portfolio management in an agile world - rick austin

P O R T F O L I O M A N A G E M E N T

2

RICK AUSTIN

ABOUT ME …Experience applying agile to small teams, large distributed teams, & change management

Agile Project ManagementVolunteer and Leader

Expert in Financial Services IndustryGeorgia State Grad

Agile TransitionDirector, Program

Manager

Applications DevelopmentManager

Director of DevelopmentInformation TechnologyDirector

[email protected]

www.leadingagile.comtwitter.com/rickaustinfacebook.com/leadingagilelinkedin.com/in/rickdaustin

3

• Using portfolio management so we focus on the most valuable things

• Balancing capacity against demand

• How be adaptive and support continuous improvement

• How to support corporate governance (security, audit etc.)

WHAT ARE WE EXPLORING

4

PMI’S DEFINITION

Portfolio management ensures that an organization can leverage its project selection and execution success. It refers to the centralized management of one or more project portfolios to achieve strategic objectives. Our research has shown that portfolio management is a way to bridge the gap between strategy and implementation.

DEFINE PORTFOLIO MANAGEMENT

5

PMI’S DEFINITION

Portfolio management ensures that an organization can leverage its project selection and execution success. It refers to the centralized management of one or more project portfolios to achieve strategic objectives. Our research has shown that portfolio management is a way to bridge the gap between strategy and implementation.

INVESTOPEDIA’S DEFINITION

Portfolio management is the art and science of making decisions about investment mix and policy, matching investments to objectives, asset allocation for individuals and institutions, and balancing risk against performance.

DEFINE PORTFOLIO MANAGEMENT

W H A T I S A N A G I L E W O R L D ?

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• Defines capabilities to build

• Small enough for the team to develop in a few days

• Everything and everyone necessary to deliver

• Meets acceptance criteria

• No known defects• No technical debt

WHAT DO I MEAN?

BACKLOGS TEAMS WORKING TESTED SOFTWARE

8

• People have clarity around what to build

• People understand how it maps to the big picture

• Teams can be held accountable for delivery

• No indeterminate work piling up at the end of the project

WHY ARE THEY IMPORTANT?

CLARITY ACCOUNTABILITY MEASURABLE PROGRESS

9

• Governance is the way we make economic tradeoffs in the face of constraints

• They way we form teams and foster collaboration at all levels of the organization

• What do we measure, how do we baseline performance and show improvement?

HOW DOES IT SCALE?

GOVERNANCE STRUCTURE METRICS

S T R U C T U R E

11

PROGRAM TEAMS

PORTFOLIO TEAMS

DELIVERY TEAMS

G O V E R N A N C E

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PROGRAM TEAMS

PORTFOLIO TEAMS

DELIVERY TEAMS

14

PROGRAM TEAMS

PORTFOLIO TEAMS

DELIVERY TEAMS

Sc r um

Kanb an

Kanb an

M E T R I C S

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PROGRAM TEAMS

PORTFOLIO TEAMS

DELIVERY TEAMS

Sc r um

Kanb an

Kanb an

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Backlog Size

Velocity

Burndown

Escaped Defects

Commit %

Acceptance % Ratio

Scope Change

PROGRAM TEAMS

PORTFOLIO TEAMS

DELIVERY TEAMS

Sc r um

Kanb an

Kanb an

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Backlog Size

Velocity

Burndown

Escaped Defects

Commit %

Acceptance % Ratio

Scope Change

PROGRAM TEAMS

PORTFOLIO TEAMS

DELIVERY TEAMS

Sc r um

Kanb an

Kanb an

Cycle Time

Features Blocked

Rework/Defects

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Backlog Size

Velocity

Burndown

Escaped Defects

Commit %

Acceptance % Ratio

Scope Change

PROGRAM TEAMS

PORTFOLIO TEAMS

DELIVERY TEAMS

Sc r um

Kanb an

Kanb an

Cycle Time

Features Blocked

Rework/Defects

Takt Time/ Cycle Time

Time/Cost/Scope/Value

ROI/Capitalization

G O V E R N A N C EF L O W

21

GOVERNANCE

Governance is the method for planning, coordinating and tracking requirements. Agile requirements are progressively elaborated from Epics, to Features and finally Stories.

