Continuous Agile Planning That the Biz and Dev Folk can Like Like
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1 Continuous Agile Planning That the Biz and Dev Folk can Like Like Matt Roberts, VP linkedin.com/in/cpgmattr
2 Abstract: Many product development teams struggle through painful planning meetings. No one seems to enjoy them but they are deemed necessary for various reasons that all start off with good intentions and critical needs. They typically do not harness the power of being responsive to change and following YAGNI and delaying decision until the last responsible moment (i.e. more waste than the Austin Community Landfill). In this talk, Matt will provide an approach that he s used for years to strike the delicate balance of building a product and development roadmap that can be used for long-term planning, medium-term planning, and being extremely responsive to change. It s also respectful of the Agile Manifesto Principles and Values. This approach should make planning an easier, if not fun, for everyone from Developers to Product Managers to Executives.
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4 Planning - Biz Perspective I can t get those guys to commit to anything Why can t they just agree and move on? Why do we need to have all these meetings? We already have a date and scope, why bother?
5 Planning - Dev Perspective Planning sucks. Estimating sucks You hired me to write soft ware, right? Yesterday, I spent the day in meetings, today, I m going to spend the day in meetings. No blockers We already have a date and scope, why bother? Why do we need to have all these meetings? As a developer I want to pad my estimates excessively so when the requirements change, I won t have to stay up all night
6 Responding to change over following a plan Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Simplicity--the art of maximizing the amount of work not done--is essential.
7 The Goal Deliver the highest quality value to the customer while maintaining worker safety. This is accomplished by harnessing ongoing change through continuous: Learning Planning Alignment Risk Reduction / Options
8 Planning is the Gateway Drug to Estimating What Who / Cost WASTE When?!?!?! Copyright 2003 Advanced Development Methods
9 How do we achieve the goal?
10 Long-Term Planning in Product Development Product Roadmap Product Portfolio Strategy Long Releases Funding (Start-up, New Line of Business, etc.) Build vs. buy More?
11 Medium-Term Planning in Product Development Sprint Planning Small Release Planning Continuous Flow Backlog Prioritization Tasking out User Stories
12 Short-Term Planning in Product Development Daily Stand-up P1 Issues / Critical Situations Pair Programming Unit Tests Coding Research Spikes
13 XP Planning
14 Scrum Planning The Way it Was Envisioned (unfortunately generally not practiced) Copyright 2003 Advanced Development Methods
15 Agile Planning Flame
16 Kanban Planning Measure Lead Time to determine the average time for a piece of work to flow through the system Cumulative flow identifies waste No formal release planning process as the focus is on continuous release, but it can be done if needed (e.g. Scrumban)
17 Continuous Capacity Planning Problem: Getting ready for another six months of drawn-out planning for a period to cover a fiscal year that starts at the end of the six months of planning, I was looking for a better way to ser ve the needs of the business and the development team. Solution: Continuous Capacity Planning - A New Hope
18 Capacity Allocation in Kanban
19 Capacity Planning Classify work in terms of: Product - User Facing: Themes, Epics, User Stories, Research Spikes, Innovation Inter-departmental -, Service, IT Internal: Infrastructure (SaaS), DevTools, Technical Debt, Defects, Research Spikes Measure all work - historical data from tracking software works great Involve a small (as responsible) set of the product development team Establish baseline plan with fixed capacities then adjust to meet the needs of the customers and team!
20 Continuous Capacity Planning Tag all new work coming into the product development system in terms of allocations type. Periodically check that capacity allocations are being maintained and update release plans, project plans, and product roadmaps. Allow the business to prioritize all work within capacity buckets that has not yet started, but try to stick to allocations. If allocations need to change, be explicit. More can be done in the same time quickly through elimination of waste or eventually with additional capacity.
