6 X 2 Planning Errors in Scaled Agile Delivery Model
2 major errors across 6 agile planning events give us 12. Learning “what not to do”, can sometimes help us identify risks early in the cycle so that, as a team, we can effectively respond to these risks.
Agile planning happens at multiple levels. In scaled agile delivery model, effective outcome of one planning event can influence the other significantly either positively or negatively.
Come and learn top 12 experiential insights. These will help you alert your teams on “what not to do” during Scaled Agile Planning events. I tried capturing top 12 errors across 6 planning events namely Strategy Planning, Portfolio Planning, Product Planning, Release Planning, Iteration Planning and Daily Planning.
Outline/structure of the Session
6 X2 =?
1 X 2 Strategy Planning
2 X2 Portfolio Planning
3 X 2 Product Planning
4 X 2 Release Planning
5 X 2 Iteration Planning
6 X 2 Daily Planning
Experiential insights on top 2 major errors that can impact 6 Agile Planning Events
1. Strategy Planning
2. Portfolio Planning
3. Product Planning
4. Release Planning
5. Iteration Planning
6. Daily Planning
Beginners/ Agile Enthusiasts
schedule Submitted 2 years ago
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This presentation brings a different perspective for the Scrum Masters and helps them to become more powerful Scrum Masters through their enhanced soft skills. I am going to cover how the teams evaolve, how the change is resisted, how the teams behave, how Scrum Master can handle all these effective to make the teams deliver working software every sprint continuously.
The information explained below is from my experience as Scrum Master and Coach. Below are the points that will be covered in the presentation:
Primarily I am planning to cover the anti patterns that will push the teams back and where the Scrum Master can support the teams with his knowledge, experience and interpersonal skills. For example please find below some scenarios:
1. In effective sprint planning: Team might miss some of the tasks while doing the sprint planning part 2 so they will anyway identify them during the development of the stories so these tasks take additional time which is not budgeted. So they will have to miss some stories which will impact the sprint goal. So I encourage the scrum masters to collect all such unidentified tasks on a separate colr sticky notes and during retrospective discuss with the team to see how much % of the capacity is gone for that tasks. At the same time are there any tasks in that list can be repeatable tasks (Eg: Code review) so this will help the team to come up with a tasks checklist which will help the teams to do effective sprint planning part 2
2. Partially ready stories pushed into the sprint: Sometimes product owners push the stories that are not fully ready and the team cannot say "No" in this case either the story gets changes during the sprint or it cannot be finished due to unknown factors. So Scrum Master to encourage the team to have a proper DOR (Definition of Ready) and get a working agreement between the PO and team so that they will work around it whilst they understand "Responding to change over following a plan"
3. Cross functional behavior: Team generally does not want to become cross functional because they are fine with what they are. Scrum Master has to bring a change in their thought process and get them agreed to become cross functional. For this it takes time so SM has to also manage the management expectations with respect to set the expectation in the dip in productivity
4. Pale retrospectives: This is another area where Scrum Master has to provide support to teams and get the liveliness and make the teams high performance teams
5. Timeboxing: Most of the teams do not respect this important guideline. Again SM has to get the importance of this characterstic in to the teams and get them aligned towards this. So there are some examples which I can quote such as if different people arrive at different timings, how much time is wasted and how many times we need to recap on the points already discussed, how much gap created etc
6. Stop starting and start finishing: This will cover to complete the stories/tasks that you are working before you pick up something. In general the teams pick up many items at a time and complete them close to 100% but not 100% so this will impact the sprint goal. In such case the SM has to provide inputs to the team to pick as few as possible but close them as soon as possible so this way the value delivery at the end of sprint is guaranteed
7. Lack of importance for quality: In the hurry of completing the stories the team at times give less or no importance to the quality. So the probability of escaped defects or getting rejection for the stories is high. So the Scrum Master has to educate the teams to strictly define/refine/follow the Definition of Done for each story. I saw many teams having their DOD in the tools like VersionOne but not infront of their eyes.
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Retrospectives enable whole-team learning, act as catalysts for change, and generate action.
R-> Realize where you are and where you want to be
E-> Engage the teams in fruitful discussions
T-> Team work to build “We over I” attitude
R-> Relish the power of Inspect and Adapt cycles
O->Openness and Transparency to make retrospectives efficient and effective
In my view, this is not any new concept or a jargon the team needs to really master, but yes in reality sometimes it becomes challenging to keep the momentum lively all times! Over a period of time, we see these symptoms in a retrospective.
R-> Repeated issues pop-up
E-> Engrossing & Engaging discussions are missing
T-> Team present virtually, loses trust.
R-> Routine stuff, nothing interests the teams.
O->Observably gets boring over time.
To catalyse conversations among team members, retrospectives need to be viewed from a different perspective. This presentaion talks about why the retrospectives efficacy fades off over a period of time and then talks about some very interesting techniques that I used with the teams to make these meetings lively! Teams need to do out-of-box thinking and appreciate that these short gatherings need not be done only by using the techniques or methods prescribed in the book but could be done by quoting some situational specific examples that would make the teams really think and speak!
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The silo’d structures, the agonizing buy v/s build debates, the departmental handoffs, tooling and of course the cultural barriers, which all add fuel to the story unfolding in our brave new dev-ops world. But sometimes there are silver linings and the heavens part way for the shining stars to reveal their true glory.
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- What are the structural changes implemented?
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- How we addressed those challenges?
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“Challenges” are to be expected in any rapidly changing enterprise in a dynamic and exciting market, and they must be addressed to survive and thrive. The enterprises which stand out and set an example to the rest are the ones which handle these challenges in a different way leaving the foot prints for others to adapt these good practices and benefit out of them. Healthy organizations continuously learn and re-invent themselves to go from good to great, and this is what we are striving to do.
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- Reduce feature cycle time
- Reduce defects in production
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- Produce high value features first
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schedule 2 years agoSold Out!
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Experience how our teams are able to instil the sense of urgency among the virtual teams and understood the noble purpose/role of “scrum of scrum” events in resolving cross site dependencies promptly through our 3 step framework “Plan, Perform and Adapt”
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(2) Perform: Ground level challenges resolved by our teams and how our team could able to implement the agenda set in achieving transparency, speed and thus quality.
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