Rapid Release Planning Session

Rapid Release Planning
Session & Workshop
V. Lee Henson CST

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✤ Founded in 2007 - Salt Lake City, UT

✤ Specialize in Public & Private Certiﬁcation Workshops
& Courses

✤ Deep understanding of Agile & Traditional Project
Management, (PMP), RUP, Lean, Kanban, Scrum, (CST),
XP, & PMI-ACP

✤ Proven Applied Agile Principles in Software, Hardware,
Financial, Insurance, Construction, Medical,
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many more...

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V. Lee Henson CST

✤ Certified Scrum Trainer

✤ Project Management Professional

✤ PMI- Agile Certified Practitioner

✤ Certified Lean Agile Professional

✤ Motivational Speaker & Executive
Coach

✤ Author of The Definitive Agile
Checklist

✤ Inventor of Rapid Release Planning

✤ Information Technology / Psychology

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Copyright 2012 AgileDad LLC Licensed for Classroom Use Only.

The Setup:

Copyright 2012 AgileDad LLC Licensed for Classroom Use Only. 4

When & Who Are We?:
✤ It is CRITICAL to recognize what has happened so far in the
process and where we are now while we are performing these
actions:

✤ 1) The corporate and product / project vision has been
established. Teams have been exposed to this leadership position.

✤ 2) With the help of executive leadership we have laid out a
roadmap outlining what items we anticipate will be delivered in the
next few quarters. Teams are exposed to the roadmap to provide
technical input.

✤ 3) The product Ownership Group, (PO, BA, FA, TA, Etc.), get
together to brainstorm and create cards for candidates to be
selected from for the upcoming release.


Product Owner:
✤ Responsible for: Creation and
maintenance of a stack ranked
product backlog.

✤ Gathering of customer, business,
and technical requirements and
ﬁltering them down to a single
product backlog.

✤ Full understanding of the product
and the process.

✤ Maintaining upward visibility.

✤ Representation of customer and or
sponsor to the end team

Agile Analysts:
✤ There are 3 types of analysts to assist the product owner in creation
and maintenance of the product backlog:

✤ 1) Technical Analyst - This analyst understands the way that the
current product is built and can assist in determining technological
feasibility of future enhancements.

✤ 2) Functional Analyst - This analyst knows exactly how the current
product works and understands the direction in which the business
hopes to take the future of the product. This analyst is also typically
very savvy about how end users typically use the product.

✤ 3) Business Analyst - This analyst has a deep understanding of the
customers wants, needs, and desires. They often negotiate with the
business to get features into the product that the customer will
actually use.


The Product Ownership Cloud:
✤ A single product owner ✤ Each product owner works
would have a very difficult with a team of analysts and
time meeting the needs of a market specialists to best
large organization. deﬁne the requirements.

✤ Many organizations ✤ Architects or Principle
introduce the concept of a Developers are often
product ownership cloud. engaged early to determine
technological feasibility and
✤ Chief Product Owners lead framework are in place.
the charge by capturing
corporate direction and ✤ The team becomes involved
working towards at the release planning
implementation through phase.
multiple product owners.

The Product Ownership Cloud

CPO

PO PO PO

TA FA BA TA FA BA TA FA BA

T1 T2 T3 TJ
SM

Writing Great User Stories:


INVEST - Attributes of a Good Story

Independent Estimable

Avoid dependencies with other stories Enough detail should be listed to allow the team to
estimate
Write stories to establish foundation
The team will encounter problems estimating if the story
Combine stories if possible to deliver in a single iteration is too big, if insufficient information is provided, or if
there is a lack of domain knowledge

Negotiable Sized Appropriately

Stories are not a contract Each story should be small enough to be completed in a
single iteration
Too much detail up front gives the impression that more
discussion on the story is not necessary Small detailed stories for the near future

Not every story must be negotiable, constraints may exist Larger stories are okay if planned further out (Epics)
that prevent it

Valuable Testable

Each story should show value to the Users, Customers, Acceptance criteria stated in customer terms
and Stakeholders
Automate whenever possible

All team members should demand clear acceptance
Copyright 2012 AgileDad LLC Licensed forcriteria
Classroom Use Only. 11

The 3 C’s of a Good User Story:

✤ 1) The Card - The topic of the backlog item, the high level
description of the desired system behavior.

