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L E S S O N S F R O M T H E F I E L DA G I L E
Managing Time In Agile
Pierre E. Neis | [email protected]
The Scrum example
+ Time management in Scrum + Total time in meetings + The Scrum Flow + How to manage your time
Time Management In Scrum 1/2
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Sprin
t Plan
ning 1
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Sprin
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Revie
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D A I LY S C R U M E V E RY D AY
Sprint
S P R I N T M A N A G E S T H E T I M E I N S C R U M .
I T C O N T E N T S A L L T H E R E Q U I R E D A N D S U F F I S A N T M E E T I N G S F O R G O T S Y N C H R O N I S AT I O N O F T H E D E V E L O P M E N T P R O G R E S S .
A L L T H E M E E T I N G S B E S I D E S O F T H E S E B E Y O N D A R E C O N S I D E R E D A N D T R A C K E D A S I M P E D I M E N T S O R D I S T R A C T I O N S ( I E U N P L A N N E D W O R K ) .
G R O O M I N G
E S T I M AT I O N
F O R K A N B A N … . W E U S E S 1 W E E K C Y C L E T I M E I N S T E A D O F S P R I N T !
© Pierre E. Neis
Time Management In Scrum 2/2
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D A I LY S C R U M , 1 5 M I N E A C H D AY, S A M E T I M E , S A M E L O C AT I O N
Sprint Planning 1 S P R I N T P L A N N I N G PA RT 1 : D E F I N I N G T H E W H AT ( P U R P O S E )
Sprint Planning 2 S P R I N T P L A N N I N G PA RT 2 : D E F I N I N G T H E H O W ( A U T O N O M Y )
⎬ 2 H O U R S F O R A 2 W E E K S S P R I N T
G R O O M I N G , 1 H O U R / W E E K
E S T I M AT I O N , 1 H O U R / W E E K
Sprint Review S P R I N T R E V I E W W I T H T H E S TA K E H O L D E R S : 2 H O U R S F O R A 2 W E E K S P R I N T
Rétrospective R E T R O S P E C T I V E , 1 , 5 H O U R S F O R A 2 W E E K S P R I N T
© Pierre E. Neis
Total Time In Meetings
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M E E T I N G T O TA L T I M E S P E N D
Sprint 2 weeks or 10 days
Daily scrum (10x15 min) 2 h 30
Sprint Planning (1& 2) 2 h
Grooming 2 h
Estimation (Business, Customer, User & PO) 2 h
Sprint Review 2 h
Rétrospective 1 h 30
15% of the allocated time
© Pierre E. Neis
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ReleaseP R I O R I T I S E D
P R O D U C T B A C K L O G
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R E L E A S E P L A N R E L E A S E P L A N - U P D AT E
V 0 . 1 V 0 . 2 V 0 . 3 V X
Tactical
Strategical
S O U R C E : B . G L O G E R
© Pierre E. Neis
How To Manage Your Time
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M E E T I N G S A R E P L A N N E D I N
A D VA N C E ( N E W R O U T I N E )
A G E N D A I S G I V E N AT I N V I TAT I O N
M E E T I N G S S TA RT A N D E N D O N T I M E
M I N U T E S O R R E C O R D S A R E
S H A R E D O N A W I K I B Y E X .
© Pierre E. Neis
Tactical meetings
+ Sprint Planning + Daily scrum + Sprint Review + Retrospective + Grooming
Sprint Planning
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S TAT U S : P L A N N E D
PA RT I C I PA N T S : U S E R S , C U S T O M E R S , M A N A G E M E N T, D E V E L O P M E N T T E A M , S C R U M M A S T E R
FA C I L I TAT O R : P R O D U C T O W N E R
T I M E : AT S P R I N T S TA RT
D U R AT I O N : 2 H O U R S F O R A 2 W E E K S P R I N T
A G E N D A : D E F I N I T I O N A N D P L A N N I N G O F S P R I N T A C T I V I T I E S
Like Sprint length remains the same throughout the project, usually the scrum master records invitations in Outlook for the entire year once and check the consistency with the working days.
IF MORE TIME IS NEEDED THEN ASK
YOURSELF IF YOU WERE READY ENOUGH
© Pierre E. Neis
Daily Scrum
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P L A N N E D
D E V E L O P M E N T T E A M , S C R U M M A S T E R , P R O D U C T O W N E R , ( S O M E T I M E S D E P E N D E N C Y T E A M M E M B E R , E X . D E V O P S )
E V E RY D AY, S A M E P L A C E , S A M E T I M E
1 5 M I N U T E S
P R O G R E S S I O N O F S P R I N T B A C K L O G A C T I V I T I E S
A Daily scrum is a conversation between the doers to synchronise their work, revealing their daily ability to manage it and identify « the icebergs » floating around their progress. Status is just a consequence, only transparence and discussion matters.