A measurable goal intended to deliver on the intent of an Initiative. Epics are defined and validated by Core Product Teams.

A new or improved capability of the system. Features deliver a package of functionality that end users would generally expect to get all at once.

Stories are small outcomes designed, built, tested, and delivered in 3-5 days.

Stories are elaborated collaboratively between Delivery and Program Teams.

EPIC FEATUREUSER

STORY

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PORTFOLIO MANAGEMENT

DEMAND MANAGEMENT

DETAILED PLANNING

EXECUTION GOVERNANCE

STRATEGIC ALIGNMENT

• Maximize Strategic Alignment

• Increase Transparency

• Organizational focus on delivering the most valuable work

• Increase predictability

• Reduce Time to ROI

• Identify and plan for dependencies

• Balance capacity and demand

• Reduce rework

• Improve quality

• Agree to minimal capabilities needed to deliver value

• Ensure credible release planning

• Assess and guide the progress of value delivery

• Minimize delivery risks

• Continually make continue, pivot, kill, ship decisions

MEASURE EFFECTIVENESS

• Revisit business case

• Validate fitness function for capability

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GOVERNANCE

PORTFOLIO WORK INTAKE

SOLUTIONDEFINITION COMPLETED

PORTFOLIO TEAM

PROGRAMTEAM

DELIVERYTEAM

EPIC DEFINITION(DEPENDENCIES, SIZING & RISKS)

DEMAND PLANNING &RELEASE ROADMAP

MEASURABLE PROGRESS

F e a t u r e | K a n b a n

S t o r y | S c r u m

E p i c | K a n b a n

RELEASETARGETING

INPROGRESS

EPICVALIDATION

PROGRAMWORK INTAKE

SOLUTIONDESIGN COMPLETEDRELEASE

PLANNINGIN

PROGRESSFEATURE

VALIDATIONFEATURE

READY

MAKEREADY

STORYREADY

STORYACCEPTED

INPROGRESS

STORYDONE

DETAILED PLANNING (CLARITY & VIABILITY)

EXECUTION & ACCOUNTABILITY

PORTFOLIOPLANNING

RELEASE PLAN & DEFINE OPERATEEXECUTE

P O R T F O L I O P L A N N I N G

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PORTFOLIO PLANNING

Deliverables associated with each Planning level – Strategy to the Scrum teams

DELIVERABLESDESCRIPTION

• Strategy Statement• Strategic Initiative

budget allocation

• Portfolio Roadmap• Portfolio budget

allocation• Portfolio Priorities

Portfolio Planning: 6-12 month horizon, based on the Strategic Initiative budget allocation and the priority of the Programs

Release Planning: 2-6 month horizon, Sequencing delivery of Epics, Features, Stories based on business priority

Sprint (Iteration) Planning: 1-4 sprint horizon, Delivery team commitments for Stories in the next Iteration

Strategic Planning: 12-24 month horizon, Strategy Council provides Strategic Roadmap derived from Group long term and short term strategy

Task Planning: One sprint horizon, Delivery team delineates stories into tasks, and assigns tasks to team members

• Epic Priorities, • Epic and Feature

Sequencing• Delivery Team

assignment

• Task Definition • Delivery Team member

commitment

STRATEGY

PORTFOLIO

PROGRAM

RELEASE

ITERATION

TASK

Program Roadmap: 2-6 month horizon, based on the Platform and Product budget allocation and the business priorities

• Story Sequencing• Delivery Team

commitment

• Program Roadmap• Product budget

allocation• Product Priorities

26


EPIC BRIEF: Supports the definition and flow of epics from new concept until they are delivered or killed.

PORTFOLIO PLANNING SHEET: Decisioning tool that helps

determine prioritization of the release backlog.

EPIC ROADMAP: Roadmap of epics into the future.

PORTFOLIO DASHBOARD: Indicator of health of epics, risks, and dependency impacts.

RELEASE PLANS: Credible plan

to meet release objectives.

