Agile Reinforcing technology platform
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.
Outline/structure of the Session
- We will start from what needs this experiment was intended to address and see what were the obstacles in the beginning.
- Then see why and how it developed and what were the final outcomes of it.
- Then an interesting insight on how the participants liked it.
- 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.
- At the end participants will see what the experiment finally turned into and how it is working in the company at the moment.
- Managers: How to build engaged teams based on frequent internal feedback? What you should avoid?
- Agile Coaches/SMs: Will see a feedback system example, which help build energized teams and incorporate frequent feedback from product owners.
Technology leads, Management Consultants, Companies struggling with Agile
schedule Submitted 1 year ago
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schedule 2 years agoSold Out!
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.
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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.
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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.
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schedule 2 years agoSold Out!
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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.
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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.
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