Accomplishment of the Strategic Goals. An approach to align portfolio, programs and teams in the Agile way.

1. An approach to align portfolio, programs and teams in the Agile way.
FromtheVisionto theWorkingSoftware and backAccomplishment of the Strategic Goals
Johnny Ordóñez

2. In a company where I had the opportunity to visit, members from Executive staff told me about three main needs that they have and want achieve urgently...

3. Now, We have three main needs
•Alignthe entire company effort to the accomplishment of the strategic goals.
•Predict(at high level) what we can deliver for planned releases until 2014.
•Measurethe progress on organizational strategic goals.

4. Okay, my proposal...

5. Time
Be better
Today, We’re here

6. Time
Be better
Today, We’re here
And We want be here

7. Time
Be better
Today, We’re here
And We want be here
Vision

8. Time
Be better
Today, We’re here
And We want be here
Vision
Strategy

9. Time
Be better
Today, We’re here
And We want be here
Vision
Strategy
Strategic Goals
Revenues
Positioning
Operative efficiency
Competitiveness

10. Execution
Time
Be better
Today, We’re here
And We want be here
Vision
Strategy
Strategic Goals
Revenues
Positioning
Operative efficiency
Competitiveness
Portfolio
Program
Teams

11. Time
Be better
Today, We’re here
And We want be here
Vision
Strategy
Strategic Goals
Revenues
Positioning
Operative efficiency
Competitiveness
Portfolio
Program
Teams
Guide
Inform
2
3
Execution
1

12. 1. Strategy

13. Strategy –Customer centric vs Product centric
New Products
Present Products
Present Customers
New Customers
Create
(Disruptive)
Manage
(Maintain)
Adapt
(Evolutionary)
Extend
(Evolutionary)

14. Strategy –Customer centric vs Product centric
New Products
Present Products
Present Customers
New Customers
Create
(Disruptive)
Manage
(Maintain)
Adapt
(Evolutionary)
Extend
(Evolutionary)

15. Strategy –Customer centric vs Product centric
New Products
Present Products
Present Customers
New Customers
Create
(Disruptive)
Manage
(Maintain)
Adapt
(Evolutionary)
Extend
(Evolutionary)

16. Strategy –Customer centric vs Product centric
New Products
Present Products
Present Customers
New Customers
Create
(Disruptive)
Manage
(Maintain)
Adapt
(Evolutionary)
Extend
(Evolutionary)

17. Strategy –Customer centric vs Product centric
New Products
Present Products
Present Customers
New Customers
Create
(Disruptive)
Manage
(Maintain)
Adapt
(Evolutionary)
Extend
(Evolutionary)
Product N
Product1
Product2
Product3
Product4
Product5
Product6

18. Strategy and Execution
Strategy
Execution
Vision
Structure
Visibility

19. Why, What and How
Portfolio
Program
Teams
What?
How?
Why?

20. 2. Guide

21. 1. Define strategic goals
•IncreasetheValueShare
•Increaserevenuesin a sustainableway
•Modernizeproductportfolio
•Keepattendingourcustomers
•Attendto new customers
•Be perceivedas a greatplace to work
•New configurable, customizableand adaptable product

22. 2. Prioritize the strategic goals
Business Value
New Value for the Organization
Customer Value
Value for our Customers
Hi
Low
Low
Hi

23. 2. Prioritize the strategic goals
Business Value
New Value for the Organization
Customer Value
Value for our Customers
Hi
Low
Low
Hi

24. 2. Prioritize the strategic goals
Business Value
New Value for the Organization
Customer Value
Value for our Customers
Hi
Low
Low
Hi

25. 3. Order the strategic goals by priority
Business Value
New Value for the Organization
Customer Value
Value for our Customers
Hi
Low
Low
Hi
GOAL 1
GOAL 4
GOAL 2
GOAL 5
GOAL 8
GOAL 9
GOAL 7
GOAL 6
GOAL 3

26. 3. Order the strategic goals by priority
GOAL 1
GOAL 4
GOAL 2
GOAL 3
+
-
Priority

27. 4. Create an Epic with an explicit anchor to a strategic goal
GOAL 1
GOAL 4
GOAL 2
GOAL 3
E1
E4
E5
E6
E1
E2
E3
E4
GOAL 1
GOAL 4
GOAL 2
GOAL 3
Approved & Prioritized Epics
Analysis Funnel
Light Business Case
Finance return
Potential ROI
Budget/Costs
E2
E3

28. 5. Decompose into features
GOAL 1
GOAL 4
GOAL 2
GOAL 3
E1
E2
E3
E4
E5
F1
F2
F3’’’
F1’’
F2’’
F3
F1’
F2’
F3’
F1’’’
F2’’’

29. 6. Estimate new features
Product Team gives Business Value estimates.
Committee / Dev Team gives Effort estimates.