27


DEMAND MANAGEMENT

DETAILED PLANNING


STRATEGIC ALIGNMENT








• Reduce rework

• Improve quality










SOLUTIONDEFINITION EPIC VALIDATIONRELEASE

TARGETINGIN

PROGRESS

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STRATEGIC ALIGNMENT

PURPOSE

ACTIVITIES

OUTPUT

• Align Epics to strategy

• Intake all Epics, validate alignment to Strategic Objectives• Ensure alignment to Business Architecture• Defer Epics that are clearly not aligned to strategy

• Epic Brief initiated• Strategically aligned Epics in Portfolio Backlog

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EPIC BRIEF

Epic Owner completes the Vision section

Epic Owner and Product Owner team start the Constraints section

Begin the Opportunity / Business Case

DESCRIPTION

VISION

CONSTRAINTS

PLANNING

• Name• Epic Owner/ Product

Manager• Investment Theme (and

Capability if known)

• Value Statement• Features/Benefits

• Dependencies• Risks• Assumptions

• Opportunity Case

30


DEMAND MANAGEMENT

DETAILED PLANNING


STRATEGIC ALIGNMENT








• Reduce rework

• Improve quality











TARGETINGIN

PROGRESS

31

SOLUTION DEFINITION

PURPOSE

ACTIVITIES

OUTPUT

• Validate business intent and epic viability• (Aka Discovery)

• Validate Epic Brief Vision and Constraints• Identify work to address risks and dependencies• Technical Impact Assessment

• Epic Brief Vision and Constrains sections• Program Backlog: Features, Architectural and Risk cards• Update WSJF

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EPIC BRIEF

Epic Owner completes the Vision section

Epic Owner and Product Owner team complete the Constraints section

Prepare the brief Opportunity/Business Case

DESCRIPTION

VISION

CONSTRAINTS

PLANNING




• Value Statement• Features/Benefits• Personas


• Opportunity Case• Roadmap

33


DEMAND MANAGEMENT

DETAILED PLANNING


STRATEGIC ALIGNMENT








• Reduce rework

• Improve quality











TARGETINGIN

PROGRESS

34

RELEASE TARGETING

PURPOSE

ACTIVITIES

OUTPUT

• Identify and plan for dependencies• Balance capacity and demand• Ensure credible release planning

• Estimate Features• Determine Capacity• Plan Epics, Risks and Dependencies (Look ahead planning)• Communicate release objectives and guard rails

• Epic Roadmap revised with risks and dependencies• Release Plans• Portfolio Plans updated• Portfolio Risk Dashboard updated

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EPIC BRIEF

Summarize results in the Planning section of the Epic Brief as a check point to ensure sufficient planning is done

DESCRIPTION

VISION

CONSTRAINTS

PLANNING




• Value Statement• Features/Benefits• Personas


• Opportunity Case

36


DEMAND MANAGEMENT

DETAILED PLANNING


STRATEGIC ALIGNMENT








• Reduce rework

• Improve quality











TARGETINGIN

PROGRESS

37

IN PROGRESS

PURPOSE

ACTIVITIES

OUTPUT


• Review Epic Health and Portfolio Dashboard• Monitor & communicate Release Health to Stakeholders• Continue, Change or Stop Decisions

• Epic Dashboard• Portfolio Dashboard• Portfolio Kanban Board

P R I O R I T I Z A T I O N T E C H N I Q U E S

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MUST HAVE – Minimum subset of requirements that must be delivered

SHOULD HAVE – Important but not needed to have a viable solution

COULD HAVE – Desired but less important

WON’T HAVE – Things we have agreed to not deliver

MOSCOW PRIORITIZATION

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“If you only measure one thing, measure cost of delay”

- D. Reinertsen, The Principles of Product Development Flow

COST OF DELAY:

The revenue that could be earned each month a project is in the market

COST OF DELAY

41

3 Features of a certain value with a CD3 calculation (value / duration)

Total amount of value across three features is $19,000

COMPARE FEATURES

FEATURE DURATION VALUE CD3

A 3 weeks $3000 1

B 4 weeks $7000 1.75

C 6 weeks $9000 1.5

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No Priority – Total Cost of Delay: $247k

Shortest Job First – Total Cost of Delay: $175k

Do The Most Valuable First - Total Cost of Delay: $187k

DO BASED ON CD3 – TOTAL COST OF DELAY: $157K

PRIORITY IMPACT ON C O S T O F D E L A Y

D E M A N D M A N A G E M E N T

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HOW TO EXPRESS CAPACITY?

