- 1. Luke is a young developer set out to change the IT galaxy
one Agile Transformation at a time. As our hero, the apprentice
Scrum Master is going out facing the trials and ordeals, his first
step towards his destiny puts him in front of The Empire, a Global
Investment Bank. The Empire was traditionally run in Waterfall and
they are now looking to achieve greatness through Agile. Lukes 3
teams, Gold, Blue and Rogue squadrons are lined up to assist in the
Agile Transformation and Delivery. Now Luke is facing Darth, the
Product Owner. Darth led The Empires product development since ages
past, being considered one of their best Business Project Managers.
Follow our hero in his daily clashes with his nemesis. Will the
Force, Agile, help him overcome Darths strong Waterfall roots,
forced persuasion skills and bullied commitment goals? Is Luke
prepared to help him? The young padawan himself is still on the
journey towards Agile mastery.
2. 3 Global Investment Bank Traditionally run in Waterfall and
they are now looking to go Agile PO appointed from Business Project
Management Agile Transformation and Delivery with 3 teams A long
time ago, in an IT galaxy far, far away ... 3. 4 In the Board Room
after the Backlog Discovery workshop, Luke the SM talks with the PO
Darth 4. 5 Role Play Transcript - D: I thought UC Definition
workshop went well, you have what you need for the Plan - L: good
BL Discovery Session, we have clarity over High Level Epics - D:
given these clear details, give me the deadline for this phase - L:
the backlog is not clear, US not ready, more Acceptance Crit, split
epics - D: AC dont concern me, in the last phase you gave me a plan
the next day - L: we had good BL, existing arch, now new module,
tech solution not chosen, 3 options - D: unacceptable, my Tech Lead
says specs ok, should be 5-6 sprints - L: I need team estimation
session, this wont work without more detail - D: no PokerPlan talk,
I need the deadline for budget approval tollgate - L: hmm, ok, I
get it, in this case about maybe 9 sprints? 5. SM failed to
transmit and enact the Agile Planning concepts PO ignores the lack
of clarity of Backlog items Ignores Tech Solution is not chosen PO
focused on getting a deadline by any means (bullying, anchoring) SM
committed to a release date without clarity of Backlog or team buy
in Methodology mix, terminology misalignment (use cases, project
plan, deadline vs user stories, release plan) 6. SM to coach and
help PO to understand Agile Planning principles Choosing and
clearly formulating the delivery framework. SCRUM potentially
Release Planning to factor in Backlog uncertainty Focus to identify
Backlog items at risk due to uncertainty or complexity Avoid
commitment based on uncertain Backlog items and without input from
the team 7. 8 POs Office SM Luke catches up with Darth the PO on
Release Plan updates 8. 9 Role Play Transcript - L: trying to reach
you, can you talk - D: was heading home, but yes - L: eager to give
good news, Ive clarified the backlog: Epics split, ready US, InVeST
- D: yes, interesting, looks at watch - L: Ive clarified the tech
solution: prototype the 3 options, with your Tech Leads, looked at
all implications, now technical US in BL - D: yes, interesting,
looks at watch - L: with refined BL, we sized, I can now give an
updated accurate plan - D: wait, 3 sprints after deadline commit
you are changing the plan? - L: now with BL sizing and average
velocity, RD between 16-18 sprints - D: unacceptable, 6 wks ago you
commit to 9 sprints, with best practice10% contingency I budgeted
for 10 sprints - L: but only now I have what I need and can project
the Cone of Uncertainty and give realistic RD - D: agile mambo
jumbo again, ConeU does not concern me, you failed me for last
time, does death grip and kills him 9. PO does not understand the
progress or what the team is working on Different interpretation of
Commitment vs Release Plan and their accuracy Methodology mix,
terminology misalignment (contingency, plan, budgeting cycle vs
cone of uncertainty, average velocity) Expectations misalignment.
