want to book a flight.
..., I want to book a flight using miles.
..., I want to book a flight and pay for it.
..., I want to re-book a flight I take often.
..., I want to request an upgrade to first class.
..., I want to see if my upgrade cleared.
Be sure you are organizing stories around user needs;

not around how you’ll build the software or
how the company is organized.
27
28
Initial Velocity
Three ways to determine Initial Velocity

1
Use
Use historical
historical averages
averages
2
Wait
Wait until
until you
you run
run at
at least
least one
one sprint
sprint
3
Forecast
Forecast it
it
Express velocity as a range that matches your
uncertainty in it
29
Look at Velocity in a Few Ways
Last Observation = 36
Mean (Last 8) = 33
Mean (Worst 3) = 28
Sprints
30
Extrapolate from Velocity

Assume:
There are five
iterations left.
At our slowest velocity we’ll finish here

(5×28)
At our long-term average we’ll finish here

(5×33)
At current velocity we’ll finish here (5×36)
31
Example: Updating a Release Plan
Here
Here are
are the
the results
results ofof the
the last
last 88 iterations.
iterations. There
There are
are 66
iterations
iterations left.
left. Using
Using this
this data,
data, update
update thethe release
release plan
plan
on
on the
the following
following slide
slide by
by drawing
drawing threethree arrows
arrows into
into it.
it.
Velocity
Mean of worst 3 =
Most recent =
Long-term average = 15
Iterations
32
Example: Update This Release Plan

6 × worst 3 = ____ 6 × average of last 8 = ____ 6 × most recent = ____
Running
Estimate Story
Total
5 5 As a user, I can...
93 3 As a user, I can... 33
Fixed-date Planning
How
How much
much can
can II get
get by
by <date>?
<date>?
1.Determine how many iterations you have
2.Measure or estimate velocity as a range
3.Multiply nominal velocity × number of iterations
• Count off that many points
• These are “Will Have” items
4.Multiply optimistic velocity × number of iterations
• Count off that many more points
• These are “Might Have items”
34
Fixed-date Planning: An Example
Desired release
30 June
date
Will have
Today’s Date 1 January
6×15
Number of
6 (monthly)
iterations
Might have
Nominal velocity 15 6×20
Optimistic
20 Won’t have
velocity
35
Fixed-scope Planning
When
When will
will all
all of
of this
this be
be done?
done?
1.Sum all the backlog items the customer needs
2.Measure or estimate velocity as a range
3.Divide total story points by optimistic velocity
• This is the shortest number of iterations it
could take
4.Divide total story points by nominal velocity
• This is the “most” iterations it could take
36
Fixed-scope planning: an example

Total story points desired 120
Nominal velocity 15
Optimistic velocity 20
120÷20=
120÷15=
37
p ri n t Pl a n n i ng
S
38
Which Are We Talking About?

Product Backlog Sprint Backlog
As a frequent flyer, Code the UI 8
Sprint 1
3
I want to…
Write test fixture 6
As a frequent flyer,
5 Code middle tier 12
I want to…
Write tests 5
5 Automate tests 4
I want to…
Sprint 2
2
I want to…
As a Cr
frequent g this2
eatinflyer, “Yesterday
“Yesterday II started
started
I want to… on the UI; I should
on the UI; I should
is Sprint finish
finish before
before the
the
Planning end
end of
of today.”
today.”
39
Sprint
-3 -2 -1
prioritization
Sprint
1 2 3 4 5
Planning
6 7 8 9 10
11 12 13 14 15
Sprint Review
and
16 17 18 19 20
Retrospective
+1 Sprint
Planning 40
Sprint Planning Meeting

eerr
err
aamm
sstte
wwnn
TTee
Maa
t OO
mM
uucct
rruum
ruum
m
odd
r
SScc
PPrro
SScc
Product
Product backlog
backlog
Team
Team capabilities
capabilities Sprint Planning Sprint
Sprint Goal
Goal
Meeting
Business
Business conditions
conditions (Conducted by
Product Owner)
Technology
Technology Sprint
Sprint Backlog
Backlog
Current
Current product
product
41
The Sprint Goal
A short statement of what the work will

be focused on during the Sprint
Life Sciences
Support features necessary for
Database Application population genetics studies.
Make the application run on SQL

Server in addition to Oracle.
Financial services
Support more technical
indicators than company ABC
with real-time, streaming data.
42
From Sprint Goal to Sprint Backlog
• Team working in conjunction with Product