A L L T H E PA RT I C I PA N T S I N A S E L F M A N A G E D M A N N E R
S TAT U S :
PA RT I C I PA N T S :
FA C I L I TAT O R :
T I M E :
D U R AT I O N :
A G E N D A :
© Pierre E. Neis
Sprint Review
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S TAT U S : P L A N N E D
PA RT I C I PA N T S : U S E R S , C U S T O M E R S , M A N A G E M E N T, D E V E L O P M E N T T E A M , S C R U M M A S T E R
FA C I L I TAT O R : P R O D U C T O W N E R
T I M E : AT S P R I N T E N D
D U R AT I O N : 2 H O U R S F O R A T W O W E E K S P R I N T F O R A W E E K S P R I N T
A G E N D A : D E M O N S T R AT I O N O F « D O N E » I T E M S , I N S P E C T & A D A P T O F T H E S TA K E H O L D E R S
The « show-and-tell » is only a small part of the meeting: if you need to show how busy you was, to show « daddy how nice you was » then be sure that something went wrong. Here the actors are only the stakeholders!
P R E -R E Q U I S I T E S :
D E M O I S R E A D Y, S P R I N T B A C K L O G I S U P D AT E D , I M P E D I M E N T S L I S T S I S U P D AT E D
© Pierre E. Neis
Retrospective
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P L A N N E D
D E V E L O P M E N T T E A M , S C R U M M A S T E R , P R O D U C T O W N E R
S C R U M M A S T E R
AT S P R I N T E N D
9 0 M I N U T E S F O R A 2 W E E K S P R I N T
R E V I E W O F S P R I N T A C T I V I T Y, I M P E D I M E N T S , L E S S O N S L E A R N E D , A M E L I O R AT I O N P L A N , T E A M B U I L D I N G
This is a team event for the team and only for it. Scrum master can report of this meeting but with team agreements.
S TAT U S :
PA RT I C I PA N T S :
FA C I L I TAT O R :
T I M E :
D U R AT I O N :
A G E N D A :
© Pierre E. Neis
Grooming
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P L A N N E D
D E V E L O P M E N T T E A M , S C R U M M A S T E R , P R O D U C T O W N E R + W H O E V E R C A N H E L P T O C L A R I F Y
1 H O U R P E R W E E K
I T ’ S B A C K L O G R E F I N E M E N T ( S P R I N T O R P R O D U C T )
1 hour is a minimal set of course. Please avoid to much stops and goes during a sprint, it doesn’t matter if the work is completed at sprint end. All the left items are great opportunities for improvement: some work wasn’t necessary, some too big, some dependencies haven’t been cleared, etc…
U P T O T H E T E A M , AT L E A S T S C R U M M A S T E R ’ S
S TAT U S :
PA RT I C I PA N T S :
FA C I L I TAT O R :
T I M E :
D U R AT I O N :
A G E N D A :
I D E A L LY I N T H E M O R N I N G
© Pierre E. Neis
Strategical meetings
+ business value estimation + scrum-of-scrums
no feet, no sweet
Business Value Estimation
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P L A N N E D
C U S T O M E R S , M A N A G E M E N T
P R O D U C T O W N E R
O N C E A W E E K A N D AT T H E E N D O F E A C H S P R I N T
1 H O U R
TA K I N G C H A N G E S I N T O A C C O U N T, P R O D U C T B A C K L O G R E - P R I O R I T I S AT I O N , R E L E A S E P L A N U P D AT E
The weekly meeting allows to transparency demands and find a new development strategy. « NO feet, no sweet » rule means that only people attending the estimation has a voice.
S TAT U S :
PA RT I C I PA N T S :
FA C I L I TAT O R :
T I M E :
D U R AT I O N :
A G E N D A :
© Pierre E. Neis
synchronisation
Scrum-Of-Scrums
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P L A N N E D
T H E P R O D U C T S O W N E R S , C U S T O M E R S , M A N A G E M E N T
C H I E F P R O D U C T O W N E R
O N C E A W E E K , S A M E T I M E , S A M E P L A C E
1 H O U R
T H E P R O D U C T S O W N E R S A N S W E R T H E 3 Q U E S T I O N S : • W H I C H S T O R I E S A R E D O N E S I N C E L A S T T I M E W E M E T ? • W H I C H S T O R I E S A R E I N - P R O G R E S S ? • W H AT A R E T H E D E P E N D E N C I E S I M P E D I N G T H E P R O G R E S S ?
This meeting is necessary to synchronise different teams. It's not a status meeting, but really a synchronisation meeting to know when the solution will "land" and how to anticipate problems. This meeting takes place in front of the physical Portfolio board containing all the stories in development.