Contract terminated? SM worked in isolation to clarify the Backlog
and to update the Release Plan 10. Agile information radiators to
support a constantly shared view over work and plan Inspect and
Adapt agile pillars adopted via Planning, Review and Retrospectives
Introduce Release Planning via Cone of Uncertainty and synchronize
with Budgeting cycle Expectations alignment and management 11.
http://www.youtube.com/watch?feature=player_embedded&v=81fwEmP2CKY
12. o 15+ years experience in IT o Passionate Agilista, consulting
blue-chip clients in the design and effective implementation of
large scale distributed Agile from nearshore o Over 100 projects in
consultancy, shaping, coaching, Agile Transformation, Agile and
Iterative Delivery using 1 to 20 scrum teams o 15+ years experience
in IT o Agile Expert with wide consultancy experience in shaping
enterprise agile engagements o Extensive agile coaching experience,
has helped over 30 teams and scrum masters in adopting agile and
growing their skills George Anghelache Delivery Manager
[email protected] LinkedIn: georgea Cristian Cazan Delivery
Manager [email protected] LinkedIn : cristiancazan 13. This
material draws inspiration from a massive community of Agile
enthusiasts, our own experience and that of many clients and
companies we've engaged with through the years. People that have
inspired us through many trainings, workshops , articles and
webinars: Mike Cohn, Jeff Sutherland, Henrik Kniberg, Ken Schwaber,
Roman Pichler, Anna Forss, Serge Beaumont, Mike Beedle and many
others weve not intentionally forgot Sites and whitepapers with
excellent knowledge: www.agilealliance.org;
www.mountaingoatsoftware.com; www.scrumalliance.org;
www.controlchaos.com; www.implementingscrum.com;
www.jeffsutherland.org; www.agileforall.com; www.infoq.com;
www.rapidscrum.com; www.slideshare.net; www.agile42.com;
scrum.jeffsutherland.com; www.agilemanifesto.org; www.scrum.org;
www.wikipedia.org; www.projectmanagement.com; www.romanpichler.com;
www.agilesherpa.org; www.cathycarleton.com;
www.implementingscrum.com; www.gantthead.com; Books that have added
invaluable knowledge: Ken Schwaber - Agile Project Management with
Scrum; Mike Cohn - Agile Estimating and Planning; Mike Cohn
Introduction to user stories; Roman Pichler - Agile product
management with Scrum; Anna Forss - Confessions of a serial product
owner; Ken Schwaber - The Enterprise and Scrum; Mike Cohn - User
Stories Applied; Carl Larson and Frank LaFasto - Teamwork; Serge
Beaumont - Practical Tools for the Product Owner: Focus, Value,
Flow; Jim Highsmith - Agile Project Management; Jeff Patton - Story
Maps; Mike Cohn - Succeeding with Agile; 37 Signals: Getting Real;
Jeff Sutherland - The Power of Scrum ; Tobias Mayer - Scrum Roles;
Donald Reinertsen - The Principles of Product Development Flow; C.
Jakobsen and J. Sutherland - Scrum and CMMI Going from Good to
Great; Donald Reinertsen - Managing The Design Factory; Scrum Sense
What every product owner should know; Ken Schwaber, Beedle Mike -
Agile Software Development with Scrum; 14. Images: Star Wars
characters are copyright of Lucasfilm Ltd. and www.starwars.com
Images of Death Star from
http://starwars.wikia.com/wiki/DS-1_Orbital_Battle_Station Images
of the X-Wing from http://starwars.wikia.com/wiki/Xwing Images of
the Tie Fighter from http://starwars.wikia.com/wiki/Tiefigter
Images of Darth Vader from
http://starwars.wikia.com/wiki/Anakin_Skywalker Free icons used
from https://www.iconfinder.com/ Other icons from
http://www.turbosquid.com/3d-models/ Other images purchased from
http://www.shutterstock.com/ Acknowledgments: Darth Vader plays
golf video from
http://www.youtube.com/watch?feature=player_embedded&v=81fwEmP2CKY
