Agile Program Fundamentals (v2)

IBM Agile Academy
Course: IAA2: Agile Program Fundamentals
• Agile Basics 1. Pattern introduction

2. Team roles and resp
• Agile Program Pattern 3. Discovery 1
• Summation 4. Discovery 2
5. Discovery 3
6. Delivery and iteration basics
7. Stories
8. Delivery Setup –I0
9. Release & Iteration Planning
10. Iteration execution
11. BVCs
12. Distributed teams
13. Tips and tricks
© 2014 IBM Corporation

Doing the Right work and doing the work Right
Mission & Vision
Objectives & Goals
Strategy Strategy Pattern
Strategic Initiatives
8 Doing
6 Strategic 7
5 The
Programs
Right Program Pattern
Portfolio
Funnel 4
Work (Discovery section)
of Work
3
Program Pattern 1 2 3 4 5 6
Doing
Team 1
(Delivery Section) PULL The
1 2 3 4 5 6 Work
Operational Team 2 Right
PULL
Pattern 1 2 3 4 5 6
Team n © 2014 IBM Corporation

The Program Pattern… used to launch and execute programs and projects
Strategy
Idea Discover Deliver
A
E B Deliver
Deliver
Deliver
Deliver Iteratively
• Idea D C
• Strategic Initiative
• New Requirement
• Enhancement Understand Governance/ Iteratively build, test
& Funding And deliver
• Problem Gates
• Opportunity Strategize
Build/Test
Mobilize Explore/Strate Manage/
Understand /
gize Evolve
Implement

Discovery Practice …… Iterate Till
Done
Explore
Mobilize Understand P
/Strategize
• Discovery Brief • Problem analysis • Solution options
• Right • Stakeholder analysis • Preferred solution

Stakeholders
• Desired Outcome • Estimation
• Gate approval to
start • Benefits • Planning
• Blockers • Cost / Benefit analysis
• Scope
• Epics / Features / MVP

• Program Charter
• Risks & Dependencies (Proposal)
Collaborate To Elaborate • Gate Approval

Discovery Practice ……
Idea Propose
Problem
Desired
Cost/Benefit
Outcome
Plan
DISCOVERY Blockers
Collaborate Iterate
to till
Elaborate Estimate Epics Done
Solution
Strategy

Cone of Uncertainty
Discovery Delivery
+100%
-100%
D1 D2 D3 © 2014 IBM Corporation

Lifecycle of Delivery
Deliver R3
Deliver R2 Releases or
Discover 1 Discover 2 Deliver R1 Phases
Optional
I-Zero Iteration Iteration Iteration

Is the setup Iteration …n
iteration zero One Two
Iteration Daily Retro

Work Showcase
Planning Standups
At start of At end of
iteration iteration

Scrum

Portfolio Wall
Awaiting Awaiting Awaiting Awaiting
Discovery Discovery In Delivery Delivery In In final
New Approval Resources Discovery Approval Resources Delivery Deployment Done
xyz
xyz
Large
xyz xyz xyz xyz xyz

xyz xyz
xyz
xyz
xyz xyz xyz
Medium
xyz xyz
Small
xyz Dept. 1 Prioritized

Prioritized
xyz List List © 2014 IBM Corporation
Dept. 2
Slow down in order to do more!
Minimize WIP by managing the funnel and not
overburdening
BACKLOG IN PROGRESS DONE
P P P P PP P
P P P P P
P P P P
P P P P P PPP P P
P
P P
P
P
P P P P
P P P
P P P P P P P
P
P P P P
P P
P

Agile Project Characteristics
Small cross
functional Loosely
teams coupled Facilitated
Iterative and
(Incl. tightly
customer) aligned managed
Highly Authentic Pull work to Self

collaborative transparency WIP limit Organising
Shared and Focused on

Flexible to Disciplined consistent feedback &
change approach clarity of continuous
purpose improvement
Values: Trust / Respect / Openness / Courage