30. 6.1. Estimate new features –Business Value
Product Team
7 +/-2 people
Product Managers
Product Owners
Business/Epic Owners (optional)
PM
PO
PO
PO
PM
Using Business Value points
Planning Poker
Business Value Game
Value Sliders
Fibonacci sequence
3 pts
5 pts
8 pts
13 pts
20 pts
40 pts
100 pts

31. 6.1. Estimate new features –Cost of Delay
Product Team
7 +/-2 people
Product Managers
Product Owners
Business/Epic Owners (optional)
Using Cost of Delay points
Fibonacci sequence by each variable
Time Criticality
User| Business Value
Cost of Delay
RiskReduction|
OpportunityEnablementValue
=
+
+

32. 6.1. Estimate new features –Business Value or Cost of Delay
GOAL 1
GOAL 4
GOAL 2
GOAL 3
E1
E2
E3
E4
E5
F1
F2
F3’’’
F1’’
F2’’
F3
F1’
F2’
F3’
F1’’’
F2’’’
18
24
18
35
25
48
23
10
34
21
31

33. 6. Estimate new features –Effort
Estimating Committee
7 +/-2 people
Teams representatives (until 5)
Architects representatives
Operations representatives
Team
Team
Team
Architect
DevOps
Using T-Shirt Sizes
Middle abstraction level
Planning Poker
Story Points equivalence (adjustable in time)
XS => 5 pts
S=> 8 pts
M=> 13 pts
L=> 30 pts
XL=> 40 pts
XXL=> 100 pts

34. 6. Estimate new features –Effort
GOAL 1
GOAL 4
GOAL 2
GOAL 3
E1
E2
E3
E4
E5
F1
F2
F3’’’
F1’’
F2’’
F3
F1’
F2’
F3’
F1’’’
F2’’’
10
50
25
18
35
25
48
23
10
34
21
18
24
18
35
25
48
23
10
34
21
31

35. 7. Prioritize features – Maximize the ROI
ROI 
How many value I will get?
How much I pay to create this
value?
Businesses move and take decisions based on ROI.

36. 7. Prioritize features – Maximize the ROI
ROI 
Σ Business Value points
Σ Effort Points
Businesses move and take decisions based on ROI.

37. 7,0%
13,0%
16,0%
19,0%
45,0%
Always
Often
Regularly
Rarely
Never
7. Prioritize features –Maximize the ROI
Chaos Report 2011, Standish Group
80% of the business value is located at 20% of the features (Pareto).
Find the 20%.
Features used in a Typical Software System
20%
Rarely/
Neverused
Always/ Oftenused
64%

38. 7. Prioritize features –Maximize the ROI

39. 7. Prioritize features –Maximize the ROI
Business Value
Effort
+
-
+
-

40. 7. Prioritize features –Maximize the ROI
Business Value
Effort
+
-
+
-
F1
F2
F3’’’
F1’’
F2’’
F3
F1’
F2’
F3’
F1’’’
F2’’’

41. 7. Prioritize features –Maximize the ROI
Business Value
Effort
+
-
+
-
F1
F2
F3’’’
F1’’
F2’’
F3
F1’
F2’
F3’
F1’’’
F2’’’
1
2
3
4

42. 7. Prioritize features –Qualitative valuation

43. 8. Check dependencies across the program
GOAL 1
GOAL 4
GOAL 2
GOAL 3
E1
E2
E3
E4
E5
F1
F2
F3’’’
F1’’
F2’’
F3
F1’
F2’
F3’
F1’’’
F2’’’
10
50
25
18
35
25
48
23
10
34
21
18
24
18
35
25
48
23
10
34
21
31

