Unit 5: Planning Releases

D8004857fc10614cfa4dec1bae20f874?s=47 Jez Humble
October 02, 2018

Unit 5: Planning Releases

Despite rumours to the contrary, there are planning activities in the agile model. In this class we’ll discuss how to plan releases, and present story mapping and impact mapping as effective tools for design, ideation and planning.

D8004857fc10614cfa4dec1bae20f874?s=128

Jez Humble

October 02, 2018
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  1. i290 lean/agile product management unit 5: planning and managing releases

    @jezhumble https://leanagile.pm/ humble@berkeley.edu This work © 2015-2018 Jez Humble Licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
  2. know patterns to mitigate these limitations be able to do

    old-school agile release planning understand the limitations of release planning meet some well-known prioritization tools understand tools for measuring progress learning outcomes
  3. requirements • What are they? • Where do they come

    from?
  4. user stories Leaky abstractions: http://www.joelonsoftware.com/articles/LeakyAbstractions.html

  5. None
  6. Epic Theme Story

  7. iron triangle

  8. master story list units?

  9. estimation units • jellybeans • t-shirt sizing • fibonacci •

    function points • COCOMO predictors • SLIM parameters • beware: relative vs absolute!
  10. try it for a few weeks

  11. tracking progress Cumulative Flow Diagram (CFD) / burn up chart

    / turndown chart / finger diagram
  12. the people who made the estimates do the work not

    a productivity metric! can’t be compared across teams it can be gamed (Goodhart's law) problems with velocity
  13. why estimate during planning? so we can set expectations with

    stakeholders — including supporting business-level planning
  14. stuff you didn’t know about dependencies stuff you didn’t think

    about doesn’t actually solve the problem it wasn’t actually what we wanted what could possibly go wrong? mix of skills architecture / non-functional requirements politics cognitive bias
  15. planning fallacy Executives tend to “make decisions based on delusional

    optimism rather than on a rational weighing of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed.” Kahneman, Thinking Fast and Slow, p252.
  16. cost “Even in projects with very uncertain development costs, we

    haven't found that those costs have a significant information value for the investment decision… The single most important unknown is whether the project will be canceled. The next most important variable is utilization of the system, including how quickly the system rolls out and whether some people will use it at all.” Douglas Hubbard | http://www.cio.com/article/119059/The_IT_Measurement_Inversion
  17. None
  18. If everything went exactly to plan… It would be extremely

    embarrassing if we didn’t hit…
  19. lightweight planning A Practical Approach to Large-Scale Agile Development -

    Gruver, Young, Fulghum
  20. introducing user story mapping

  21. focused on user activities, not business epics holistic view of

    work, activities, users (context) create a better shared understanding of product dynamically “slice out” coherent releases trade off value / usability / feasability (prioritization) what’s different?
  22. minimize output, maximize outcome Jeff Patton, User Story Mapping p.

    xlii
  23. MoSCoW Must have Should have Could have Won’t have

  24. kano model

  25. further reading http://www.agileconnection.com/article/dear-customer-truth-about-it- projects https://pragprog.com/magazines/2013-02/estimation-is-evil Tom DeMarco & Tim Lister,

    Waltzing with Bears Jeff Patton, User Story Mapping Douglas Hubbard, How to Measure Anything