| What and Why Customer Centricity? | Customer-centric Enterprises deliver whole-product solutions that are designed with a deep understanding of Customer needs |
| Advantages of Customer-centric business? | Greater profits
Increased employee engagement
More satisfied customers |
| What to customer-centric governments and nonprofits create? | The resilience, sustainability and alignment needed to fulfill their mission |
| What is customer-centricity mindset? | Understand the customer's needs
Focus on the customer
Think like the customer
Know customer life-time value
Build whole product solutions
EVERYTHING IS ABOUT THE CUSTOMER |
| What is Design Thinking? | Design thinking is a clear and continuous understanding of the target market, customers, the problems they are facing and the jobs to be done. |
| What is Problem Space? | Understand the problem and define it
Discover the problem by Gemba walks(Go See)
Define the problem using Personas and Empathy maps |
| What is Solution Space? | Design the right solution by developing an delivering a viable, feasible, desirable and a sustainable solution by
Develop using Journey maps, Story mapping and Prototyping
Delivery by Prototyping |
| What are Personas? | Personas are different fictional characters that represent the different people who might use your product.
They convey the problems they are facing in context and key triggers for using the product
They capture rich, concise information that inspires great products without unnecessary details |
| What are Empathy Maps? | Use empathy maps to identify with customers
It is a tool that helps teams develop deep, shared understanding and empathy for the customer
Used to design better user experience and Value streams |
| What is a Program Backlog? | Features are managed through the Program Backlog
The Program Backlog is the holding area for upcoming features that will address user needs and deliver business benefits for a single Agile Release Train(ART) |
| What is Vision? | Vision aligns everyone on the products direction
Vision is the description of the future state of the product |
| What are Features? | Features represent the work for the Agile Release Train
Feature benefit hypothesis justifies development cost and provides business perspective for decision-making
Acceptance criteria are typically defined during the Program Backlog refinement
Reflect functional and non functional requirements
Fits in one Program Increment |
| What are Stories? | Features are implemented by Stories
Stories are small increments of value that can be developed in days and are relatively easy to estimate
Story user-voice form captures role, activity and goal
Features fit in one PI for one ART; stories fit in one iteration for one team |
| How are stories estimated? | Stories are estimated with relative story points |
| What is a story point? | A story point is a singular number that represents
Volume
Complexity
Knowledge and
Uncertainty
Story points are relative and are not connected to any specific unit of measure |
| Guidance on story point | An 8-point story should take relatively 4 times longer than the 2-point story |
| What is Poker estimation? | Used for fast and relative estimating
It combines expert opinion, analogy and disaggregation for quick but reliable estimates
All members participate in estimation |
| Steps in Poker estimation | Each estimator gets a deck of cards
Read a job/task
Estimators privately select cards
Cards are turned over
Discuss differences
Re-estimate |
| How to prioritize features for optimal ROI? | The cost of delay(COD) in delivering value
What is the cost to implement the valuable thing?
If you have to quantify only one thing then quantify the cost of delay(COD) |
| Prioritize Program Backlog using WSJF | WSJF - Weighted Shortest Job First
WSJF = Cost of Delay/Job Duration |
| How is cost of delay calculated? | User-business value
Time criticality
Risk reduction/opportunity enablement |
| How is Job duration calculated | By job size |
| Formula for WSJF | WSJF = (User business value + Time criticality + Risk reduction)/Job size |
| General case of Cost of Delay and duration | Always give preference to jobs with higher cost of delay and lower job duration |
| Who are the WSJF(Weighted Shortest Job First) stakeholders | Business owners, Product owners, Product Managers and System Architects |
| What is Program Increment(PI) Planning? | Program Increment(PI) planning is a cadence based event that serves as the heart beat of the Agile Release Train(ART), aligning all teams on the ART to a shared mission and vision |
| Key features of PI Planning | PI planning should be done in two days every 10-12 weeks
Everyone plans together
Product management owns features priorities
Development teams own high level estimates and story planning
Architect/Engineering and UX works as intermediaries for governance, interfaces and dependencies |