44. 9. Reorganize the features
GOAL 1
GOAL 4
GOAL 2
GOAL 3
E1
E2
E3
E4
E5
F1
F2
F3’’’
F1’’
F2’’
F3
F1’
F2’
F3’
F1’’’
F2’’’
10
50
25
18
35
25
48
23
10
34
21
18
24
18
35
25
48
23
10
34
21
31
+
-
Priority
-
Priority

45. 10. Set the Release Plan by real capacity
What’s real velocity of our teams right now?
What’s the capacity of our organization?
How are evolving our teams?
Determine the organizational capacity doing a tracking of the real and historical performance by each team. Real velocity is equal to the number of story points delivered by sprint; not calculated.

46. 10.1 Determining the team real velocity
TEAM 1
Sprint
DeliveredStoryPoints
Sprint1
8
Sprint 2
5
Sprint3
3
Sprint 4
5
Sprint5
6
0
1
2
3
4
5
6
7
8
9
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
Delivered Story Points

47. 10.1 Determining the team real velocity
TEAM 1
Average = 5 pts
Sprint
DeliveredStoryPoints
Sprint1
8
Sprint 2
5
Sprint3
3
Sprint 4
5
Sprint5
6
0
1
2
3
4
5
6
7
8
9
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
Delivered Story Points
Average = 5 pts

48. 10.1 Determining the team real velocity
TEAM 1
Sprint
DeliveredStoryPoints
Sprint1
8
Sprint 2
5
Sprint3
3
Sprint 4
5
Sprint5
6
0
1
2
3
4
5
6
7
8
9
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
Delivered Story Points
Average = 5 pts
2 pts
2 pts
Average = 5 pts
Standard Deviation = 2 pts

49. 10.1 Determining the team real velocity
TEAM 1
Sprint
DeliveredStoryPoints
Sprint1
8
Sprint 2
5
Sprint3
3
Sprint 4
5
Sprint5
6
0
1
2
3
4
5
6
7
8
9
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
Delivered Story Points
Average = 5 pts
2 pts
2 pts
Average = 5 pts
Standard Deviation = 2 pts
Best case = 7 pts
Expected case = 5 pts
Worst case = 3 pts
Best case = 7 pts
Worst case = 3 pts

50. 10.1 Determining the team real velocity
TEAM 1
Sprint
DeliveredStoryPoints
Sprint1
8
Sprint 2
5
Sprint3
3
Sprint 4
5
Sprint5
6
7pts
Points
Average = 5 pts
Standard Deviation = 2 pts
Best case = 7 pts
Expected case = 5 pts
Worst case = 3 pts
Time Fixed
Week 1
Week 2
5 pts
3pts

51. 10.1 Determining the team real velocity
TEAM 1
Sprint
DeliveredStoryPoints
Sprint1
8
Sprint 2
5
Sprint3
3
Sprint 4
5
Sprint5
6
10 pts
Points
Average = 5 pts
Standard Deviation = 2 pts
Best case = 7 pts
Expected case = 5 pts
Worst case = 3 pts
Scope Fixed
Week 1
Week 2
Week 2 + X Days
Week 2 + X + Y days
7 pts

52. 10.1 Determining the team real velocity
TEAM 1
Sprint
DeliveredStoryPoints
Sprint1
8
Sprint 2
5
Sprint3
3
Sprint 4
5
Sprint5
6
Points
Average = 5 pts
Standard Deviation = 2 pts
Best case = 7 pts
Expected case = 5 pts
Worst case = 3 pts
Velocity in the time
Sprint 1
Sprint 2
Sprint 3
Sprint 4

53. 53 Private & Confidential
10.1 Determining the team real velocity
TEAM 1
Sprint
DeliveredStoryPoints
Sprint1
8
Sprint 2
5
Sprint3
3
Sprint 4
5
Sprint5
6
Average = 5 pts
Standard Deviation = 2 pts
Best case = 7 pts
Expected case = 5 pts
Worst case = 3 pts
Real Velocity = 5 pts (Expected)
Select a velocity depending on scenario (perception)
Scenarios: Optimist, Expected or Pessimist