IBM Agile Academy

5. Discovery 3
7. Stories
11. BVCs
13. Tips and tricks

PM, IM and CM involvement
Deliver R3
Deliver R2
Discover 1 Discover 2 Deliver R1 Operate
Optional
IM
CM
PM

Agile Story Hierarchy
Program Program
Project Project 1 Project 2
Release Epic 1 Epic 2 Epic 1 Epic 2
Feature Feature Feature

Iteration 1 2 1
Story 1 Story 2
Task

LeSS – Large Scale Scrum

Scaled Agile Framework™ Big Picture

Cross functional empowered teams
• Steering committee
Governance • PMO
PM
• Key Stakeholders
Extended • External experts
• Enterprise Architect
IM
• Business SME (Customer)
• Analysts
• Developers
Core • Testers
• Solution Architect
5 - 9 people

Key roles & responsibilities
 The Team
 The Product Owner
 The Iteration Manager
 The Project Manager
 Change Manager
These are the committed parties, the people responsible for the success
of the project and product
There will be other involved parties, but they won’t be responsible for the
success of the project or product

M1.1.2 – Roles and Responsibilities
What are the key roles and responsibilities in an Agile Project Team?
SC
Steering
SP
PGM
CM
PM
SH Extended
EXP
PO
IM
SME Core
TM

M1.1.2 – Roles and Responsibilities
What are the key roles and responsibilities in an Agile Project Team?
SC
SP
PGM
Agile Program
PM
IM IM
SH PO SH PO
TM SME TM SME
Core
Ext
EXP EXP
Team 1
Team 2
Agile Project 1
…And shared ownership of customer/user outcomes by teams

Team responsibilities
 Self organization
 Making commitments
 Meeting commitments
 Management of the team – every team member is responsible for this
 Respecting other members of the team

Product Owner responsibilities
 Voice of the customer/project sponsor

 Defines features of the product
 Responsible for the profitability of the product (ROI)
 Manages stakeholders and their interests
 Accepts/rejects work results
 Maintains just-enough, just-in-time feature detail
 Shares success with the team

Iteration Manger responsibilities
 Servant leadership/facilitation of the Core team

during delivery and deployment
 Helps remove impediments
 Acts as guardian of the iteration
process/framework PM
 Improves lives of team members by facilitating IM

empowerment and creativity
 Helps team improve productivity in any way Core
possible
 Works with team and PO to ensure each Extended
iteration of the product is potentially shippable
 Works with team and PO to ensure quality is
never compromised A happy, positive can-
 Coaches and helps team members in the Agile do attitude
way of working
 Energize and inspire the team © 2014 IBM Corporation
Project Manger Responsibilities
 Facilitates and manages the discovery phases and cycles
 Servant leadership/facilitation of the project (multiple teams)
 Facilitates dependency management using the ‘team of teams’ model
across projects and teams
 Helps remove impediments
 Acts as guardian of the overall project process/framework
 Improves lives of team members by facilitating empowerment and
creativity
 Helps team improve productivity in any way possible
 Helps the PO with multi-stakeholder management
 Manages and communicates with non PO stakeholders
 Works with team and PO to ensure quality is never compromised
 Energizes and inspires the team to greater heights A happy, positive can-
 Coaches and mentors the Agile way of working do attitude
Change Manger Responsibilities
 Facilitates and manages the rollout and implementation of the project
outcomes
 Leads the Change Management team (sometimes called ‘Coms and
Change’
 Looks after end user comms, training, process changes and overall
adoption
 Closely involved in end user testing and acceptance
 Works closely with all the other IMs
A happy, positive can-
 Works Agile do attitude
PM
IM IM CM
Change Management
TEAM 1 TEAM 2 CM TEAM

M1.1.6 – Line Management
What is the roles of Line Management and how do they interact with the team?
SC
Executive SP
PGM
Manager MGR Agile Program
PM
First Line First Line First Line

