Success Factors for Agile Planning: Agile Planning Successfully and Purposefully - Your Competitive Advantage
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About this ebook
Away from ideological and theoretical considerations, the experienced agile consultant and coach Mathias v. Waldeck describes his insights from a multitude of national and international agile projects, which were partly carried out with Scrum, partly with other agile methods and frameworks such as Kanban, DSDM, extreme programming and others.
With much practice purchase in this book not only the theory, but also the practical conversion and the success factors standing behind it are represented. Thus the reader wins concrete support for his own agile projects and reaches thereby in particular value maximization for his customers.
topics:
The VUCA world * Agile planning levels * Planning Onion * MVP - Minimum Viable Product * Release planning approaches * Agile estimation and agile estimation methods like Planning Poker, Affinity Estimation, Bucket System * Story Points * and many more
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Success Factors for Agile Planning - Mathias V. Waldeck
Inhaltsverzeichnis
Planning
The VUCA world
Volatility (volatility)
Uncertainty
Complexity
Ambiguity
Problems of traditional planning
Continuation of the existing project
Adapting the existing project
Agile Planning
Planning Onion
Product Planning
Release planning
Sprint Planning / Iteration Planning
Daily Planning
Release planning
Content vs. Time
Content based release planning
Time-based release planning
The best of both
MVP product and release planning for advanced users
Sprint Planning
What should be achieved?
What capacity the team has
Which competencies are available and to what extent?
The scope of the various requirements
Velocity-based sprint planning
Commitment-based sprint planning
Agile estimation
The most important result is not a number
Complexity instead of effort
Commercial estimates
Story Points, ideal days, working days, t-shirt sizes and dog breeds
Story Points
Ideal days - ideal hours
Working days
T-Shirt Sizes
Dog breeds and similar categorizations
Incorrect estimates as a success factor - why we should make
more mistakes
Estimate tasks?
Estimation methods
Planning Poker
Triangulation
T-Shirt Sizes
Bucket system
Large/unsure/small
Bibliography
Planning
The VUCA world
For some years now, articles on new and changing challenges facing the economy and people have been appearing in the press and specialist literature. Examples of this are rapid changes, the dynamics of markets and fashion trends, the ever-increasing complexity and interconnectedness of topics and systems, global competition, the speed at which markets and technologies change, and the clash of different ways of thinking, philosophies and political systems.
Many experts summarize this situation under the term VUCA
or VUCA world
. But what does it mean to live and plan in a VUCA world and what exactly does VUCA stand for?
VUCA stands for
Volatility (volatility)
Uncertainty
Complexity (complexity)
Ambiguity (ambiguity)
Volatility (volatility)
Volatility refers to the speed of change in an industry, a market or the world in general. It is characterized by fluctuations in demand, turbulence and short time to market. We recognize increasing volatility, for example, in the speed at which technological change occurs. Due to ever more advanced technologies and the use of ever faster computers and more sophisticated development tools, we are talking in some industries about capacities and development speeds in some technologies doubling annually, for example. The more volatile the world is, the faster things change.
Uncertainty
Uncertainty refers to the extent to which we can reliably predict the future. Part of the uncertainty is perceived and associated with people's inability to understand what is going on. However, uncertainty is also a more objective characteristic of an environment. Really uncertain environments are those that do not allow for prediction, even on a statistical basis. The more uncertain the world is, the more difficult it is to predict.
Complexity
Complexity refers to the number of factors we have to consider, their diversity and the relationships between them. The more factors determine or influence a situation, the greater its diversity and the more they are interrelated, the more complex an environment is. When complexity is high, it is impossible to fully analyze the environment and reach rational conclusions. The more complex the world is, the more difficult it is to analyze. ¹
¹ In this context, we would also like to refer to the Cynefin model by Dave Snowden.
Wikipedia.com
"The Cynefin framework is a knowledge management model with the task to describe problems, situations and systems. The model provides a typology of contexts that give an indication of what kind of explanations or solutions might apply.
Cynefin is a Welsh word that is usually translated in German as 'Lebensraum' or 'Platz', although this translation cannot convey its full meaning. A full translation of the word would