45

“CAPACITY” CAN BE EXPRESSED AS

“TEAM MONTHS”

“TEAM SPRINTS” “There are 6.5 “Team Sprints” for Team X remaining for FY17” (e.g. 13 weeks / 2 weeks per sprint)

“TEAM RELEASES” “There are 2.25 “Team Releases” for Team X remaining for FY17” (e.g. 13 weeks / 3 Sprints per Release)

STORY POINTS “There are 150 Story Points available for the remainder of the year …”(e.g. Average velocity of 25 SPs x 6.5 Sprints remaining)

“Only 25% of the “Team Months” for Team X remain for FY17” (e.g. 3 months remaining of 12 months this year)

46ALL WHICH DERIVE THEIR USE

FROM STABLE VELOCITY!

D E LI V E R Y TE A M

…Meaningless without Stable Velocity.

“ T E A M MO N T H S ”

“ T E A M S PR I N T S ” “There are 6.5 “Team Sprints” for Team X remaining for FY17” (e.g. 13 weeks / 2 weeks per sprint)

“ T E A M R E LE A S E S ” “There are 2.25 “Team Releases” for Team X remaining for FY17” (e.g. 13 weeks / 3 Sprints per Release)

S TO R Y PO IN TS “There are 150 Story Points available for the remainder of the year …”(e.g. Average velocity of 25 SPs x 6.5 Sprints remaining)

“Only 25% of the “Team Months” for Team X remain for FY17” (e.g. 3 months remaining of 12 months this year)

47

1

2

3

4

5

CAPACITY IS INVESTED T O O B T A I N O U T C O M E S

10 MONTHS

20% ~ 10 TEAM MONTHS

35% ~ 17.5 TEAM

MONTHS

20% ~ 10 TEAM

MONTHS

25% ~ 12.5 TEAM

MONTHS

Early on you can “roadmap” out what you’re willing to invest capacity for across investment themes …

35%25%

2O%

2O%

INVESTMENT THEMES

Program Capacity Over Next 10 Months = 50 Team Months

R O A D M A P S

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Rolling Wave Planning, used in Agile processes, embraces the Lean ideal of making decisions at the last responsible moment, when the most possible information is available. This

maximizes flexibility and planning accuracy.

A G I L E USES ROL L I NG W A V E P L A NNI NG

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ROLLING 12-18 MONTHS

EPIC

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018

(ACTIVE) PLANNED Q+2 Q+3 Q+4 Q+5

ROADMAPEPIC

ROADMAPEPIC

ROADMAPEPIC

ROADMAPEPIC

This is …• A Rolling Plan for 12-18 months ahead• A Hypothesis for how to meet the goals• Not what you will do to meet those goals

EPIC

ROADMAPEPIC

ROADMAPEPIC

ROADMAPEPIC

ROADMAPEPIC

ROADMAPEPIC

EPIC

EPIC

EPIC

51

MUSTHAVE

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


SHOULD HAVE

COULD HAVE

WISH TO HAVE

WISH TO HAVE

MUST HAVE

SHOULD HAVE

COULD HAVE

WISH TO HAVE

WISH TO HAVE

WISH TO HAVE

MUST HAVE

MUST HAVE

MUSTHAVE

APPLYING MOSCOW TO EPICS

52

MUST HAVEFEATURES

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


MUST HAVE EPIC

COULD HAVEEPIC

SHOULD HAVEEPICS

COULD HAVEEPIC

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVEFEATURES

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVE EPIC

WISH TO HAVE

WISH TO HAVE

WISH TO HAVE

SHOULD HAVEEPICS

You Know A Great Deal Here

WON’T HAVE

FEATURES

WON’T HAVE

FEATURES

WHAT DO WE “KNOW”?

53

Do you commit to the could have?

WHAT DO WE COMMIT TO?

MUST HAVEFEATURES

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


MUST HAVE EPIC

COULD HAVEEPIC

SHOULD HAVEEPICS

COULD HAVEEPIC

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVEFEATURES

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVE EPIC

WISH TO HAVE

WISH TO HAVE

WISH TO HAVE

SHOULD HAVEEPICS

WON’T HAVE

FEATURES

WON’T HAVE

FEATURES

54



NO

MUST HAVEFEATURES

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


MUST HAVE EPIC

COULD HAVEEPIC

SHOULD HAVEEPICS

COULD HAVEEPIC

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVEFEATURES

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVE EPIC

WISH TO HAVE

WISH TO HAVE

WISH TO HAVE

SHOULD HAVEEPICS

WON’T HAVE

FEATURES

WON’T HAVE

FEATURES

55

Do you commit to the wish to have?