✤ 2) The Conversation - Detailed requirements are only
discovered after the backlog item has been pulled into a sprint.
This is a dialog between the product owner and the
development team.

✤ 3) The Conﬁrmation - Criteria that insures the backlog item
was completed to the speciﬁcations of the product owner. The
customer will evaluate the competed backlog item against the
acceptance criteria, and if all tests pass, approve the backlog
item by the end of the sprint.

The Card - Part 1

Title - The title should be 10 words or less.

Description- As a ________
I would like to ______________________________
so that ______________________________.


Writing a Good User Story
Description Template:
✤ As a _________________________ I would like to
__________________ so that ________________________________.

✤ Example: As a newly Certiﬁed ScrumMaster, I would like to log
in to the Scrum Alliance so that I can rate my instructor.


Understanding Roles:
✤ Different types of end users
may interact with the system
differently.

✤ Each role may have many
different personas that will
exhibit different behaviors
and use the same system in
a very different way.

✤ Roles help us deﬁne broad
stroke acceptance criteria
that should be applied
globally within a system.


Understanding Personas
✤ Defining who more specifically
will benefit from what you are
building helps drive added value.

✤ This helps teams focus on the
20% of the features that are used
most of the time.

✤ Using personas also helps the
team consume backlog items
with much lighter documentation

✤ Most organizations create a
handful of most commonly used
personas to assist the team in
building the product.


What About Business Priority?
✤ We all know the business has a
3 point ranking scale for priority
of backlog items: High, Really
High, or Really Really High.

✤ The business needs to use tools
to help them understand that
not everything can be of the
highest priority.

✤ With the understanding that we
Two websites to assist with priority: would not be doing the work if it
http://dotmocracy.org were not important, which items
http://www.innovationgames.com have the greatest urgency? Can
we arrange them into High,
Medium, and Low categories?


The Index Card - Part 2
Business Priority

H-M-L Title - The title should be 10 words or less.

I would like to ______________________________
so that ______________________________.


Time vs. Relative Complexity

✤ Let’s paint the room!

✤ How many hours will it take?

✤ Why all of the different answers?

✤ Have any of you painted before?

✤ Compared to something else
you have painted, would it be
easier to determine how difficult
it would be to paint the room?

✤ Is it easier to reach consensus?


Planning Poker - Does It Work?


Let’s Use a T-Shirt Size...
✤ Smaller Than XS = a Task.

✤ Extra Small = 1

✤ Small = 2

✤ Medium = 3

✤ Large = 5

✤ Extra Large = 8

✤ Larger than XL = an Epic


Business Priority

H-M-L Title - The title should be 10 words or less.

I would like to ______________________________
so that ______________________________.

XS - S- M
- L - XL

PO T-Shirt Size

Understanding MoSCoW:
✤ MoSCoW = more than a Russian Capital

✤ Must Have

✤ Should Have

✤ Could Have

✤ Would Like

✤ Every iteration should have a mix of
the above types of items.

✤ Stake holders LOVE the Would Likes.

✤ The Product Owner drives the product
backlog and creates the rank order
based heavily on the MoSCoW ratings.


Business Priority MoSCoW

H-M-L Title - The title should be 10 words or less. M-S-C-W

I would like to ______________________________
so that ______________________________.

XS - S- M
- L - XL

PO T-Shirt Size

The Index Card (The Back) -
Part 5
Acceptance Criteria:

Thou Shalt Allow This to happen.
Thou Shalt NEVER Allow This to happen.
Etc.


Create Five Stories
✤ Think about what you have learned about user
stories Take a few moments to create ﬁve Story
Cards that look like the ones we have created so
far:

✤ 1) Make 5 cards each with a title & description.
(Bonus points for using roles & personas in the
description.)