S TAT U S :
PA RT I C I PA N T S :
FA C I L I TAT O R :
T I M E :
D U R AT I O N :
A G E N D A :
© Pierre E. Neis
Stephen Covey’s time management Grid
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U R G E N T N O T U R G E N T
IMP
OR
TAN
TN
OT
IM
PO
RTA
NT
N E C E S S I T Y Q U A L I T Y & P E R S O N A L L E A D E R S H I P
D E C E P T I O N WA S T E
your key action: manage your key action: focus
your key action: caution, avoid your key action: avoid
Activities: • crises • deadline activities • emergencies • pressing problems
• last minute preparation
Activities: • preparation &
planning • clarification of the
value • autonomisation
• consolidation of relations
• playtime
Activities: • follow the priorities
and expectations of others
• frequent interruptions
• too many messages, too many phone calls
• masked importance emergency
Activities: • Activities leakage • distractions • over-producing • procrastination
emails
• some mails • some phone calls
© Pierre E. Neis
Softskills applied to non-violent communication
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Hand Head Heart
H AV E R U L E S A N D P R O C E D U R E S
K N O W I N G R U L E S A N D P R O C E D U R E S
A D H E R E T O R U L E S A N D P R O C E D U R E S
© Pierre E. Neis
The Basic Questions For Soft Controls:
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The 8 Soft Controls Explanation1.CLARITY
Theextenttowhichethicalexpecta7ons,suchasvalues,norms,policies&procedures,andprinciplesareconcreteandunderstandabletoemployees.Isitclearforemployeeshowtheyshouldactandwhatthestandardsare?
2.CONGRUENCEOFMANAGEMENT/TONEATTHETOP/CONSISTENCY
Theextenttowhichmanagers(andemployees)applyorganiza7onalstandardstotheirownbehaviour.
3.DISCUSSABILITY Theextenttowhichissuesanddilemmascanbediscussedinternally.
4.FEASIBILITY/ACHIEVABILITY Theextenttowhichorganisa7onalgoalsarealignedwithvaluesandprinciples.Doemployeeshaveenough7me,means,authorityandinforma7ontorealizetheirresponsibili7es?
5.SUPPORTABILITY Theextenttowhichtheorganiza7ons7mulatesiden7fica7onwiththeethicsoftheorganiza7onamongemployeesandemployeesac7velyendorsethevaluesandprinciples.
6.TRANSPARENCY
Thedegreetowhichmanagementandstaffhaveaviewoneachothersbehaviour.7.ACCOUNTABILITY Theextenttowhichmanagersandemployeescanconfronteachotherwiththeirconductorissues.
8.SANCTIONABILITYTheextenttowhichemployeesbelievethatunethicalornoncompliantbehaviourwillbepunishedandethicalorcompliantbehaviourwillberewarded.
© Pierre E. Neis
Example of large organisation
DAILY MEETINGS • DAILY STAND UP
• Attendees: Scrum Team (Development Team, Scrum Master, Product Owner) • Moderation: Scrum Team (self organised) • Purpose: status meeting, highlight impediments • Duration: 15 minutes • When: each day, same time, same location
WEEKLY MEETINGS • REFINEMENT MEETINGS
• Attendees: Scrum Team (Development Team, Scrum Master, Product Owner) + people to respond on team issues • Moderation: Scrum Master • Purpose: grooming both Sprint and Product Backlog in Development perspective, Planning Poker (effort estimation),
collaborative solution focused meeting • Duration: 45 minutes • When: once a week
• SCRUM-OF-SCRUMS • Attendees: Product Owners, Management (passive) & Customers (passive) • Moderation: Chief Product Owner • Purpose: status meeting on development, identify and respond on overlaps and hints • Duration: 45 minutes • When: once a week, same day, same place
• GROOMING • Attendees: Product Owners,& Customers (passive) • Moderation: Product Owner • Purpose: user stories and product backlog grooming, set up business values on user stories • Duration: 45 minutes • When: once a week, same day, same place
BI-WEEKLY MEETINGS • SPRINT PLANNING
• Attendees: Management & Customers (on-demand), Scrum Team • Moderation: Product Owner • Purpose: defining Sprint Objective and Sprint Backlog • Duration: 45 minutes • When: at Sprint start
• SPRINT REVIEW • Attendees: Management & Customers (active), Scrum Team • Moderation: Product Owner • Purpose: show and tell of sprint outcomes, inspect/adapt from the stakeholders • Duration: 45 minutes • When: at the end of the Sprint
• SPRINT RETROSPECTIVE • Attendees: Scrum Team • Moderation: Scrum Master • Purpose: inspect/adapt from the development process, • Duration: 45 minutes • When: after Sprint Review
• ROADMAP UPDATE • Attendees: Management, Customer, RUN (HB Operations), Users • Moderation: Chief Product Owner • Purpose: Update the roadmap according to Sprint outcomes • Duration: 45 minutes • When: after Sprint Review
MONTHLY MEETINGS • RELEASE MEETING
• Attendees: Management & Customers (active), PO Team • Moderation: Chief Product Owner • Purpose: show and tell of sprint outcomes, inspect/adapt from the stakeholders • Duration: 45 minutes • When: at the end of the Release
Project Level
© Pierre E. Neis
Conclusion• Referring to the scrum framework, all the
meetings outside the « ceremonies » are considered as « impediments » or « distractions » and fosters confusion.
• In large project or programs, a couple of new meetings to synchronise the effort, like scrum-of-scrums and delivery meetings, can be added in the global time constraint of 15% of time.
• Product Owners and Scrum Masters do have beside meetings and these should not impact the self organised cycle of development teams. These meetings should provide matter for the project/program.
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Pierre [email protected] | @elpedromajor