54. 10.1 Determining the team real velocity
TEAM 1
Sprint
DeliveredStoryPoints
Sprint1
8
Sprint 2
5
Sprint3
3
Sprint 4
5
Sprint5
6
Average = 5 pts
Standard Deviation = 2 pts
Best case = 7 pts
Expected case = 5 pts
Worst case = 3 pts
Add a risk perspective
Dispersion or Risk Factor: Rotation, Vacations, Sick, Unplanned
Real Velocity = 5 pts (Expected)
Select a velocity depending on scenario (perception)
Scenarios: Optimist, Expected or Pessimist
Dispersion Factor = Size of Loss (points) * % Probability
= 2 pts * 30 % = 0,6 pts

55. 10.1 Determining the team real velocity
TEAM 1
Sprint
DeliveredStoryPoints
Sprint1
8
Sprint 2
5
Sprint3
3
Sprint 4
5
Sprint5
6
Average = 5 pts
Standard Deviation = 2 pts
Best case = 7 pts
Expected case = 5 pts
Worst case = 3 pts
Add a risk perspective
Dispersion or Risk Factor: Rotation, Vacations, Sick, Unplanned
Real Velocity = 5 pts (Expected)
Select a velocity depending on scenario (perception)
Scenarios: Optimist, Expected or Pessimist
Dispersion Factor = Size of Loss (points) * % Probability
= 2 pts * 30 % = 0,6 pts
Velocity to
projections = Real Velocity –Dispersion Factor
= 5 –0.6 pts = 4.4 => 4 pts
Velocity to
projections = 4 pts

56. 10.2 Determining real velocity for all teams
COMPANY CAPACITY
Team
VelocitybySprint
VelocitybyMonth
VelocitybyRelease
(4 months)
Team1
4
8
32
Team2
5
10
40
Team3
2
4
16
Team4
2
4
16
TeamN
4
8
32
Organizational Capacity* = 136 pts by release

57. 10.2 Determining real velocity for all teams
COMPANY CAPACITY
Team
VelocitybySprint
VelocitybyMonth
VelocitybyRelease
(4 months)
Team1
4
8
32
Team2
5
10
40
Team3
2
4
16
Team4
2
4
16
TeamN
4
8
32
Organizational Capacity* = 136 pts by release
*Organizational velocity is reviewed and assessed at the end of each sprint; this moves the release line to adjust the new capacity.

58. 10.2 Determining real velocity for all teams
The idea is create a Pull system that is limited by our actual capacity (Kanban) .

59. 10.3 Put the release lines by capacity
GOAL 1
GOAL 4
GOAL 2
GOAL 3
E1
E2
E3
E4
E5
F1
F2
F3’’’
F1’’
F2’’
F3
F1’
F2’
F3’
F1’’’
F2’’’
10
50
25
18
35
25
48
23
10
34
21
136 pts
136 pts
Dec 2014
Abr2015
Dec 2015
299 Points

60. 10.3 Put the release lines by capacity
GOAL 1
GOAL 4
GOAL 2
GOAL 3
E1
E2
E3
E4
E5
F1
F2
F3’’’
F1’’
F2’’
F3
F1’
F2’
F3’
F1’’’
F2’’’
10
50
25
18
35
25
48
23
10
34
21
136 pts
136 pts
Dec 2014
Abr2015
Dec 2015
299 Points

61. 10.4 Move Features, fit them about capacity.
GOAL 1
GOAL 4
GOAL 2
GOAL 3
E1
E2
E3
E4
E5
F1
F2
F3’’’
F1’’
F2’’
F3
F1’
F2’
F3’
F1’’’
F2’’’
10
50
25
18
35
25
48
23
10
34
21
136 pts
136 pts
Dec 2014
Abr2015
Dec 2015
157 Points

62. 10.4 Move Features, fit them about capacity.
GOAL 1
GOAL 4
GOAL 2
GOAL 3
E1
E2
E3
E4
E5
F1
F2
F3’’’
F1’’
F2’’
F3
F1’
F2’
F3’
F1’’’
F2’’’
10
50
25
18
35
25
48
23
10
34
21
136 pts
136 pts
Dec 2014
Abr2015
Ago 2015
132 Points

63. 3. Inform

64. Inform
Inform = Measuring + Visual Management
Valuable Metrics Artifacts
PMO Reporting
Transparency
Information Radiator
Visual Tracking

