Group items tagged

Design of Distrib. & Multi-Core Systems & SoftwareDuration: 2d; Start dates:21/02/2007; 04/

Embedded Linux BasicsDuration: 3d; Start dates:19/03/2007; 20/05/2007;

Institute an agile transition team, and have the agile PMO play a significant role on that team. If you are starting on the journey, establishing an agile transition team can be a critical factor in your success. The agile transition team plans and implements the strategy for the organization’s agile transition (using a backlog, iterations, planning meetings, retrospectives and, in general, responding to change) This group monitors and communicates results throughout the organization, and is responsible for removing organizational level impediments. The PMO representative can act as ScrumMaster for the agile transition team. Members should be leaders representing different departments and functions that are impacted by the agile transition. For example, having leaders from development, QA, product development and the PMO is an excellent practice.

Establish a “Meta Scrum” that is tasked with mapping projects and features to corporate strategy. As part of optimizing the whole, it is important for there to be a big picture view across products and features. In general, product managers are tasked with defining, prioritizing and communicating the vision and features for their products. When you have a program that encompasses multiple products with multiple product owners and project teams, keeping everything in line with the corporate vision can sometimes be overlooked.   Unlike the Scrum of Scrums--which is tactical, i.e. focused on execution--the Meta Scrum is focused on the strategic planning and decisions guiding the program or programs as a whole. Establishing a Meta Scrum with the PMO representative acting as ScrumMaster to plan and facilitate meetings (as well as reporting and tracking decisions and action items) can add significant value in having a program able to rapidly respond to change while staying true to the corporate strategy and objectives.

I like using story points to establish the velocity of individual teams. From a program point of view, however, story points are difficult to use across multiple teams. The nut there is that one team’s story point is not equivalent to another team’s story point. To crack that nut, I use agileEVM to “normalize” to standard project management metrics like the Cost Performance Index and the Schedule Performance Index, as well as the Estimate At Complete in integrated dollars. These metrics can be aggregated across teams to establish progress against the plan for the entire program.