21 Continuous CapacityPlanning Agile Planning Flame
22 Continuous Capacity Planning Example Predict-IT is an Austin-based software company, delivering the most innovative value to customers operating large-scale data centers. They are planning a Q3 release to capture a specific market window, but don t want to spend the time on a big up front planning exercise as everyone wants to get started. However, executives and product management need to understand what, who, and when, but want to be responsive to change. The example is about planning, not the choices that were made throughout the project (find improvements!) The Feedback Cycle approach could be for Scrum or Kanban/ Continuous Flow Systems. Assume that these are periodic investment checks for longer-term planning.
23 Predict-IT Roadmap (v1) Capacity Planner Q3 Q4 Q1 Q2 On The Go Capacity Planner Mobile Use Cases Advanced Virtualization Platforms for Amazon VPC, Azure, Rackspace CIO Visible Infrastructure UI Viz. of Public and Private Cloud Integrated Dashboard Cost, SAL, Exceptions All in One User Experience IT Director Situational Awareness Configurable Notifications Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Help Desk Advisor Accountant Legal Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Regulatory Compliance Rules importable into predictive rules engine for workload assignment
24 On The Go Capacity Planner 25% Release Planning I II III IV V VI Visible Infra. 20% Sit. Awareness 10% SaaS Inf. 15% Tech. Debt/ Retro 20% 10%
25 Predict-IT Roadmap (v1) Capacity Planner Q3 Q4 Q1 Q2 On The Go Capacity Planner Mobile Use Cases Advanced Virtualization Platforms for Amazon VPC, Azure, Rackspace CIO Visible Infrastructure UI Viz. of Public and Private Cloud Integrated Dashboard Cost, SAL, Exceptions All in One User Experience IT Director Situational Awareness Configurable Notifications Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Help Desk Advisor Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Accountant Legal I II III IV V VI Regulatory Compliance Rules importable into predictive rules engine for workload assignment
26 Feedback Cycle Plan I - Hypothesis On The Go Capacity Planner 25% I On The Go Capacity Planner Sum of Capacity (Story Points or #Items) = 30% Visible Infra. 20% Sit. Awareness 10% SaaS Inf. 15% Tech. Debt/ Retro 20% Defect Retro Spike Spike Visible Infra. Sum of Capacity (Story Points or #Items) = 15% Sit. Awareness Sum of Capacity (Story Points or #Items) = 10% SaaS Inf Sum of Capacity (Story Points or #Items) = 15% Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 20% 10% Sum of Capacity (Story Points or #Items) = 10
27 All Bets Down!
28 On The Go Capacity Planner 25% Feedback Cycle Plan I - Result I On The Go Capacity Planner Sum of Capacity (Story Points or #Items) = 20% 10% Under Visible Infra. 20% Sit. Awareness 10% Defect Done Done Visible Infra. Sum of Capacity (Story Points or #Items) = 0% 15% Under Sit. Awareness Sum of Capacity (Story Points or #Items) = 0% 10% Under SaaS Inf. 15% Retro Spike SaaS Inf Sum of Capacity (Story Points or #Items) = 50% 35% Over Tech. Debt/ Retro 20% Spike Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 20% At Plan 10% Sum of Capacity (Story Points or #Items) = 10%
29 Predict-IT Roadmap Capacity Planner Q3 Q4 Q1 Q2 On The Go Capacity Planner Mobile Use Cases Advanced Virtualization Platforms for Amazon VPC, Azure, Rackspace CIO IT Director Risk Situational - Didn t Get Awareness Configurable Started Notifications Risk Visible - Infrastructure Didn t Get Started UI Viz. of Public and Private Cloud Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Help Desk Advisor Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Accountant Legal I II III IV V VI Regulatory Compliance Rules importable into predictive rules engine for workload assignment
30 Feedback Cycle Plan II - Hypothesis On The Go Capacity Planner 20% II Spike On The Go Capacity Planner Sum of Capacity (Story Points or #Items) = 20% Visible Infra. 20% Sit. Awareness 10% Visible Infra. Sum of Capacity (Story Points or #Items) = 15% Sit. Awareness Sum of Capacity (Story Points or #Items) = 15% SaaS Inf. 15% Tech. Debt/ Retro 20% 10% Defect Defect Spike SaaS Inf Sum of Capacity (Story Points or #Items) = 25% Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 15% Sum of Capacity (Story Points or #Items) = 10%
