The document discusses identifying an enterprise agile scorecard. It begins with background on why agile works and then discusses what prevents agile from working, including lack of clarity, accountability, and ability to measure progress. It proposes establishing clarity through an intentional value delivery structure, establishing accountability by governing demand with Kanban and Scrum, and establishing measurable progress by focusing on business drivers with metrics. Typical business drivers for adopting agile are delivering early ROI, quality, and predictability. Strategic objectives are outlined for each driver. The drivers are then analyzed and shown to be correlated, with groupings emerging around financial, delivery, and stability objectives.
5. #BBCCon 2015 Las Vegas
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Clarity
7. #BBCCon 2015 Las Vegas
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Clarity Accountability
8. #BBCCon 2015 Las Vegas
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Clarity Accountability Measureable Progress
9. #BBCCon 2015 Las Vegas
Simple enough… what keeps it
from working?
10. #BBCCon 2015 Las Vegas
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11. #BBCCon 2015 Las Vegas
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Lack of
Clarity
12. #BBCCon 2015 Las Vegas
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Database
Report
Screen
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Lack of
Clarity
Little
Accountability
13. #BBCCon 2015 Las Vegas
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Lack of
Clarity
Little
Accountability
Can’t
Measure Progress
15. #BBCCon 2015 Las Vegas
Team
Matrixed
Organizations
Limited Access to
Subject Matter
Expertise
Non-instantly
Available Resources
Too Much Work In
Process
Low Cohesion &
Tight Coupling
Shared Requirements
Between Teams
Technical Debt &
Defects
Large Products with
Diverse Technology
17. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
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User Story
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Lack of
Clarity
Little
Accountability
Can’t
Measure Progress
18. #BBCCon 2015 Las Vegas
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Database
Report
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Little
Accountability
Can’t
Measure Progress
Structure
19. #BBCCon 2015 Las Vegas
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Structure Governance Can’t
Measure Progress
20. #BBCCon 2015 Las Vegas
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Governance MetricsStructure
21. #BBCCon 2015 Las Vegas
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Structure Governance Metrics
Establish clarity through an
intentional value delivery
structure
22. #BBCCon 2015 Las Vegas
Team
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
23. #BBCCon 2015 Las Vegas
Team
Team
Delivery Teams – These teams integrate services
and write customer facing features. This is the
proto-typical Scrum team.
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
24. #BBCCon 2015 Las Vegas
Team
Team
Team
Product Owner Teams – These teams define
requirements, set technical direction, and
provide context and coordination.
Delivery Teams – These teams integrate services
and write customer facing features. This is the
proto-typical Scrum team.
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
25. #BBCCon 2015 Las Vegas
Team
Team
Team
Team
Portfolio Teams – These teams govern the
portfolio and make sure that work is moving
through the system.
Product Owner Teams – These teams define
requirements, set technical direction, and
provide context and coordination.
Delivery Teams – These teams integrate services
and write customer facing features. This is the
proto-typical Scrum team.
Services Teams – These teams support common
services across product lines. These teams
support the needs of the product teams.
26. #BBCCon 2015 Las Vegas
Team
Team
Team Team
Team
Team
Team Team Team Team
Product &
Services
Teams:
Stories
Program
Teams:
Features
Team
Portfolio
Teams:
Epics
27. #BBCCon 2015 Las Vegas
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Database
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Structure Governance Metrics
… Next, establish Accountability
by governing demand with
Kanban and Scrum
28. #BBCCon 2015 Las Vegas
Team
Team
Team Team
Team
Team
Team Team Team Team
Product &
Services
Teams:
Stories
Program
Teams:
Features
Scrum
Team
Portfolio
Teams:
Epics
29. #BBCCon 2015 Las Vegas
Team
Team
Team Team
Team
Team
Team Team Team Team
Product &
Services
Teams:
Stories
Program
Teams:
Features
Scrum
Kanban
Team
Portfolio
Teams:
Epics
30. #BBCCon 2015 Las Vegas
Team
Team
Team Team
Team
Team
Team Team Team Team
Product &
Services
Teams:
Stories
Program
Teams:
Features
Scrum
Kanban
Team
Portfolio
Teams:
Epics
Kanban
31. #BBCCon 2015 Las Vegas
The Work is Progressively
Elaborated by the Value
Delivery Structure
32. #BBCCon 2015 Las Vegas
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Structure Governance Metrics
… then, establish Measurable
Progress by focusing on the
Business Driver with metrics
33. #BBCCon 2015 Las Vegas
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Structure Governance Metrics
… And this has been a journey
34. #BBCCon 2015 Las Vegas
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Org.
Enablement
Define the
Product
Plan &
Coordinate
Deliver
the
Solutio
n
Continuous
Improvement
35. #BBCCon 2015 Las Vegas
Rank a team’s agility adoption on a scale of 1 – 5 over time
36. #BBCCon 2015 Las Vegas
Rank a team’s agility adoption on a scale of 1 – 5 over time
37. #BBCCon 2015 Las Vegas
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Org.
