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5 Levels of Agile Planning Explained Simply
1. Delivering value early
and often, giving
ourselves the best
opportunity to beat the
competition to market,
realize revenue and
discover insights that
we can use to help us
improve
5 levels of Agile Planning
5. Roadmap to “being” agile
• Delivery of commercial or operational value early and
often, giving ourselves the best opportunity to beat the Agile
competition to market, realize revenue and discover Coaching &
insights that we can use to help us improve Training
• Cross-functional, collaborative and adaptive teams
developing and delivering value-added product (system-
software) increments in a continuous flow from
requirements to deployment Agile Scrum
• Avoiding the high cost of discovering defects late in the Cultural Adoption Coaching &
Renewal Training
development cycle by discovering defects early in the
development cycle which is accomplished by
eliminating waste, increasing feedback loops and
developing code from the point of view of provability
and outside-in design
Organizational
• Emphasis is placed on the need for teams to nurture Change
Management
group cohesion, and paying attention to norms that
serve as a guide that strengthens positive practices
• Minimizing frustration levels and making the art and
science of system-software development enjoyable and Delivering value early and
not a burden or death march often, giving ourselves the
best opportunity to beat the
• The what, why, and how of agile/lean product (system-
competition to market,
software) development and delivery is not one persons realize revenue and
vision alone; to become reality it needs to be a "shared" discover insights that we
vision through negotiation and compromise between can use to help us improve
individuals, the team and the organization
5
6. Four Spheres
of Influence
1. Sphere 1 - Stakeholder Needs and Business Processes: This sphere denotes requirements (including
quality attributes such as performance, security and reliability), end-user business processes, business
drivers and operational environment.
2. Sphere 2 - Architecture and Design: This sphere denotes the essential elements of the system, the
relationships between them, and how they fit with the enterprise system. The elements include
structure, behavior, usage, functionality, performance, resilience, reuse, comprehensibility, economic
and technologic constraints and tradeoffs.
3. Sphere 3 - Marketplace: This sphere denotes available and emerging technology and products, non-
development items and relevant standards.
4. Sphere 4 - Program/Project Management: This sphere denotes the management aspects of the
project. These aspects consider the cost, schedule and risk of building, fielding and supporting the
solution. Key to these management aspects are the cost, schedule and risk of changing the necessary
business processes.
These four spheres are simultaneously defined and traded through the life of an agile and
lean project because a decision in one sphere will inform and likely constrain the decisions
that can be made in another sphere 6
7. 5 levels of Agile Planning
What, Who, Why, When, Constraints,
Product Vision Assumptions
Releases – Date, Theme/Feature Set,
Product Roadmap Objective, Development Approach
Iteration, Team Capacity, Stories, Priority,
Release Planning Size, Estimates, Definition of Done
Stories – Tasks, Definition of Done
Iteration Planning Level-of Effort, Commitment
1. What did I do yesterday?
Daily Planning 2. What will I do today?
3. What is blocking me?
8. Gain
Lower Accept feedback
project risk change through
through without iterative
higher slowing incremental
visibility down value
delivery
Delivering
value early
and often,
giving
ourselves
the best
opportunity
to beat the
competition
to market,
realize
revenue
and
discover
insights
that we can
use to help
us improve
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9. A Paradigm Shift
Fixed
Variable
Source: www.dsdm.org
How is Agile Planning Different from Traditional Approaches?
10. Product Vision What, Who, Why, When, Constraints, Assumptions
Releases – Date, Theme/Feature Set,
Product Roadmap Objective, Development Approach
Iteration, Team Capacity, Stories, Priority,
Release Planning Size, Estimates, Definition of Done
Stories – Tasks, Definition of Done
Iteration Planning Level-of Effort, Commitment
1. What did I do yesterday?
Daily Planning 2. What will I do today?
3. What is blocking me?
11. Product Vision
What
Who (Stakeholders)
Why
When
Constraints &
Assumptions “If you don't know where you are
going, that's where you'll end up.”
-Yogi Berra
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12. Product Vision
What
Summary of the major benefits and features the product will provide
Gives context to the reader
Defines the business context for the product. In which domain is it going to
function (for example, telecom or bank) and what market—who are the users?
State whether the product is being developed to fulfill a contract or if it is a
commercial product.
Who (Stakeholders)
There are a number of stakeholders with an interest in the development and not
all of them are end users. Think of this as outside-in-design.