31 All Bets Down!
32 On The Go Capacity Planner 20% Feedback Cycle Plan II - Result II Spike On The Go Capacity Planner Sum of Capacity (Story Points or #Items) = 20% Visible Infra. 20% Sit. Awareness 10% SaaS Inf. 15% Defect Defect Done Done Visible Infra. Sum of Capacity (Story Points or #Items) = 15% Sit. Awareness Sum of Capacity (Story Points or #Items) = 5% 10% Under SaaS Inf Sum of Capacity (Story Points or #Items) = 35% 10% Over Tech. Debt/ Retro 20% Spike Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 15% 10% Sum of Capacity (Story Points or #Items) = 10%
33 Predict-IT Roadmap Capacity Planner CIO IT Director Q3 Q4 Q1 Q2 Ready to Mobile Release! Use Cases On The Go Capacity Planner Risk - Not Situational Awareness Really Configurable Started Notifications New Feature Will Visible Infrastructure UI Viz. of Public and Private Cloud Increase Sales 50%! Advanced Virtualization Platforms for Amazon VPC, Azure, Rackspace Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Help Desk Advisor Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Accountant Legal I II III IV V VI Fix SaaS Security Leak! Regulatory Compliance Rules importable into predictive rules engine for workload assignment
34 Feedback Cycle Plan III - Hypothesis Visible Infra. 30% III Visible Infra. Sum of Capacity (Story Points or #Items) = 30% Sit. Awareness 10% Defect Sit. Awareness Sum of Capacity (Story Points or #Items) = 10% SaaS Inf. 30% Defect SaaS Inf Sum of Capacity (Story Points or #Items) = 30% Tech. Debt/ Retro 20% 10% Defect Retro Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 20% Sum of Capacity (Story Points or #Items) = 10%
35 All Bets Down!
36 Visible Infra. 30% Feedback Cycle Plan III - Result III Visible Infra. Sum of Capacity (Story Points or #Items) = 30% Sit. Awareness 10% SaaS Inf. 30% Defect Defect Done Done Sit. Awareness Sum of Capacity (Story Points or #Items) = 0% 10% Under SaaS Inf Sum of Capacity (Story Points or #Items) = 25% 5% Under Defect Tech. Debt/ Retro 20% Retro Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 25% 5% Over 10% Sum of Capacity = 20% (10% Over)
37 Predict-IT Roadmap Capacity Planner Q3 Q4 Q1 Q2 On The Go Capacity Planner Done Mobile Use Cases Advanced Virtualization Platforms for Amazon VPC, Azure, Rackspace CIO IT Director Risk Situational - No Awareness Progress Configurable Notifications New Feature Will Visible Infrastructure UI Viz. of Public and Private Cloud Increase Sales 50%! Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Help Desk Advisor Fast Troubleshooting All tickets have env. info Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Accountant Legal I II III IV V VI Regulatory Compliance Rules importable into predictive rules engine for workload assignment
38 Predict-IT Roadmap Capacity Planner Q3 Q4 Q1 Q2 On The Go Capacity Planner Done Mobile Use Cases Advanced Virtualization Platforms for Amazon VPC, Azure, Rackspace CIO IT Director Help Desk Advisor Accountant Legal I II III IV V VI New Feature Will Visible Infrastructure UI Viz. of Public and Private Cloud Increase Sales 50%! Do MVP Only for Q3 Situational Awareness Configurable Notifications Remaining in Q4 Fast Troubleshooting All tickets have env. info Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Regulatory Compliance Rules importable into predictive rules engine for workload assignment
39 Feedback Cycle Plan IV - Hypothesis Visible Infra. 30% IV Visible Infra. Sum of Capacity (Story Points or #Items) = 30% Sit. Awareness 15% Defect Sit. Awareness Sum of Capacity (Story Points or #Items) = 15% SaaS Inf. 30% Defect SaaS Inf Sum of Capacity (Story Points or #Items) = 30% Tech. Debt/ Retro 20% Defect Retro Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 20% 5% Sum of Capacity (Story Points or #Items) = 5%
