Are you struggling with long term planning for your agile teams? Is it getting to the point where tensions exists between Leadership (who are asking for firm commitments on delivery dates) and the teams (claiming that “this is not how agile works”)? Clearly, a good balance is required: A balance between the flexibility in scope and delivery schedule that we need to afford our development teams to maintain their agility and the expectation of the business to receive reasonably accurate forecast of the awaited business capabilities. It is therefore important for delivery teams to demonstrate continuous improvement in their ability to forecast the delivery of business capabilities within a reasonable level of accuracy without forcing them into unnatural practices In this webinar, you'll: *Learn how normalized story points can help support improving long term planning at all levels of the organization. *Explore the trade-offs of different approaches and address the perception that this approach violates some tried-and-true practices, such as not comparing points across teams.

3. OUR SPEAKERS
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4. OUR SPEAKERS
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7. THE CHALLENGE
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Daily plan
Multi-year vision,
milestones, events,
and Epics
Short-term (3-4 PI)
estimate of Features
and Milestones
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Q1 Q3Q2 Q4 H1 H2 Y3 Y4
Feature
Enabler
Committed Features and
Enabler for current PI

9. NORMALIZED STORY POINTS
Sprint Ready Stories
To Team
EPIC EPIC EPICPortfolio Backlog
CAPABILITY CAPABILITYCAPABILITYLarge Solution Backlog
FEATURE FEATUREFEATUREProgram Backlog
Team Backlog STORY STORYSTORY
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5 3 1
21 3
5 1 2
...
X 30X 50 X 10
X 200X 100 X 300
X 1000 X 2000X 5000
½ day to code and ½
day to test = 1
”normalized” pointNormalized Points +
Stable Velocities =
Ability to forecast

10. BUILDING THE ROADMAP
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11. LET’S DIG DEEPER
Obey speed limits
Ultrasonic sensorsForward collision
Make turnsFollow route
Stay in lane
Avoid obstacles
Validate GPS
Forward radar
Cameras
Self-park
Perform Delivery Spike Perform delivery tests
Navigate intersection
Navigation Traffic indicators Collision/vehicle control

13. ALTERNATE APPROACH: A CASE STUDY

14. CASE STUDY: CONTEXT
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EXTEND TO THE PORTFOLIO

15. CASE STUDY: SET THE ESTIMATION BASELINE

16. CASE STUDY: ROADMAP COLLABORATION

17. TAKEAWAYS
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18. KEEP THE CONVERSATION GOING…
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