65. Measuring
Focus on accomplishmentof goals , predictability, technical excellence and quality.

66. Composition of Goal-based metrics
GOAL 1

67. Composition of Goal-based metrics
GOAL 1
E3
E4

68. Composition of Goal-based metrics
GOAL 1
E3
E4
50%
50%

69. Composition of Goal-based metrics
GOAL 1
E3
F4
E4
F1
F2
F3
50%
50%
10
20
10
50

70. Composition of Goal-based metrics
GOAL 1
E3
F4
E4
F1
F2
F3
50%
50%
10
20
10
50
20%
10%
60%
90 pts
100%
10%

71. Composition of Goal-based metrics
GOAL 1
E3
F4
E4
F1
F2
F3
50%
50%
10
20
10
50
20%
10%
60%
90 pts
100%
10%

72. Composition of Goal-based metrics
GOAL 1
E3
F4
E4
F1
F2
F3
50%
50%
10
20
10
50
20%
20%
10%
60%
H1
H2
H3
5
2
3
10%
50%
30%
90 pts
100%

73. Composition of Goal-based metrics
GOAL 1
E3
F4
E4
F1
F2
F3
50%
50%
10
20
10
50
20%
20%
10%
60%
H1
H2
H3
5
2
3
10%
50%
30%
90 pts
100%

74. Composition of Goal-based metrics
GOAL 1
E3
F4
E4
F1
F2
F3
50%
50%
10
20
10
50
20%
20%
10%
60%
H1
H2
H3
5
2
3
10%
50%
30%
90 pts
100%

Done
How much the goal is completed?

75. Composition of Goal-based metrics
GOAL 1
E3
F4
E4
F1
F2
F3
50%
50%
10
20
10
50
20%
20%
10%
60%
H1
H2
H3
5
2
3
10%
50%
30%
90 pts
100%

Done
How much the goal is completed?
Goal completion = 50% * 10% * 50 %= 2,5 %
Epic completion = 50% * 10% = 5 %
Feature completion = 50% = 50 %
Story
Feature
Epic

76. Progress on Strategic Goals
0
1
2
3
4
5
6
7
8
G1
G2
G3
G4
G5
StrategicGoalscompletion
To Do
Done

77. Goalsvs Epics
GOAL 1
E3
30%
2/4
E1
1/3
GOAL 2
E1’
45%
3/3
E2’
2/3
GOAL N
E1’’
100%
4/4
E2’’
3/3
E3’
0/3

78. Goalsvs Epics
GOAL 1
E3
30%
2/4
E1
1/3
GOAL 2
E1’
45%
3/3
E2’
2/3
GOAL N
E1’’
100%
4/4
E2’’
3/3
E3’
0/3
+
-
Priority
-
Priority

79. Epicsvs Features
E3
2/4
F1
3/3
10 points
100%
F2
2/2
20 points
100%
F3
0/3
10 points
0%
F4
4/4
50 points
0%
E1
4/4
F1’’
3/3
10 points
100%
F2’’
2/2
20 points
100%
E5
2/4
F1’’
3/3
10 points
100%
F2’’
2/2
20 points
100%
F3’’
0/3
10 points
0%
F4’’
4/4
50 points
0%

80. Epicsvs Features
E3
2/4
F1
3/3
10 points
100%
F2
2/2
20 points
100%
F3
0/3
10 points
0%
F4
4/4
50 points
0%
E1
4/4
F1’’
3/3
10 points
100%
F2’’
2/2
20 points
100%
E5
2/4
F1’’
3/3
10 points
100%
F2’’
2/2
20 points
100%
F3’’
0/3
10 points
0%
F4’’
4/4
50 points
0%
+
-
Priority
-
Priority

81. ReleaseBurndownChart
Points
Sprint 1
Sprint 2
Sprint 3
Sprint 4
136 Points

82. ReleaseBurnUpChart
Scope
Story Points
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Trend
Best Velocity
Worst Velocity
Cumulative progress

83. Work by Team (Features by Team)
E1
E2
E3
E4
E5
F1
F2
F3’’’
F2’’
F1’
F2’
F3’
10
25
18
35
25
23
34
TEAM 1
TEAM 2
25 Points
TEAM 3
77 Points
58 Points