40 All Bets Down!
41 Visible Infra. 30% Feedback Cycle Plan IV - Result IV Visible Infra. Sum of Capacity (Story Points or #Items) = 30% Sit. Awareness 15% SaaS Inf. 30% Defect Defect Done Done Sit. Awareness Sum of Capacity (Story Points or #Items) = 15% SaaS Inf Sum of Capacity (Story Points or #Items) = 30% Defect Tech. Debt/ Retro 20% Retro Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 20% 5% Sum of Capacity = 0% (5% Under)
42 Predict-IT Roadmap Capacity Planner Q3 Q4 Q1 Q2 On The Go Capacity Planner Done Mobile Use Cases Advanced Virtualization Platforms for Amazon VPC, Azure, Rackspace CIO IT Director Help Desk Advisor New Feature Will Visible Infrastructure UI Viz. of Public and Private Cloud Increase Sales 50%! Do MVP Only for Q3 Situational Awareness Configurable Notifications Remaining in Q4 Fast Troubleshooting All tickets have env. info Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Accountant Legal I II III IV V VI Solve Cust. Crit-Sit at all costs!!!! Regulatory Compliance Rules importable into predictive rules engine for workload assignment
43 Feedback Cycle Plan V - Hypothesis V Visible Infra. 40% Visible Infra. Sum of Capacity (Story Points or #Items) = 40% Sit. Awareness 15% Story Sit. Awareness Sum of Capacity (Story Points or #Items) = 15% SaaS Inf. 10% Tech. Debt/ Retro 20% Story Defect Retro SaaS Inf Sum of Capacity (Story Points or #Items) = 10% Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 20% 15% Sum of Capacity = 15%
44 All Bets Down!
45 Feedback Cycle Plan V - Result V Visible Infra. 40% Done Done Visible Infra. Sum of Capacity (Story Points or #Items) = 40% Sit. Awareness 15% Story Sit. Awareness Sum of Capacity (Story Points or #Items) = 0% 15% Under SaaS Inf. 10% Story Defect SaaS Inf Sum of Capacity (Story Points or #Items) = 0% 10% Under Tech. Debt/ Retro 20% Retro Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 0% 20% Under 15% Sum of Capacity = 60% (45% Over)
46 Predict-IT Roadmap Capacity Planner Q3 Q4 Q1 Q2 On The Go Capacity Planner Done Mobile Use Cases Advanced Virtualization Platforms for Amazon VPC, Azure, Rackspace CIO IT Director Help Desk Advisor Accountant Legal I II III IV V VI Visible Infrastructure Done UI Viz. of Public and Private Cloud Pull from release Situational Awareness Configurable Notifications Fast Troubleshooting All tickets have env. info Integrated Dashboard Cost, SAL, Exceptions All in One User Experience Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Regulatory Compliance Rules importable into predictive rules engine for workload assignment
47 Predict-IT Roadmap Capacity Planner Q3 Q4 Q1 Q2 On The Go Capacity Planner Done Mobile Use Cases Advanced Virtualization Platforms for Amazon VPC, Azure, Rackspace CIO Visible Infrastructure Done UI Viz. of Public and Private Cloud Integrated Dashboard Cost, SAL, Exceptions All in One User Experience IT Director Help Desk Advisor Situational Awareness Configurable Notifications Fast Troubleshooting All tickets have env. info Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Accountant Legal I II III IV V VI Quality Release! Regulatory Compliance Rules importable into predictive rules engine for workload assignment
48 Feedback Cycle Plan VI - Hypothesis V Defect SaaS Inf. 50% SaaS Inf Sum of Capacity (Story Points or #Items) = 50% Defect Defect Tech. Debt/ Retro 25% Retro Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 25% 25% Retro Sum of Capacity = 25%
