Thursday, December 05, 2013
Thursday, September 26, 2013
Stay on top of your backlog and manage your iterations like an Agile guru with the help of our Ultimate Agile Planning Handbook. Dive into this 20-page whitepaper with how-to tips and important Agile planning best practices that will help you improve your processes today. Some of the areas we address are:
- Time boxing
- Optimizing iterations
- Prioritizing and sizing the backlog
- Using uncertainty and maturity to improve prioritization
- Improving predictions using velocity and capacity and more
- Most common challenges related to planning and how to overcome them
Start transforming your planning process today!
This looks to be a "manager safe" short little eBook.
Here's a snap of it;
Tuesday, August 27, 2013
When we shipped the Visual Studio 2013 ALM Virtual Machine earlier this month we were still in the process of finalizing one of the hands-on-labs / demo scripts. This work is done and you can now access Agile Planning and Portfolio Management with Team Foundation Server 2013.
If you are not yet familiar with the agile planning tools introduced in Team Foundation Server 2012, you should start with Exercise 1 of this lab. In this exercise you will learn how these tools can be used to help a small team manage their backlog, break work down into iterations, and track this work using a task board.
Exercise 2 introduces the new agile portfolio management capabilities introduced in Team Foundation Server 2013. These capabilities allow you to “scale agile” across your entire organization by providing you with a hierarchy for your backlog. This means that I can have several smaller teams sprinting together to achieve related objectives, and I can track that work in either a top-down or bottom-up manner.
Finally, Exercise 3 will show you a few of the ways that Team Foundation Server 2013 allows individual teams to maintain some autonomy in the way they work without requiring core process template changes on the shared team project that you might be using across the entire organization. Features such as the Kanban board and work item tags can be customized on a per-team basis to adapt to the individual needs of those teams.
Nice way for you to see and start getting comfortable the new features coming in VS/TFS 2013 as it related to planning and management...
Related Past Post XRef:
Visual Studio 2013 ALM and HOL VM now available...
Playing with SQL Server 2014 (and VS2013) the Azure VM way
VS2012 Update 1 ALM VM and HOL / Demo Scripts now available
The VS 2012 ALM Virtual Machine and VS 2012 Update 1 (In short, there's an updated VM coming, don't install it on this VM if you don't have too)
The big BK has updated the Visual Studio 2012 RC ALM Virtual Machine and Hands-on-Labs
VS 11 ALM DemoMates updated for the Beta
Visual Studio/TFS11 ALM Demo's... Mate! See the VS/TFS 11 ALM's hands-on-labs in DemoMate form
Visual Studio 11 ALM VHD's, VirtualBoxed (and even on x86 hosts too)
Want to play with Visual Studio 11 & TFS 11 Dev Preview but don't want to install it (and have access to a Hyper-V server)? Here's a VHD just for
Wednesday, July 17, 2013
There is a better way than staggered iterations for delivery that will keep you on the path to agility.
I have seen many companies that are trying to move towards greater agility get trapped in the past by creating artificial silos based on skills. They believe that by creating a timebox for planning, development and testing that we can get closer to agility and move away from our traditional models. Unfortunately the actual result is to enshrine that traditional staged model and step sideways on the path to agility, not forwards. In many cases it can be a significant step backward that will take many painful years to rectify.
The problem with staggered iterations for delivery
In the diagram above we have an 18 week cycle from inception to delivery. That’s more than 4 months between ideation and delivery with a lag of 2 months to even get feedback with a 2 month lag for all subsequent feedback. Worse this is the most expensive kind of feedback as the Coding and Testing teams ..
The solutions to staggered iterations for delivery
We need to foster teams over individuals and make those teams responsible for the delivery of working software. To get that we need cross-functional teams that can turn ideas into that working software. And we need to do it often.
- Cross-functional teams –We need to have...
- Asynchronous development - Ideally you want...
- Test first – Test first is about not doing any work unless there is a measurable test that ...
- Working software each iteration – If you don’t create working software at the end ...
- Quality Assurance requires no testing – If you consider that all testing is done as part of the sprint, ...
The expected result of staggered iterations would be an increase in rework and in technical debt. If you are moving from a 4 year iterative process to a 4 month one you will see value, but your process will be opaque and will only reduce your ability to deliver working software.
Yes your cycle time will be reduced, but you can do so much better....
I've been here, done that, but I've found that without support and buy-in by everyone, this is an easy trap to fall into. Heck even cross functional teams can be a political beast that can't be slain, let alone everything else.
Yet, that doesn't mean we can't dream and strive for something like this.
Thursday, April 04, 2013
The Scrum Primer is an in-depth introduction to the theory and practice of Scrum, and includes data on results from a large-scale corporate adoption of Scrum. Its authors are Certified Scrum Trainers Gabrielle Benefield, Pete Deemer, Craig Larman, and Bas Vodde.
You can download the Scrum Primer here.
Scrum Primer Creation
Scrum Primer was originally created by Pete Deemer and Gabrielle Benefield when they were both working in Yahoo! on their agile transition. When Craig Larman and Bas Vodde were working on their first Scaling Scrum book, they wanted to use a good introduction of Scrum as a reference but didn't want to write a new one. They joined forces with Pete and Gabrielle and all together rewrote the Scrum Primer.
The Scrum Primer 2.0 version was created for InfoQ and for being more consistent with the latest descriptions of Scrum.
What's a Scrum blog post without the a Scrum picture?
Here's a page thumbnail snip;
Based on the PDF document metadata, this guide looks very fresh, created 4/1/2013... [insert April Fools joke here]
Wednesday, December 05, 2012
One of my program management clients is organizing a program and is having trouble thinking about a delivery model that fits their program. They are transitioning to agile and are accustomed to traditional releases. When I suggested they have someone representing deployment on their core team, that was an initial shock to their system, and now they see that it was a good idea. They don’t have a hardware person on their core team, but otherwise they look a lot this this picture.
Core Program Team
With agile, they have options they didn’t have before. Because they are a software-only product, they have the option to release as mandated release as before. They can rollout as before, with IT scheduling the release and mandating when people upgrade. I asked how well that worked before. You should have seen people’s eyes roll when I asked that question!
I suggested there might be other options: continuous deployment and phased deployment. ...
What clear to me, is that if you want to be agile in your program, you need to think about delivery and deployment as soon as you start your program management work. How you deliver and release is critical. Once you know your release criteria, you need to know how you will release. There is no right or wrong decision. It’s a decision for your program.
I've seen this as well, where there's little thought in the "Agile" project development about delivery and deployment. "It's not our problem once we deliver it to IT. 'They' will deployment whenever..." (No kidding). Deployment is a feature and those involved in it need to be part of the team. We're all one happy company, right? :/