Manager Manager Manager IM IM
SH PO SH PO
TM SME TM SME
Core
Ext
EXP EXP
Team 1
Team 2
Agile Project 1

M1.1.7 – Steering Committee
Who should be in a steering committee?
– Chaired by Sponsor
Steering committee – Senior Execs from the BU
executing the project/program
– Senior impacted BU
SP
executives – (Customers)
– Senior execs of partners or
PGM key suppliers
Agile Program – Risk and Compliance
PM (optional)
IM IM
SH PO SH PO
TM SME TM SME • Envision

Core
Ext
• Inspire
EXP EXP
• Challenge
•
Team 1
Team 2
Serve
Agile Project 1

M1.1.8 – Decision Work Groups
When to setup a Decision work group and who should be on it?
Senior decision makers from the

business/customer groups
Steering committee
SP
Decision 24-48 hour
Work SLA
PGM
Groups
Agile Program
PM
Also called
Product Owner Forum
IM IM
SH PO SH PO To quickly make decision when

TM SME TM SME there are multiple customers
Core
with conflicting requirements of
Ext
large bureaucratic processes to
EXP EXP cut through.
Team 1
Team 2
Agile Project 1

Who is responsible for benefits?
 Benefits identification?
 Benefits estimation?
 Benefits scoping? Product Owner
 Ensuring the solution can deliver
the benefits expected?
 Benefits tracking? Product Owner
 Benefits harvesting? Sponsor

Leadership Style
Situational leadership
31
Enabling Leadership Excellence

M1.1.1 – Agile Project Team Characteristics
What are the characteristics on an Agile Project Team?
1. Small
2. X-functional
3. Core and X-tended
4. Dedicated and committed team members
5. Single outcome that is shared and clearly understood by
all team members
6. Very supportive and do whatever is needed to help reach
the outcomes
7. Structured with a PM, IM, SME and Product Owner.
8. Clear decision making responsibilities
9. All team members collaborate and contribute
continuously and effectively

IBM Agile Academy

5. Discovery 3
7. Stories
11. BVCs
13. Tips and tricks

The Program Pattern… used to launch and execute programs and projects
Strategy
Idea Discover Deliver
A
E B Deliver
Deliver
Deliver
Deliver Iteratively
• Idea D C
• Strategic Initiative
• New Requirement
• Enhancement Understand Governance/ Iteratively build, test
& Funding And deliver
• Problem Gates
• Opportunity Strategize
Build/Test
Mobilize Explore/Strate Manage/
Understand /
gize Evolve
Implement

Done
Explore
/Strategize

Stakeholders
• Scope

• Program Charter

M2.2 – Purpose and benefits
Why should we do the discovery practice?
Objectives Benefits
Shared and Improved

deeper ROI
understanding
Assign scarce Faster

resource to the time to
right initiative market
Better
Business Case Designs
Cost/ Benefit? Better
Products
Prioritise &
manage the Happier
funnel people
Explore Highly
options productive
teams

M2.3 – Input to Discovery
What is the minimum input needed for the Discovery practice?
Discovery Brief
Name Name of the initiative. This can be a large program, project or just an idea.
Summary Quick Summary
Sponsor Name of the Executive that is sponsoring this initiative / idea
Initiator Name of the staff member who is the owner of this brief and is responsible for
driving it through to the next stage.
Problem statement A statement of the business problem that this initiative is trying to solve.
Strategic alignment How this initiative aligns with the strategy
If No! Implications of *Not* implementing the initiative. The pain of ‘do nothing’
1-2 hour max!
Constraints Any constraints on the initiative, resourcing, cost, timescales, technology
Solution Options If known, any solution options the business is aware of
Wish Date
Filled in by the initiator
When would you like to have this done by
Criticality How critical is this to business functioning (H/M/L)
Urgency How urgent is this change (H/M/L)
Benefit estimate Rough estimate of total business benefits this could generate
Cost appetite How much maximum would you be willing to spend on this project
Initiative size Small (<50d) / Medium (50-200d) / Large (200-500d) / X-Large (500d+)
Key stakeholders A list of the key stakeholders that should be included in the inception phase for
this initiative. These are the key people that will be impacted by the change.
Name and Date Name of the person writing the brief and the date its written on