49 All Bets Down!
50 Feedback Cycle Plan VI - Result V Defect SaaS Inf. 50% Defect Done Done SaaS Inf Sum of Capacity (Story Points or #Items) = 30% 20% Under Defect Tech. Debt/ Retro 25% 25% Retro Retro NEW - All Hand s Sales Demo 20% Tech. Debt/Retro Sum of Capacity (Story Points or #Items) = 25% Sum of Capacity = 25%
51 Predict-IT Roadmap Capacity Planner Q3 Q4 Q1 Q2 On The Go Capacity Planner Done Mobile Use Cases Advanced Virtualization Platforms for Amazon VPC, Azure, Rackspace CIO Visible Infrastructure Done, GOT THE DEAL! UI Viz. of Public and Private Cloud Integrated Dashboard Cost, SAL, Exceptions All in One User Experience IT Director Help Desk Advisor Situational Awareness Configurable Notifications Fast Troubleshooting All tickets have env. info Situational Awareness On-The-Go Notifications across all mobile platforms with configurable escalation paths Third-Party Knowledge Base Integration into rich KB of possible fixes integrated into response system Accountant Legal I II III IV V VI NICE JOB ALL! MISSION ACCOMPLISHED! Regulatory Compliance Rules importable into predictive rules engine for workload assignment
52 Continuous Capacity Planning - Dev Perspective Continuous Capacity Planning is like-liked by Developers because: Detailed external estimation is unnecessary for long-term and short-term planning. The team has greater levels of autonomy based on the feedback cycle plan coupled with the release goals. There is less of a focus on accountability, and more on alignment and prioritized goal achievement. They do not bear the burden of change, indeed, everyone is continuously learning and adapting together. There is more visibility across the organization of the real current state.
53 Continuous Capacity Planning - Biz Perspective Continuous Capacity Planning is like-liked by Biz folk because: When the business needs to adapt to change, there is little lost in terms of detailed long-term planning. As there is no need for detailed long-term planning, the business can respond quickly to a rapidly changing environment. The business can tweak the dials continuously, as long as work has not begun, and as long as it doesn t violate agile principles and values. There is much more of a focus on real goals as opposed to achievement of a plan (which means more value is generated for customers). Long-term planning is a relatively easy exercise and the team isn t afraid of engaging in what-if scenarios.
54 Haters Gonna Hate All you re doing is following a budgeting process! This will never work with MBOs and stretch goals! Wait, so the team can just choose to not live up to their commitments and push work? Now nothing is going to get done! How can I hold teams and individuals accountable?
55 Continuous Capacity Planning #Fail Short-Term Planning Culture of Fear Absolute Requirement for Long-Term, Detailed Plans Backed By Detailed Estimates Commitment to a Fixed Time, Scope, and Cost Violation of Agile Principles and Values
56 Continuous Capacity Planning - #WINNING Fast / Low-Effort Long-Term and What-If Planning Fast / Low-Effort Medium-Term Planning Culture of Continuous Learning / Continuous Improvement Environment where the business/customer can work honestly and directly with the developers Culture Embraces Agile Principles and Values
57 No plan survives contact with the enemy -Helmuth von Moltke the Elder
58 Plans are useless, but planning is indispensable - Dwight D. Eisenhower
59 Agile is the Art of the Possible - Kert Peterson
60 Matt Roberts VP linkedin.com/in/cpgmattr Hope you Like Liked It!
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