| What are the benefits of PI Planning? | Establishing personal communication across all team members and stakeholders
Aligning development to business goals with the business context, Vision and Team/Program PI objectives
Identifying dependencies and fostering cross team and cross ART collaboration
Providing the opportunity for just the right amount of architecture and Lean User Experience(UX) guidance
Matching demand to capacity, eliminating excess work in process
Fast decision making |
| What are Program Increment(PI) Objectives? | Objectives are business summaries of what each team intends to deliver in the upcoming Program Increment(PI)
They ofter directly relate to intended features in the Backlog |
| What are uncommited objectives? | Uncommited objectives help to maintain predictability of delivering business value
They are planned and not 'extra things team do' just in case you have time
They are not included in the commitment thus making the commitment more reliable
If the team has low confidence on the meeting the objective then it should be moved to uncommited
If the objective has many unknowns then consider moving it into uncommitted and putting in early spikes
Uncommited objectives count when calculating load |
| How are Program Risks addressed? | By ROAM
R- Resolved - Has been addressed. No longer a concern
O - Owned - Someone has taken the ownership of that risk
A - Accepted - Nothing can be done. If the risk occurs, then the release may be compromised
M - Mitigated - Team has a plan to adjust as necessary |
| What the different ART Events? | Scrum of Scrums
PO Sync
Both are considered as ART sync
System Demo
Prepare for PI Planning
Inspect and Adapt
PI Planning |
| What the different SCRUM Events? | Daily Stand up
Iteration review - Sprint Review
Backlog refinement
Iteration or Sprint retrospective
Iteration or Spring planning |
| What is Scrum of Scrums? | Coordinate progress among Scrum teams
Visibility into progress and impediments
Facilitated by RTE
Participants: Scrum Masters, other select team members, SMEs if necessary
Weekly or more frequently, 30-60 minutes
Timeboxed and followed by meet-after |
| Activities of Product Owner(PO) sync | Visibility into progress, scope and priority adjustments
Facilitated by RTE or PM
PM's, PO's, other stake holders and SME's as necessary
Weekly or more frequently
Time boxed and followed by meet-after |
| What is Innovation and Planning iteration? | used for facilitate reliability, Program Increment readiness, planning and innovation
Innovation: Opportunity for innovation, hackathons and infrastructure improvements
Planning: Provides for cadence based planning
Estimating guard band for cadence-based delivery |
| Without IP iteration? | Lack of delivery capacity buffer impacts predictability
Little innovation: tyranny of urgent
Technical debt grows uncontrollably
People burn out
No time for teams to plan, demo or improve together |
| Advantages of Inspect and Adapt event | Three parts of Inspect and Adapt
The PI system demo
Quantitative and Qualitative measurements
Problem solving workshop
Timebox-3-4 hrs per PI
Attendees - Teams and Stakeholders |
| PI System Demo event | At the end of the PI, teams demonstrate the current state of the solution to the appropriate stake holders
Often led by the Product Management, PO team and the System team
Attended by Business owners, ART stakeholders, Product management, RTE, Scrum Masters and teams |
| CALMR approach to DevOps | Culture - Establish a culture of shared responsibility for development, deployment and operations
Automation - Automate the continuous delivery pipeline
Lean flow - Keep batch sizes small, limit WIP and provide extremely visibility
Measurement - Measure the flow through the pipeline. Implement full stack telemetry
Recovery - Architect and enable low risk releases. Establish fast recovery, fast reversion and fast fix-forward |
| What is continuous delivery pipeline with DevOps | The Continuous Delivery Pipeline(CDP) represents the workflow, activities, and automation needed to deliver new functionality more frequently
Each Agile release train builds and maintains or share a pipeline
Organizations map their current pipeline into this new structure and remove delays and improve the efficiency of each step
CDP = CE + CI + CD |
| CE - Continuous Exploration | Understand customer needs
Hypothesize - Collaborate and Research - Architect - Synthesize leads to PI planning |
| CI - Continuous Integration | A critical technical practice of ART
Develop - Build - Test - Stage |
| CD - Continuous deployment | Getting to production early
Deploy - Verify - Monitor - Respond |
| Why should you separate Deploy from Release | Separate deploy to production from release
by hiding all new functionality by feature toggles
- this enables testing background and foreground processes in the actual production environment before exposing new functionality to users
Timing the release becomes the business decision |