Contents of the Discovery Brief
Summary Sponsor Initiator
Problem
Pain impact Benefit estimate
Statement
Strategic Solution Options Constraints

Alignment
Wish date Urgency Criticality
Cost appetite Initiative size Key Stakeholders

M2.4 – Who, when and for how long
Who should be there, when should it be run, and how long should it take?
WHO
• Initiator
• Key Stakeholders
• Key Experts
• Sponsor ( Part time )
WHEN
• As soon as all the key people are
available
• As soon as Discovery is approved if there

is a gate check before discovery
HOW LONG
• Run in a facilitated workshop setting
• Can be multiple workshops with breaks in
between
• Not spread over more than 3-4 weeks
• Workshop time should be in the region of 1-5
days or as necessary

Not paint by numbers! – Think!

M2.5 – Analyzing the problem
How should we analyze the problem we are trying to solve?
Root Cause Analysis

Problem Grouping
(How Come?)
Impact Analysis
(So What?)

Stakeholder Analysis
Who is the customer? High level Value Stream

(Internal + External) Map
IMPACT
Stakeholder mapping
INFLUENCE
Other examples of Stakeholder Analysis

Value Proposition Canvas
Dr. Alex Osterwalder & Dr.Yes Pigneur

Created by 470 practitioners from 45 countries © 2014 IBM Corporation
M2.6 – Defining the Desired Outcome & Benefits
How should we define the desired outcomes and benefits?
Estimated Benefits
Business Outcomes
Each business outcome

must have one or more
estimated $$ value benefits
1-5 business objectives or

desired business outcomes SMART Goals
Each objective should have

one or more SMART goals
(Specific, Measurable, Actionable,

Realistic, Time bound)

IBM Agile Academy

5. Discovery 3
7. Stories
11. BVCs
13. Tips and tricks

Done
Explore
/Strategize

Stakeholders
• Scope

• Program Charter

M2.7 – Identifying the blockers
How should we identify the blockers to success?
O1
O2
You
Are
Here

Agreeing Scope
How should we surface the work that needs to be done?
IN OUT
???

M2.8 – Surfacing the Epics
How should we surface the work that needs to be done?
Those big pieces of work that need to be done to achieve the desired outcome!
Normally somewhere between 2- 7 epics!
Epic 1
Epic 2 Epic 3 Epic 4
Epic 5

Features and MVP
Epics and Features
Generating Features SOLUTION ASPECTS

Technology Org. Process Capability build
MVP1
Feature
Feature Feature Use:
Epic1 Feature Design thinking
Process maps
Brainstorming
Feature Feature
Feature
Epic2 Feature Feature

Epic3
Feature

Risks
HIGH
High
impact
High prob.
High
impact
High prob.
IMPACT
LOW
PROBABILITY HIGH
Dependencies
Program
Internal External
Technology
People
Process

Solution Options
How to craft a solution strategy?
Design Thinking
‘DETERMINE THE
REAL PROBLEM…
CONSIDER A
WIDE RANGE OF
POTENTIAL
SOLUTIONS…
CONVERGE ON A
PROPOSAL.’

Preferred Solution
How to select a solution strategy?
Analyze all aspects
Solution People Process Tech

Option
Option 1 ++ + -
Option 2 ++ + ++
Option 3 + ++ ++

Preferred Solution
How to select a solution strategy?
Intel consensus model
YES YES but… Don’t know NO

IBM Agile Academy

5. Discovery 3
7. Stories
11. BVCs
13. Tips and tricks

Done
Explore
/Strategize

Stakeholders
• Scope

• Program Charter

M3.2 – Estimating and costing the work
How should we estimate the work and costs?

