I would like to suggest Agile ASAP methodology. It provides clear description of how to do visual blueprinting. It definitely does not leave the scope definition or blueprint open until Realization stage. Even in pure SCRUM projects you start with definition of the backlog which is exactly what we do in the front end of the project.

 We do either Scope Validation (in case we have a good baseline build that we can start with) or Lean Blueprinting which has objective of completing the backlog of work for the Realization stage. Where we differ is that the full design work is not done in Blueprint, but rather some of the more fine elements are left for Realization. This gives the team ability to better react to changing requirements resulting from end-users (product owner) understanding the solution capabilities better. We also recommend to use value based decision making about modifications or enhancements.

 I assume that your main concern is scope management after the backlog is completed. This is especially important in relationships where customers contract companies to deliver the solution. In my mind the fact that the methodology is open to product owner introducing changes does not preclude the contractor from adhering to the contracted scope and handle any out of scope items as scope change requests.

6 favorite thumb_down thumb_up 3 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist

Outline/structure of the Session

  1. We will start from what needs this experiment was intended to address and see what were the obstacles in the beginning.
  2. Then see why and how it developed and what were the final outcomes of it.
  3. Then an interesting insight on how the participants liked it.
  4. Then an attempt to analyse the entire experiment and why we were sure it will be a success way before it was launched company-wide.
  5. At the end participants will see what the experiment finally turned into and how it is working in the company at the moment.

Learning Outcome

  1. Managers: How to build engaged teams based on frequent internal feedback? What you should avoid?
  2. Agile Coaches/SMs: Will see a feedback system example, which help build energized teams and incorporate frequent feedback from product owners.

Target Audience

Technology leads, Management Consultants, Companies struggling with Agile

schedule Submitted 2 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Krishna boopathy
    By Krishna boopathy  ~  2 years ago
    reply Reply

    Hi Ashish, 

    Great piece of knowledge shared. It was very interesting to get to know that you guys are exploring and improvising on Visual Blueprinting. Hope we can get to know about your detailed methodology at the conference. 

    Cheers mate.

  • Joel Tosi
    By Joel Tosi  ~  2 years ago
    reply Reply

    Hi Ashish,

       I am very confused by this submission.  Do you have a video, blog, or slides I can reference? 




    • Ashish Pattnaik
      By Ashish Pattnaik  ~  2 years ago
      reply Reply

      Hello Joel,

      It is moreover into SAP technology project which is driven by us in our organisation where we do follow Agile. Although my proposal is a Case Study which has produced extreme results in our past Iterations. Joel, I'm about to create a Slides on it,will share it soon.

      For more information, do join us in Agile Conference.


  • 20 Mins
    Experience Report

    Consider an agile utopia executing a lean build-measure-feedback loop for software development. How would you feel if your biggest strength of receiving early feedback from your end-users turns out to be your Achilles heel? Recently I faced this dilemma where my end-users unfortunately were a group of introvert individuals. This led to Monger project’s MVP almost declared as a failure since it did not fulfill the end-user’s requirements. 

    Many a times, projects transform their delivery mechanism from traditional models to agile with a myth that agile is a recipe for success. In reality many projects fail since agile is not well understood by the teams. A few times (like in this case) the agile process falters not due to incorrect implementation but due to incorrect participants responsible to execute a part of the process.

    Experience with me what happens when your end-users falter your feedback loop just because of the nature of individuals. If you’ve ever been a part of a group (or may be in the future) where your end-users are introverts, learn from this experience report how we overcame this problem on the Monger project by strengthening our anemic reviews. At the same time, if you as a participant have been there and done that, I would love to hear about it.

  • 20 Mins

    While working with Agile projects, tracking and showcasing the progress of the project is an integral component that is of special interest to the account managers, product/ project managers, product owners and business stakeholders. A typical Agile project would be working with estimates, story points, velocities, burn-up or burn-down charts.

    I have witnessed numerous sprint reviews and showcases where the business is only waiting to see those few slides of the presentation where there is the "actual" red worm, running against the "planned" green worm, trying to catch-up. If the red worm is ahead, I have seen a smile on the faces of the stakeholders. If it matches the green one, there is a sigh of relief. And as a development team you should just pray that the poor red guy is not falling behind the green one, lest it might lead to a lot of questions starting with why, how, what etc.