MUST HAVEFEATURES

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


MUST HAVE EPIC

COULD HAVEEPIC

SHOULD HAVEEPICS

COULD HAVEEPIC

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVEFEATURES

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVE EPIC

WISH TO HAVE

WISH TO HAVE

WISH TO HAVE

SHOULD HAVEEPICS

WON’T HAVE

FEATURES

WON’T HAVE

FEATURES

56

Do you commit to the wish to have?


NO

MUST HAVEFEATURES

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


MUST HAVE EPIC

COULD HAVEEPIC

SHOULD HAVEEPICS

COULD HAVEEPIC

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVEFEATURES

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVE EPIC

WISH TO HAVE

WISH TO HAVE

WISH TO HAVE

SHOULD HAVEEPICS

WON’T HAVE

FEATURES

WON’T HAVE

FEATURES

57



MUST HAVEFEATURES

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


MUST HAVE EPIC

COULD HAVEEPIC

SHOULD HAVEEPICS

COULD HAVEEPIC

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVEFEATURES

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVE EPIC

WISH TO HAVE

WISH TO HAVE

WISH TO HAVE

SHOULD HAVEEPICS

WON’T HAVE

FEATURES

WON’T HAVE

FEATURES

58



NO

MUST HAVEFEATURES

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


MUST HAVE EPIC

COULD HAVEEPIC

SHOULD HAVEEPICS

COULD HAVEEPIC

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVEFEATURES

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVE EPIC

WISH TO HAVE

WISH TO HAVE

WISH TO HAVE

SHOULD HAVEEPICS

WON’T HAVE

FEATURES

WON’T HAVE

FEATURES

59

Do you commit to should and must?


MUST HAVEFEATURES

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


MUST HAVE EPIC

COULD HAVEEPIC

SHOULD HAVEEPICS

COULD HAVEEPIC

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVEFEATURES

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVE EPIC

WISH TO HAVE

WISH TO HAVE

WISH TO HAVE

SHOULD HAVEEPICS

WON’T HAVE

FEATURES

WON’T HAVE

FEATURES

60

Do you commit to should and must?


YES

MUST HAVEFEATURES

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


MUST HAVE EPIC

COULD HAVEEPIC

SHOULD HAVEEPICS

COULD HAVEEPIC

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVEFEATURES

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVE EPIC

WISH TO HAVE

WISH TO HAVE

WISH TO HAVE

SHOULD HAVEEPICS

WON’T HAVE

FEATURES

WON’T HAVE

FEATURES

61

Realign to reflect the most likely outcome.

THIS IS A “RELIABLE” COMMITMENT

MUST HAVEFEATURES

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


MUST HAVE EPIC

SHOULD HAVEEPICS

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVEFEATURES

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVE EPIC

SHOULD HAVEEPICS

WON’T HAVE

FEATURES

WON’T HAVE

FEATURES

62

IF WE FINISH EARLY?