M1.1.3 – Planning : Work and team breakdown
How to structure programs and projects of all sizes?
Scope Breakdown Work Breakdown

Epic Release
Iterative
Feature Design • Iteration
Story
Program
Project
Stream
Team
Team Breakdown © 2014 IBM Corporation

Deliver R3
Optional


M3.3 – Planning the work
How should we plan the work ?
MVP1 MVP2
M0 M1 M2 M3 M4 M5 M6 Q+1 Q+2 Q+3 Q+4
Team-1 Setup Release 1 Release 2
Team-2 Setup Release 1
Team-n Setup Release 2

M3.4 – Cost benefit Analysis
Should we do this piece of work? Is it feasible?
BENEFITS
Best Case Base Case Worst Case
Best Case
COSTS
Base Case
Worst Case If Red

Beware!

M3.5 – Making the proposal
How to document the Discovery practice and make a business proposal?
Documenting Shared Understanding
PICS + PPT

Iterate till happy
Discovery Delivery
+100%
-100%
D1 D2 D3 © 2014 IBM Corporation

IBM Agile Academy

5. Discovery 3
7. Stories
11. BVCs
13. Tips and tricks

Portfolio Wall
Awaiting Awaiting Awaiting Awaiting
Discovery Discovery In Delivery Delivery In In final
New Approval Team Discovery Approval Team Delivery Deployment Done
xyz
xyz
Large
xyz xyz xyz xyz xyz

xyz xyz
xyz
xyz
xyz xyz xyz
Medium
xyz xyz
Small
xyz Dept. 1 Prioritized

Prioritized
xyz List List © 2014 IBM Corporation
Dept. 2
Setting up for success
• The work
• Approved project scope
• Staffing & resourcing

• The team
• The PM & IM
• The Customer – Product Owner
• $$ - Budgets
• Facility – space

Deliver R3
Deliver R2 Releases
Discover 1 Discover 2 Deliver R1
Optional


Work Showcase
Planning Standups
iteration iteration

Scrum

IBM Agile Academy

5. Discovery 3
7. Stories
11. BVCs
13. Tips and tricks

Agile Story Hierarchy
Program Program
Project Project 1 Project 2
Release Epic 1 Epic 2 Epic 1 Epic 2

Iteration 1 2 1
Story 1 Story 2
Task

The Story starts with a card, then a
conversation…

The life of a story
Elaboration
• Identification • Build
• Story writing • Acceptance • Test
criteria • Deploy
• Size
• Test cases
Elicitation Execution
Prioritization / Estimation / Planning 74

Story Identification
 Feature breakdown
Personas
 Design Thinking Practices
 Business Canvas
Process
 Value Stream Mapping (as-is and to-be)
 Brain storming
Outcomes
 User/customer interviews

Story Writing
Who Personas
What Process
Why Outcomes
As a ___________________________________
I want ________________________________
So that _____________________________

The life of a story
Elaboration
criteria • Deploy
• Size
• Test cases
Prioritisation / Estimation / Planning 77

Story elaboration
Less
Always Sometimes
often
Technical
ID Narrative
design
Lo-fi prototype Data Model

Title
Context
Consider points
diagram
Acceptance
Criteria Link to high
Assumptions
level scenarios
Relative size
estimate Constraints GUI design
78

Collaborate to Elaborate
ATDD - TDD
Acceptance Test
Test Case
79

Collaborate to Elaborate
The life of a story
Elaboration
criteria • Deploy
• Test cases
Prioritization / Estimation / Planning 80

IBM Agile Academy

5. Discovery 3
7. Stories
11. BVCs
13. Tips and tricks

Iteration Zero
1. Shared understanding of Agile – Team Training
2. Shared understanding of the project
3. Social contract
4. Story Elaboration – Max 2 iterations ahead
5. Architecture and Design

How long should it take?
6. Standards and guidelines
7. Tools and environment provisioning
8. Detailed Release Planning

“Just enough to start”