Owner select Product Backlog items that
are aligned with Sprint Goal
• Team self-organizes around how they’ll
meet the sprint goal
• ScrumMaster doesn’t assign tasks to
individuals
• ScrumMaster doesn’t make decisions for the
team
• Sprint Backlog is created
• List of tasks necessary to achieve the work is
selected for the Sprint
43
A Sprint Backlog
Mon
Mon
Code the user interface 8
As
As aa user,
user, II want
want to
to Code the middle tier 16
read
read profiles
profiles ofof people
people
Create & automate tests 8
I’d
I’d like
like to
to date
date
Design user interface 12
As Code the user interface 8

As aa user,
user, II want
want to
to
search
search for
for prospective
prospective Code the middle tier 16
dates
dates on
on age
age range
range Test the middle tier 8
•• You
You leave
leave Sprint
Sprint planning
planning with
with an
an estimated
estimated set
set of
of
tasks
tasks
•• And
And the
the team’s
team’s commitment
commitment to
to complete
complete the
the product
product
backlog
backlog items
items represented
represented by
by this
this Sprint
Sprint Backlog
Backlog
44
Purpose of Sprint Planning
• The purpose of the sprint planning t to a

en
meeting is to arrive at a commitm
log
sprint goal or set of product back
items.
• The purpose of the meeting is not tos.
ur
come up with a list of tasks and ho
• The tasks and estimates are a tool for
to.
determining what we can commit
45
Commitment-Driven Sprint
Planning
Can commit;
not full
Adjust
Priorities Select
A Story Can commit;
but full
To Add
Ask For Sprint
Team Planning
Identify Split User Commitment Is Done
Sprint Stories Into
Cannot
Goal Tasks
commit
Estimate Remove a
Tasks User Story
46
Why Agile Planning Works
• Eliminate Waste
• Don’t plan too far into the future for features that
we might never build
• Work in Progress is eliminated (completed) every
Sprint
• Schedule buffering (rather than task buffering)
eliminates aggressive local safety waste
• Amplified Learning
• Replanning occurs frequently
• Estimates of size and duration are separated
• Uncertainty is acknowledged and planned for
• Leave Options Open as Long as Possible
• Feature buffering allows commitment to exact
deliverables at the time when best information is
available
47
Why Agile Planning Works
(Continued)
• Deliver as Fast As Possible
• Plans are based on features, not tasks
• Small stories (features) keep the work moving
• Resource alerts and effective prioritization enable
early finishes
• Empower the Team
• Estimating, planning and tracking are done at the
team level, not individual level
• Schedule buffering is done at the team level
• See the Whole
• Plans are made at different levels
• Focus on the end date (end of Sprint or end of
Release) and not the specific task completion dates
48

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Agile Planning

Includes slides from:

(303) 827-3333 (office)

(303) 589-5938 (mobile)

• At which points in your SDLC do you perform

Product owners are willing to

Product owners prioritize

At the end of each iteration,

Exercise: “Double Black Diamond”

No! The opposite, agile puts a premium on

The Planning Onion

Portfolio Agile Product

Q107 Q207 Q307 Q407

Feature/ Class Listings Membership Searching

Architecture Ruby on RegOnline

Release 0.5 1.0

Roadmaps and Backlogs Are

Story 2 Class Listings Membership Searching

Release 1 Release 2 Release 3

Sprint 1 Sprint 2 Sprint 3 Sprint 4 - 7

Sprint 1 Sprint 2 Sprint 3 Sprint 4 - 7

When Does Planning Occur?

Team & Leader Leader

Release PO Sprint PO Estimate Sprint Sprint Sprint

Jan Feb Mar

What’s a Good Plan?

• A good plan is one that supports

“It’s better to be roughly

What Features to Include: MuSCoW

Moved to the next

• Components with intrinsic marketable

As a frequent flyer, I want to book a flight.

..., I want to book a flight using miles.

..., I want to book a flight and pay for it.

..., I want to re-book a flight I take often.

..., I want to request an upgrade to first class.

..., I want to see if my upgrade cleared.

Be sure you are organizing stories around user needs;

Three ways to determine Initial Velocity

Extrapolate from Velocity

At our slowest velocity we’ll finish here

At our long-term average we’ll finish here

Example: Update This Release Plan

Fixed-date Planning: An Example

Nominal velocity 15 6×20

Fixed-scope planning: an example

Which Are We Talking About?

Sprint Planning Meeting

A short statement of what the work will

Make the application run on SQL

From Sprint Goal to Sprint Backlog

• Team working in conjunction with Product

As Code the user interface 8

Purpose of Sprint Planning

• The purpose of the sprint planning t to a

Why Agile Planning Works

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