Customer/Consumer
Other vested interests
Provides the background and justification for why the requirements are needed
Continued on Next Page
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13. Continued from Previous Page
Why
Need and opportunity
When
Begins the process of project scheduling by illuminating the stakeholders’ time expectations
regarding the product. Also helps you dig into their expectations by defining the circumstances in
which the new product would be used.
Constraints & Assumptions
Express the constraints under which the project is undertaken. These constraints impact risk and
cost. They could be things like external interfaces that the product must adhere to, standards,
certifications or a technical approach employed for strategic reasons, such as using a certain
database technology or distribution mechanisms.
14. What, Who, Why, When, Constraints,
Product Vision Assumptions
Releases – Date, Theme/Feature Set, Objective,
Product Roadmap Development Approach
Iteration, Team Capacity, Stories, Priority,
Release Planning Size, Estimates, Definition of Done
Stories – Tasks, Definition of Done
Iteration Planning Level-of Effort, Commitment
1. What did I do yesterday?
Daily Planning 2. What will I do today?
3. What is blocking me?
15. If you don't know where you are going, it's impossible to determine the
best way to get there.
A product roadmap is an essential tool for product planning and
development.
Product roadmaps outline when products are scheduled for release and
include an overview of their primary and secondary features.
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16. Tooling Life Cycle
Reporting
Life Cycle
Planning/ Receiving/ Inventory Tool End of
Procurement
Sourcing Warehousing Management Utilization Life
Tool received OEM or tooling
Need for a TB submits SC will bin
at PIT Tool utilized deems tool
tool & quantity PR through or check out
USA dock On aircraft unserviceable
defined Sceptre For use
SC receives and Tool shipped
bins the tool Kit back to USA
Process Steps
TS sources TP generates PO Tool then
& gets quote/ that transmits management checked in/out, PIT
delivery date to OEM Tool Sup checks calibrated, shipped,
for damage & Reported on
calibration Tool repeatedly Tool Sup marks
Repair tool BER, lost
OEM confirms or other
price & LT Tool Sup gives
stores
next steps
Theme Tool changed
OEM makes Stores stocks To inactive
tool part or ships to
another location Note: some of these
= System Transaction Process steps may Tool held
TS = Technical Sourcer vary at non-maintenance In case of
TP = Technical Purchaser Tool arrives Future need
Tool Sup = Tooling Supervisor at new station stations For it
TB = Tooling BA
LT = Lead Time
USA = US Airways Tool received
SC = Stock Clerk in Sceptre 16
BER = Beyond Economical Repair
24. What, Who, Why, When, Constraints,
Product Vision Assumptions
Releases – Date, Theme/Feature Set,
Product Roadmap Objective, Development Approach
Iteration, Team Capacity, Stories, Priority, Size,
Release Planning Estimates, Definition of Done
Stories – Tasks, Definition of Done
Iteration Planning Level-of Effort, Commitment
1. What did I do yesterday?
Daily Planning 2. What will I do today?
3. What is blocking me?
33. What, Who, Why, When, Constraints,
Product Vision Assumptions
Releases – Date, Theme/Feature Set,
Product Roadmap Objective, Development Approach
Iteration, Team Capacity, Stories, Priority,
Release Planning Size, Estimates, Definition of Done
Stories – Tasks, Definition of Done Level-of Effort,
Iteration Planning Commitment
1. What did I do yesterday?
Daily Planning 2. What will I do today?
3. What is blocking me?
35. Working software & demo
Unit test
Code review
Installer
Tests
Functional
Performance
Regression
Documentation
User docs/Online help
Internal design docs
Release notes
API documents
Copyright@2009 SolutionsIQ All rights Reserved
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Copyright@ 2008 Russell Pannone. All rights reserved.
36. What, Who, Why, When, Constraints,
Product Vision Assumptions
Releases – Date, Theme/Feature Set,
Product Roadmap Objective, Development Approach
Iteration, Team Capacity, Stories, Priority,
Release Planning Size, Estimates, Definition of Done
Stories – Tasks, Definition of Done
Iteration Planning Level-of Effort, Commitment
1. What did I do yesterday?
Daily Planning 2. What will I do today?
3. What is blocking me?
39. Reduce Waste Feedback Loops
• Remove what isn’t of • Sprint Review & Planning
value to the customer • Sprint Retrospective
• Quicker delivery of value • Daily Scrum
& ROI
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