IBM Agile Academy

5. Discovery 3
7. Stories
11. BVCs
13. Tips and tricks

The life of a story
Elaboration
criteria • Deploy
• Size
• Test cases
Prioritisation / Estimation / Planning
84

Planning
Prioritise features Set up the

and stories release wall
As the team we need a release plan so that Estimate features Map iterations to
we can set ourselves targets & milestones and and stories time
socialise delivery projections with our
stakeholders
Estimate velocity Fill the iteration

buckets

Ready
Iteration 1 Iteration 2 Iteration 3
5/11 – 16/11 19/11 – 30/11 03/12 – 14/12
Total = x Total = x Total = x

Ready
Commit to Update walls and

highest priority burn-up charts
stories
Re-estimated Update release

unfinished work plan based on
changes
Follow rule of Decompose

yesterday’s committed stories
weather into tasks

Prioritized backlog
…. gave us our Product Backlog (on the wall and in a tool)
MVP
MOSCOW / H – M – L / 1,2,3…

Story Estimation
Relative estimation using planning poker

and story points

The Fibonacci sequence
 0, 1, 2, 3, 5, 8, 13, 21, 34, 55, 89, 144….

 The first two Fibonacci numbers are 0 and 1; each subsequent number
is the sum of the previous two
1,2,3,5,8,13,2, infinity
Our pseudo Fibonacci
sequence
 In Agile/Scrum, many use a pseudo
Fibonacci sequence to assign story
points to stories
 Large estimates are less accurate;
larger gaps between larger estimates
help us avoid splitting hairs
unnecessarily

Velocity
92
Estimate size; derive duration
93
Story spliting

Release Planning
Prioritised and estimated story list
• A
• B
• C
• D
• E
I1 I2 I3 I4
Velocity = bucket size
Iteration Buckets
Release Plan
I1 I2
Release wall
In
Planned Progress Testing Done
Iteration wall

The product backlog iceberg

IBM Agile Academy

5. Discovery 3
7. Stories
11. BVCs
13. Tips and tricks

Deliver R3
Optional


Work Showcase
Planning Standups
iteration iteration

Run
Daily delivery cadence

Standups •Be punctual
•Talk to the card
Talking to the wall •What did they do yesterday
•What’s planned and left to-do
In •Blockers in reaching deadline
Planned Progress Testing Done •Make notes to discuss offline
•Keep it short and to the point
Iteration wall •Take longer discussions offline
•Make a note of who does not
have work
•Move the card only after talking
to it
•Pull a new card if needed
•Never embarrass anyone up in

public
• Have the hard
conversation in private
•Update the virtual wall later

Huddles and hangouts
Walk the line – go see the real thing – talk to people
• 1:1
• Deep dives
• Take time to understand
the real issues
• Listen
• Socialise
• Praise
• Talk to stakeholders
• Get more than one
opinion
• Move boulders
• Carry water
• Work closely with the PM
and PO

Technical Practices – Dev-Ops
Details in the Emergent

Dev-Ops courses Design
Continuous Buddy
monitoring Builds
Continuous Continuous
deployment Integration
Automated
testing
Configuration Management Data Management

Showcases

Retrospective
How do we get better?
•Working / not working / puzzles RETROSPECTIVE
•Group and summarise

•Vote for top 3
•Root cause analysis

• 5 why’s
•Pick top 2 – 3 actions for next

iteration
•Write up cards for it and add to

Release wall

The retrospective
“A retrospective is a gathering of a
community at regular intervals throughout
a delivery to review the events and learn
from the experience.”
- Esther Derby, Agile

Retrospectives

“When the speed of
failure slows, so does
the speed of invention.”
– Mike Steep
SVP of global business operations at
PARC
IBM Agile Academy

5. Discovery 3
7. Stories
11. BVCs
13. Tips and tricks

Walls
(Issues)
Burn-up Struggle
I1 I2 Street
Release wall
Risks
In
Planned Progress Testing Done
Iteration wall
Architecture
wall

Kanban
Visual board,
Pull based
with limited WIP
No Iterations… no velocity…just continuous flow
110