MUST HAVEFEATURES

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


MUST HAVE EPIC

SHOULD HAVEEPICS

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVEFEATURES

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVE EPIC

SHOULD HAVEEPICS

WON’T HAVE

FEATURES

WON’T HAVE

FEATURES

63

FINISH THE ROADMAP

MUST HAVEFEATURES

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


MUST HAVE EPIC

COULD HAVEEPIC

SHOULD HAVEEPICS

COULD HAVEEPIC

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVEFEATURES

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVE EPIC

WISH TO HAVE

WISH TO HAVE

WISH TO HAVE

SHOULD HAVEEPICS

WON’T HAVE

FEATURES

WON’T HAVE

FEATURES

64

ADD NEW & REPRIORITIZE

MUST HAVEFEATURES

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


MUST HAVE EPIC

COULD HAVEEPIC

SHOULD HAVEEPICS

COULD HAVEEPIC

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVEFEATURES

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVE EPIC

WISH TO HAVE

WISH TO HAVE

WISH TO HAVE

SHOULD HAVEEPICS

WON’T HAVE

FEATURES

WON’T HAVE

FEATURES

MUST HAVE EPIC

MUST HAVE EPIC

65

THAT’S BETTER…

MUST HAVEFEATURES

Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018


MUST HAVE EPIC

COULD HAVEEPIC

SHOULD HAVEEPICS

COULD HAVEEPIC

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVEFEATURES

SHOULD HAVE

FEATURES

COULD HAVE

FEATURES

MUST HAVE EPIC

WISH TO HAVE

WISH TO HAVE

WISH TO HAVE

SHOULD HAVEEPICS

WON’T HAVE

FEATURES

WON’T HAVE

FEATURES

MUST HAVE EPIC

MUST HAVE EPIC

D E T A I L E D G O V E R N A N C E

67

GOVERNANCE


SOLUTIONDEFINITION COMPLETED

PORTFOLIO TEAM

PROGRAMTEAM

DELIVERYTEAM

EPIC DEFINITION(DEPENDENCIES, SIZING & RISKS)

DEMAND PLANNING &RELEASE ROADMAP

MEASURABLE PROGRESS

F e a t u r e | K a n b a n

S t o r y | S c r u m

E p i c | K a n b a n

RELEASETARGETING

INPROGRESS

EPICVALIDATION

PROGRAMWORK INTAKE


PLANNINGIN

PROGRESSFEATURE

VALIDATIONFEATURE

READY

MAKEREADY

STORYREADY

STORYACCEPTED

INPROGRESS

STORYDONE

DETAILED PLANNING (CLARITY & VIABILITY)

EXECUTION & ACCOUNTABILITY

PORTFOLIOPLANNING

RELEASE PLAN & DEFINE OPERATEEXECUTE

68

PURPOSE• Intake process for

Initiatives to be considered

• Define Epics for Initiatives

• Validate business intent & epic viability


• Identify & plan for dependencies

• Balance capacity & demand


• Validate solution• Customer / Vendor

UAT

• Validate Outcomes

ACTIVITIES • Epic Brief initiated

• Validate Epic & Constraints

• Identify work to address risks and dependencies

• Product Discovery and Product Validation

• Communicate release objectives (MVP)

• Sufficient release planning is captured in planning toolset

• Determine Capacity• Plan Risks & Dependencies

• Review Epic Health & Portfolio Dashboard

• Monitor & communicate Release Health to Stakeholders

• Continue, Change or Stop Decisions

• Determine if capabilities provide expected solution

• Product Discovery and Product Validation

• User acceptance testing• Work with vendors or

customers for final solution validation

• Measure Outcomes

OUTPUTS • Epic Brief Draft

• Product Discovery and Product Validation validated with customers

• Epic Brief • Cost Estimate• Updated Business Plan –

Cost Case• Financial Evaluation• Technology Impact

Assessment • Portfolio Roadmap

Updated• Portfolio Roadmap• Signoff - Initiative/Epic

• Portfolio Planning Sheet• Release Plan• Updated Risk Assessment• Release Planning Signoff –

Initiative/Epic• Epic Definition of Ready

Validated

• Epic Dashboard• Portfolio Dashboard

• Product Discovery and Product Validation –Revalidated with customers

• Epic Brief updated as completed

• Operation Signoff –Program/Epic

• UAT Approval• Release Review• Epic Definition of Done

validated• Execute Signoff - Epic

• Retrospective Analysis

RACI (TEAM)

• R – Portfolio Team• Program Team• A - Portfolio Team• C – Product

Management• I – Delivery Team

• R – Portfolio Team• Program Team• A - Portfolio Team• C – Product Management• I – Delivery Team

• R – Portfolio Team• Program Team• A - Portfolio Team• C – Product Management• I – Delivery Team