✤ 2) Take the 5 cards and give them each a priority.
(Remember, this is from the business perspective.)

✤ 3) Take the 5 cards and give them each a MoSCoW
rating. (Remember, this is from the customer
perspective.)

✤ 4) Next, take the 5 cards and give them a T-Shirt
size based on relative complexity & scope.

✤ 5) Finally, take the 5 cards and place them in stack
rank order. Be certain to take all 3 corners into
consideration when placing them in order.

The Formula
✤ Here is the formula for correct placement of stack
rank order of your backlog items. Address risk by
performing the items with the highest complexity Must Have High Priority
earlier working towards the lower complexity items
later in the process:
Would Like H-M-L
✤ 1) All Must Have High Priority items should be
considered ﬁrst and foremost. Must Have Medium
Priority
✤ 2) Be certain to get at least one Would Like in every
sprint. Next should be one Would Like High Priority Must Have Low Priority
item.

✤ 3) Next should be the Must Have Mediums and Must
Should Have H-M-L
Have Lows.
Could Have H-M-L
✤ 4) The Should’s go next from High to Low Priority.

✤ 5) Finally, place the Could’s from Highest to Lowest All states are stack ranked from highest
Priority. to lowest risk unless the velocity of the
Sprint does not afford this as an option.
Team velocity always prevails.
✤ Note: Dependencies trump priority & moscow rating.


FA BA

H-M-L Title - The title should be 10 words or less. M-S-C-W

I would like to ______________________________
so that ______________________________.

XS - S- M
- L - XL

TA

Agile Release Planning:


Defining Velocity:

✤ How much work can we ﬁt in
the release?


Determining Velocity:

✤ What has the team been able to do in the past?

✤ Have they ever worked together?

✤ Do we have historical estimates from a previous similar project?

✤ How much total team time do we have?

✤ How much team time do we predict the ﬁrst story will take us?


What Is a Release?

✤ In order to have a release, you need the following three
elements:

✤ 1) A start and end date.

✤ 2) A set of work for the team to complete.

✤ 3) A customer to pass off on ﬁnal acceptance of the work.


Release vs. Sprint Planning
Release Planning Iteration Planning
Attendees Team, SMEs and Team, SMEs and
product owner product owner
required. Managers/ required. Managers/
customers optional. customers optional.

Lowest level of work User stories Tasks
breakdown

Estimates Provided in Points, t-shirt sizes, or Hours
duration (weeks)

Output of meeting Release plan (= high Iteration plan (=
level plan for multiple detailed plan of tasks
iterations) for one iteration)

The Product Backlog in Release:

✤ Imagine for a moment that
the water cooler pictured
contained all of the features
we could ever want in the
product. Each listed in stack
ranked order and ready to be
placed into a tentative
release.


The Agile Release:

The water line determines
our Release Backlog

Given our product backlog and release date,
How many cups (iterations) can we ﬁll?


Release Planning Woes:

✤ Teams with different length
iterations make release
planning a real challenge.
The size (length) of the
iterations should remain as
consistent as possible.

✤ It is truly up to the team to
determine what their true
velocity really is.


Value of Agile Release Planning:

✤ Allows for planning for a series of iterations at a high level,
reducing waste in planning detailed tasks for requirements we
are uncertain about.

✤ Allows for communication of the entire scope of the release to
project teams and stakeholders around a high level plan.

✤ Protects the ability to remain ﬂexible and ‘agile’ by embracing
changes in requirements.

✤ Serves as a guide, a baseline, and is expected to be updated
based on collaboration and the emerging product.


Value of Release Planning Realized:
✤ Understand the need for human and
other resources as the macro release
level; understand possible decision
points for make vs. buy, integration,
etc.

✤ Provides the customer and leadership
with an idea of how a large project is
progressing.

✤ Involves the team in its creation, which
means more buy-in, accuracy, and
empowerment.

✤ “I know things in a project are going to
change, but in my agile projects, I know
this information much sooner which
allows for good decision making.”