    There have also been times where there have been some unfortunate heated discussions that last forever on why did the team end up not claiming a few points that they had committed. What gets lost is what the team accomplished in the sprint that adds good value to the product. There have also been times where the estimates are being questioned by the product owner or account managers. If you are working in a distributed setup where the product owner is working out of a different country, the problem is even bigger.

    Let us think about a scenario where the project gets completed on time, budget and scope. Majority (or all) of estimates were correct. However, when the product went live to the market it failed big time. What is the use of building such a product? 

    Are we focusing too much on numbers and points and overlooking the other important aspects of Agile software development such as producing software that delights the customers and looking for ways on how we can measure that? Are we measuring if we are creating a solid, robust and a scalable platform that is ready for future developments and enhancements? Are we measuring the outcomes of the time we are spending in the shoes of the people who will actually use the software?

    The objective of this session is to promote the thinking of measuring what matters for your project. To measure the goals that your software development wants to achieve. I don't plan to showcase an exhaustive list of measurements that can solve all your problems, however, I instead want to highlight some samples that I have used in my projects with the help of my team, that helped us to measure things that add value to the business and development v/S simply creating burn down charts.

    Majorly, I want to encourage the audience of this session think out of the box to identify what measurements will really matter for your projects. Perhaps from the eyes of the users and business and see what things if measured will add a lot more value than simply estimates, and will help in creating a valuable product that will truly delight the business and the users of the product.




  • 20 Mins

    A Project Manager plays multiple roles in the organization. He or she has a role towards the team, towards the project, towards the business stakeholders and towards the organization itself. 

    The days of traditional project management evangelizing the concepts of "Command & Control" are long gone. Especially with Agile software development, the focus is more and more on building self managed teams. 

    It is said that it is easy for a project manager to lose his or her mind :D. Especially if you are under constant pressures of reporting project financials, status reporting, managing your project staffing & recruitment, stakeholder management, distributed teams, risk management, project planning, inceptions, lift-offs, project governance and to top it all, leading a group of different psychological beings who may be responding differently in different situations. There is no one size fits all when it comes to working with human beings, and you have the onus to build a self managed team. Hence, probably it is more apt to call our breed as project leaders than managers, but let us leave that discussion to a different day.

    So if you are a project manager and getting stressed due the above mentioned pressures, or if you are clinging to the past styles of project management or you like being "old school", you may not realize but you might have turned into a devil.

    How to be sure? Well... this session will offer you a checklist to confirm how close you are to being a devil or already have become one. 


  • Liked Harshal Pandit

    Harshal Pandit - Visualizing the Big Picture in Agile project

    Harshal Pandit
    Harshal Pandit
    SAP CRM Consultant
    schedule 2 years ago
    Sold Out!
    20 Mins
    Experience Report

    As a Business Analysts, often we have to work in the two worlds of Business and Technology.These are the two vast fields with multiple areas that the BA is expected to keep an eye on.

    But once your project grows bigger, teams start to get lost in big bunch of user stories and then it gets harder and harder for everyone to see the same big picture of your project

    From my past experience I find the biggest difference between being an Agile BA and a BA working in waterfall is the scope of the requirements we create. Before I'd work on the requirements for the whole system and get sign off on the whole thing (Blueprints). Now that I am working on a Agile project in Scrum team, I get the Epics for scope before the project starts, but then everything's explored in the span of the 2/3-week sprints.

    We may take an epic and break it down into several stories, but We are only getting detailed requirements for the next 2 or 3 weeks.  It is rather challenging to be thinking small, but also thinking about the whole process or even  about the organization as a business analyst of a particular project.

    Sometimes it can be easy to get lost in the middle of iterations and forget about the big picture of the final product. I would say that is a real fight you have to figure out how to win with the correct balance of sprints and overall project deliverables in Agile project as a business analyst.

    So if you are also facing a same issue of poor visualization of big picture in your agile project then join my session to know how we have tackled this issue and able to visualize the big picture.