3

Product requirement perspective

Team techniques and tools

Schedule and delivery

Planning for team performance

Adaptive PlanningAgenda for today

4

Fragment the deliverable

Time to market

Keep close to the competitors

Adapt solution along the way

Business need & factors for successCan you get us there?

5

Trial and demonstration reveals the detailsIs done repetitively, throughout the projectIs done in small chunks, not all at once

Adaptive planningHow is it different from traditional

planning?

6

Look for the MVP or Minimum Marketable Product

20/80 effort / benefits

Functionality core offered to clients for feedback

Extend the knowledge as we go

Update the Plan according to feedback

Reframe the product for future versions

Frame the Product Roadmap

7

Effects on TeamDividing work in functional hierarchies

9

Release planningIteration planningDaily planning

Multiple levels of planningHow do we get there?

10

High level estimations: T-shirt sizing Planning Poker The bucket system Dot voting Affinity mapping Learn from past estimations

Release planningHow do we decide?

11

Divide until maximum size or lessDefine the technical requirements and dependenciesBreak the features down into tasksIdentify all activities required for the completion of each taskProvide effort estimations for each task

Iteration planningWhat does the team need to do?

12

Effects on teamAre we there yet?

14

Change of Scope MVP definition may change Release scope may vary The complete product Roadmap will suffer adjustments New stories are defined, making the MVP/Product viable

again

For some features, Priority is affected Either increased or decreased, depending on the new info

available

Estimates change based on newly found risks and technical dependencies

Adaptive (re)planning effects:

15

Revisit delivery dates / commitments

Get customer agreement on the changes (scope / priority / schedule)

Keep an eye on over-design initiatives

Adaptive planning challengesToo simple to handle?

16

Plan at multiple levels

Engage both the team and customer in planning

Manage expectations through frequent demonstrations

Tailor processes to project characteristics

Use estimate ranges, to reflect uncertainty

An effective agile PlanningThe principles

Keep track of risks, distractions, team availability, diversions, outside work

18

Adaptive leadership Forming -> Directing Storming -> Coaching Norming -> Supporting Performing -> Delegating

Team motivationTeam space

Caves and Common Osmotic communication Tacit knowledge

High performance teams

19

High performance teams

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