✤ ~ Joe CEO


What a Release Plan is Not:

✤ A release plan is not entirely
predictive or prescriptive.

✤ A release plan is not planned
at the task level.

✤ A release plan is not
‘frozen’, (aka Scope Control)

✤ There is really still no crystal
ball to insure 100% accuracy.


Rapid Release Planning:


Rapid Release Planning Instructions:
✤ 1) Print out all of the story cards you hope to be included in the release leaving off
the product owner t-shirt size. (After all, we would not want to influence the
team.)

✤ 2) Place all of the cards in a large box, bucket, or basket.

✤ 3) Invite all of the teams participating in the release to be part of the rapid release
planning session to gather around a large table.

✤ 4) Explain that in a moment you will be dumping out all of the cards. The team will
have a pre-allocated time, (based on a scale), to find a card they all agree is small
in scope.

✤ 5) Once the team has identified a small benchmark item, explain they will have a
set number of minutes to place all of the remaining cards in columns on the wall
listed as small, medium, and large relative to the first item and to each other.

✤ 6) If a team member picks up a card they are uncertain about, have them return
the card to the table for other team members to review.



✤ 7) If an item is smaller than small, make a column for extra small. If the item is
larger than large make a column for extra large.

✤ 8) If an item is placed in the wrong column on the wall, feel free to move it. Any
card can move except for the initial small benchmark item.

✤ 9) For the final minute / seconds, I command silence and have the team
carefully study as many items on the wall as they can in an effort to allow for
any final adjustments to be made.

✤ 10) Once the time expires, I excuse the team for an extended lunch and ask the
product owners to stick around for a while so we can do a quick comparison.

✤ 11) Any items with no disparity or with only one column of difference in either
direction between the product owner and the team is a good enough estimate.
The team will get better at estimating as they go and product owner will have a
lot fewer items for additional review. The teams estimate in this case is the
final one.


✤ 12) If there is more than one degree of separation in the t-shirt size between the
product owner and the team, this warrants additional discussion regarding that
item. In most cases this limits the number of items requiring additional
conversation to a much smaller number.

✤ 13) Outliers are marked with both the team size and the PO size and placed in a
separate column for additional discussion.

✤ 14) When the team returns, we talk about the outliers for a time-boxed period of
ﬁve minutes each in an attempt to clarify scope.

✤ 15) The teams estimate stands and we move quickly through the items.

✤ 16) Before we exit the room, the team takes a sheet of round stickies and identiﬁes
any backlog items in the release that have an internal or external dependency.

✤ 17) Based on the teams projected velocity, the product owner tentatively places
items into future sprints to identify any items that could be considered at risk of
not making the release.


The Sliding Scale
✤ The amount of time allowed for each step in the Rapid
Release Planning Process varies based on the number of
items you are trying to plan for, the number of people, # Of Items # Of People
and whether teams are remote or collocated. The scale at
right should be used as a guide and can be adjusted
according to what works best for you. Please remember: 0-99 (5) 1 Team (+0)
✤ 1) The times are intentionally FAST! This is to perfect
reaching a true grit gut decision instead of pondering. 100-199 (10) 2 Teams (+5)
✤ 2) Every team member may not get to see every card. This
is PERFECTLY ﬁne. They need to trust in the ability of the 200-299 (15) 3 Teams (+10)
team member that did see the card.

✤ 3) Movement of cards throughout the exercise is both 300-399 (20) 4 Teams (+15)
normal and expected.

✤ 4) Limit the number of people participating to no more
400-499 (25) 5 Teams (+20)
than 50 People.
500 (30) 6 Teams (+25)
✤ 5) Video Record your teams executing this and send it
directly to me or upload via YouTube for a chance to win
cool prizes! Times in Parentheses should be added
together to calculate the TOTAL team
✤ Note: Remote teams should add 50% to the times listed. time needed for the RRP


At The Wall...


Thank You!
Lee@AgileDad.Com- Twitter @AgileDad - LinkedIn leehenson@gmail.com


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