Burnup charts
Original Revised
planned prognoses
completion date completion date
15 March 2011 15 April 2011
Original scope in Story points
Scope cut needed
Story points
to meet Original
targets
Current estimates is that

we need two Iterations more
and this will delay delivery
by a month
And cost $200,000 more.
Or scope needs to be cut
I1 I2 I3 I4 I5 I6 I7 I8 I9 I10 I11 I12

111

Stakeholder map
Satisfy Involve
Influence
Keep
Monitor
Informed
Impact

Risk wall
Plan work- Action

arounds immediately
Probability
Watch
Monitor
closely
Impact

Issues

IBM Agile Academy

5. Discovery 3
7. Stories
11. BVCs
13. Tips and tricks

7 Rules …..of successfully distributed teams
1. Don’t
2. Don’t treat remotes as if they were locals
3. Don’t treat locals as if they were remote
4. Latitude hurts, longitude kills
5. Don’t always be remote
6. Invest in the appropriate tools and environments
7. Establish standards and agreements

IBM Agile Academy

5. Discovery 3
7. Stories
11. BVCs
13. Tips and tricks

Story Issues
Identify
• Scope creep
• Hangover stories
Done Elaborate • Changes during the
iteration
• Bugs found
• Wrong estimates
• Epics not stories
Test Build • Unavailable SME
• BAU
118

Iteration smells
 Missing team members

 Repeating tasks
 No impediments raised/same impediments raised
day after day
 ‘Directive’ IM or PM
 Specialized job roles/not acting like a team and
doing whatever it takes

Agile Program Fundamentals (v2)

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IBM Agile Academy

Course: IAA2: Agile Program Fundamentals

• Agile Basics 1. Pattern introduction

© 2014 IBM Corporation

Team n © 2014 IBM Corporation

© 2014 IBM Corporation

• Discovery Brief • Problem analysis • Solution options

• Right • Stakeholder analysis • Preferred solution

• Blockers • Cost / Benefit analysis

• Epics / Features / MVP

Collaborate To Elaborate • Gate Approval

© 2014 IBM Corporation

D1 D2 D3 © 2014 IBM Corporation

I-Zero Iteration Iteration Iteration

Iteration Daily Retro

© 2014 IBM Corporation

© 2014 IBM Corporation

xyz xyz xyz xyz xyz

xyz Dept. 1 Prioritized

© 2014 IBM Corporation

Highly Authentic Pull work to Self

Shared and Focused on

Values: Trust / Respect / Openness / Courage

• Agile Basics 1. Pattern introduction

© 2014 IBM Corporation

© 2014 IBM Corporation

Project Project 1 Project 2

Release Epic 1 Epic 2 Epic 1 Epic 2

Feature Feature Feature

© 2014 IBM Corporation

© 2014 IBM Corporation

© 2014 IBM Corporation

© 2014 IBM Corporation

© 2014 IBM Corporation

© 2014 IBM Corporation

© 2014 IBM Corporation

© 2014 IBM Corporation

 Voice of the customer/project sponsor

© 2014 IBM Corporation

 Servant leadership/facilitation of the Core team

 Improves lives of team members by facilitating IM

© 2014 IBM Corporation

Manager MGR Agile Program

First Line First Line First Line

© 2014 IBM Corporation

TM SME TM SME • Envision

© 2014 IBM Corporation

Senior decision makers from the

SH PO SH PO To quickly make decision when

© 2014 IBM Corporation

© 2014 IBM Corporation

Enabling Leadership Excellence

© 2014 IBM Corporation

• Agile Basics 1. Pattern introduction

© 2014 IBM Corporation

© 2014 IBM Corporation

• Discovery Brief • Problem analysis • Solution options

• Right • Stakeholder analysis • Preferred solution

• Blockers • Cost / Benefit analysis

• Epics / Features / MVP

Collaborate To Elaborate • Gate Approval

Shared and Improved

Assign scarce Faster