84. Work by Team (Stories by Team)
F2
F3
F1
F4
H1
H2
H3’’’
H2’’
H1’
H2’
H3’
10
25
18
35
25
23
34
TEAM 1
TEAM 2
25 Points
TEAM 3
77 Points
58 Points

85. AssessingPredictability
85 Private & Confidential
Teams can plan, coordinate and delivery predictably enough to make a release level commitment.
Does the team deliver the functionality it intended each iteration?
Has the team established a stable velocity?
Is working, tested, remediated code being delivered frequently?
Does the team have everything expected to perform the work each iteration?
Does the team have the confidence they will deliver the functionality expected for the release?
Story Ratio
Velocity Variance
Cycle Time
Resource Availability
Release Confidence

86. MetricsforAgile Teams
METRIC
SUCCESS CRITERIA
TREND
Story Completion Ratio
The goal is help teams become predictable in their estimating.
> 90% Stories Committed / Delivered
80% -90% Stories Committed / Delivered
< 80% Stories Committed / Delivered
Velocity Variance
The goal is help teams become stable in their velocity.
20% of Variance of last 3 sprints
40% of Variance of last 3 sprints
40%+ of Variance of last 3 sprints
Cycle Time / Ready to Release
There should not be more than 4 weeks work of throughput active in a team from Ready to Delivered.
<2 weeks
2 weeks –4 weeks
>4 weeks

87. MetricsforAgile Teams(continuation)
METRIC
SUCCESS CRITERIA
TREND
Resource Availability
Is the team getting the resource available that was planned?. We need an indication when planned resources aren’t available.
Resources are available as planned
2 off planned resource availability
3+ off planned resource availability
On time release confidence
Teams should be able to roughly estimate and identity risks and dependencies sufficiently that can make and keep release commitments.
Team is very confident
Team is challenge
Release can’t be delivered
QA Ratio / % Technical Debt
Automated Tests / Total Test or Code Coverage or % Technical Debt.
> 90% Automated Tests / Total Tests
80% -90% Automated Tests / Total Tests
< 80% Automated Tests / Total Tests

88. Artifactsformeasuringand tracking

89. Artifactsformeasuringand tracking

90. GOAL 1
GOAL 4
GOAL 2
GOAL 3
E1
E2
E3
E4
E5
F1
F2
F3’’’
F1’’
F2’’
F3
F1’
F2’
F3’
F1’’’
F2’’’
136 pts
136 pts
Dec 2014
Abr2015
Dec 2015
132 Points
Artifactsformeasuringand tracking

91. Artifactsforplanningand tracking
PortfolioBacklog
Implementing
Done
Accepted
Analysis
Planned
Implementation
Done
Deployed
StoryBacklog
TaskBacklog
In Progress
TaskDone
StoryDone
E3
F1
H1
F2
F3
H2
H3
H4
Portfolio
Program
Teams

92. Artifactsforplanningand tracking
PortfolioBacklog
Implementing
Done
Accepted
Analysis
Planned
Implementation
Done
Deployed
StoryBacklog
TaskBacklog
In Progress
TaskDone
StoryDone
E3
F1
H1
F2
F3
H2
H3
H4
Portfolio
Program
Teams
KANBAN
SCRUM
KANBAN

93. KaizenThinking–ContinuousImprovement
Guide
Prioritize
Execute
Measure
Learn

94. KaizenThinking–ContinuousImprovement
Guide
Prioritize
Execute
Measure
Learn
Plan
Do
Check
Act

95. Now, We have three main needs and three tools
•Alignthe entire company effort to the accomplishment of the strategic goals: Goal-based priorization.
•Predict(at high level) what we can deliver for planned releases until 2014: Release Planning based on current capacity.
•Measurethe progress on organizational strategic goals:Valuable metrics and artifacts.

96. "A good plan violently executed now is better than a perfect plan executed next week."
-George S. Patton

97. Teaching an Elephant to Dance or Scaling Agile to Large Project Teams
References
Teaching an Elephant to Dance or Scaling Agile to Large Project Teams
http://www.slideshare.net/VersionOne/teaching-an-elephant-to-dance
Agile FeaturesPrioritization
http://www.targetprocess.com/blog/2005/10/agile-features-prioritization.html
WSJF
http://scaledagileframework.com/wsjf/

98. Thankyou
@JohnnyOrdonez
Agile Consultant& Trainer