• R – Portfolio Team

• Program Team• A - Portfolio

Team• C – Product

Management• I – Delivery

Team


SOLUTIONDEFINITION COMPLETEDRELEASE

TARGETINGIN

PROGRESSEPIC

VALIDATION

Portfolio Tier

69

PURPOSE• Intake process

for epics to be considered

• High level solution design

• Validate solutionviability

• Elaborate stories from features

• Identify risks & dependencies

• Features are ready for development

• Credible plan exists• MMF identified


• All features and stories are done for the epic

• Features inproduction

ACTIVITIES

• Creation of initial epic for Investment Decision by the Portfolio Team

• Technology Assessment

• Identify solution options

• Identify work to address risks and dependencies

• Story mapping• Estimate Features

and Stories• Plan Risks &

Dependencies• Define Test Plans

• Validate MMF for initiative

• Make release commitment

• Estimate Features• Estimate Stories

• Review Epic Health & Portfolio Dashboard

• Monitor & communicate Release Health to Stakeholders

• Continue, Change or Stop Decisions

• Deployment to QA environments

• Acceptance testing by IVT

• Socialization of capabilities

• Final defect remediation

• NFR Validation

• Operational handoff

• Warranty support• Update portfolio

metrics

OUTPUTS

• FeatureDefinition initiated

• OOM Estimates (if available)

• Program Backlog: Features Definition

• Architecture Impact Assessment

• Risk and Dependency Assessment

• Test Strategy Defined

• Feature Estimates• UX Design• High Level Design

• Initial Release Plan• Updated risk and

dependency lists• Spikes identified• Stories Named • System Test Plan • Integration Test

Plan • Regression Test Plan • Solution Design

Package

• Feature backlog• items prioritized• Feature backlog• items sequenced

across teams• Spikes planned• Release Defined• UAT Plan Defined• Feature Definition

of Ready Validated

• Feature Dashboard• Epic Dashboard• Portfolio Dashboard

• Feature approval• Updated

documentation• Traceability Matrix• System Test Approval• Integration Test

Approval• Regression tests

Approval• NFR Testing Approval• Disaster Recovery

Plan Updated• Support Manual

Updated• Service/Operational

Level Agreement• Feature Definition of

Done validated

• Features released• Release criteria

met• No high severity

defects

RACI

• R – Program Team, Delivery Team

• A - Program Team

• C - DeliveryTeam

• I – Portfolio Team


• A - Program Team• C - Delivery Team• I – Portfolio Team











Program Tier

PROGRAMWORK INTAKE


PLANNINGIN

PROGRESSFEATURE

VALIDATIONFEATURE

READY

70

PURPOSE • Ready the backlog• Stories ready for

delivery teams

• Work is done to complete story / feature

• Story / feature has been completed

• Story / feature has been accepted

ACTIVITIES

• Create story in defined format

• Create acceptance criteria in the defined format

• Provide additional documentation as needed

• Tie acceptance criteria to feature acceptance

• Revise Level of Value

• Create story tasks• Develop story

functionality• Unit test functionality• Code/Peer Review• Check-in code• Repair defects

• Story meets the definition of done

• Product owner approves story as meeting acceptance criteria.

• Bugs found for the story have been remediated

• Ongoing Support• Operational

Handoff• Lessons Learned

OUTPUTS

• User Story is Defined with Scenarios

• Acceptance Criteria is complete

• Architecture Artifacts• UX Design, Wireframe

Artifacts• Story Point Estimate • Story Definition of

Ready Validated

• Tasks Defined• Task Hours Estimate• Sprint Planning

• Monitor Progress onScrum Board

• Standup• Story Development• Story Unit Testing• Story System Testing

• Story Done • Story Definition of

Done Validated• Story Demo

• Story Accepted in ALM Toolset

• Operational documentation updated (as needed)

• Sprint Retrospective

• Delivery Team Metrics

RACI

• R – Delivery Team, Program Team

• A – Delivery Team• C – Delivery Team• I – Program Team









Delivery Tier

MAKEREADY

STORYREADY

STORYACCEPTED

INPROGRESS

STORYDONE

71

• Using portfolio management so we focus on the most valuable things

• Balancing capacity against demand

• How be adaptive and support continuous improvement

• How to support corporate governance (security, audit etc.)

WRAP UP

72

RICK AUSTIN

ABOUT ME …Experience applying agile to small teams, large distributed teams, & change management

Agile Project ManagementVolunteer and Leader

Expert in Financial Services IndustryGeorgia State Grad

Agile TransitionDirector, Program

Manager

Applications DevelopmentManager

Director of DevelopmentInformation TechnologyDirector

[email protected]

www.leadingagile.comtwitter.com/rickaustinfacebook.com/leadingagilelinkedin.com/in/rickdaustin