Enablement
Define the
Product
Plan &
Coordinate
Deliver
the
Solutio
n
Continuous
Improvement
Cool charts... but, are we
succeeding?
38. #BBCCon 2015 Las Vegas
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Structure Governance Metrics
It’s impossible to know…
What’s the context?
39. #BBCCon 2015 Las Vegas
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Structure Governance Metrics
… why agile…
... what will it take …
40. #BBCCon 2015 Las Vegas
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Structure Governance Metrics
… why agile…
... what will it take …
41. #BBCCon 2015 Las Vegas
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Structure Governance Metrics
Typically the answer is
something similar to:
“We want Early ROI, Quality &
Predictability”
42. #BBCCon 2015 Las Vegas
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Structure Governance Metrics
… why agile …
… what will it take...
43. #BBCCon 2015 Las Vegas
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Structure Governance Metrics
Typical Business Drivers
1. Deliver Early ROI
2. Quality, and
3. Predictability
44. #BBCCon 2015 Las Vegas
Typical Business Drivers
Strategic Objectives for each:
1. Deliver Early ROI
2. Quality, and
3. Predictability
45. #BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:
2. Quality, and
3. Predictability
46. #BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality, and
3. Predictability
47. #BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
3. Predictability
48. #BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability
49. #BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
50. #BBCCon 2015 Las Vegas
Strategic Objectives for each:
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
51. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
52. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
53. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. by:
– Delivering frequent, high quality releases
3. by:
– Creating Stable Teams
– Making Smaller Commitments
Predictability
Early ROI
Quality
54. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:
–
– Delivering the highest value features first
– Streamlining the delivery process
2. by:
– Delivering frequent, high quality releases
3. by:
– Creating Stable Teams
– Making Smaller Commitments
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
55. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:
–
–
– Streamlining the delivery process
2. by:
– Delivering frequent, high quality releases
3. by:
– Creating Stable Teams
– Making Smaller Commitments
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
56. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:
–
–
–
2. by:
– Delivering frequent, high quality releases
3. by:
– Creating Stable Teams
– Making Smaller Commitments
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
57. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:
–
–
–
2. by:
–
3. by:
– Creating Stable Teams
– Making Smaller Commitments
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
58. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:
–
–
–
2. by:
–
3. by:
–
– Making Smaller Commitments
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Stable teams
59. #BBCCon 2015 Las Vegas
Are there Correlations between these?
1. Deliver by:
–
–
–
2. by:
–
3. by:
–
–
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
60. #BBCCon 2015 Las Vegas
Are there Correlations between these?
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
61. #BBCCon 2015 Las Vegas
Are there Correlations between these?
PredictabilityEarly ROI Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
62. #BBCCon 2015 Las Vegas
Are there Correlations between these?
PredictabilityEarly ROI Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
63. #BBCCon 2015 Las Vegas
Are there Correlations between these?
PredictabilityEarly ROI Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Smaller
commitments
Stable teams
64. #BBCCon 2015 Las Vegas
Are there Correlations between these?
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Smaller
commitments
Stable teams
65. #BBCCon 2015 Las Vegas
These are correlated…
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the process
Delivering frequent
high quality releases
Smaller
commitments
Stable teams
66. #BBCCon 2015 Las Vegas
These are correlated… and we can start to
see groupings
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the processes
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
67. #BBCCon 2015 Las Vegas
These are correlated… and we can start to
see groupings
Financial
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the processes
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
68. #BBCCon 2015 Las Vegas
These are correlated… and we can start to
see groupings
Customer
Financial
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the processes
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
69. #BBCCon 2015 Las Vegas
These are correlated… and we can start to
see groupings
Customer
Ops & Processes
(Plan, Coordinate & Deliver)
Financial
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the processes
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
70. #BBCCon 2015 Las Vegas
These are correlated… and we can start to
see groupings
Customer
Ops & Processes
(Plan, Coordinate & Deliver)
Org Enablement
Financial
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the processes
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
71. #BBCCon 2015 Las Vegas
So… org enablement objectives will
impact ops & process objectives which
will in turn impact customer objectives
Customer
Ops & Processes
(Plan, Coordinate & Deliver)
Org Enablement
Financial
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the processes
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
72. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
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Structure Governance Metrics
… In answering the question
“what will it take” it becomes
clear that it takes intentionality
around the objectives
73. #BBCCon 2015 Las Vegas
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Structure Governance Metrics
… the objectives will need to be
realized through iterative and
incremental organizational
improvement
74. #BBCCon 2015 Las Vegas
Team
Database
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Structure Governance Metrics
But... Are we succeeding???
75. #BBCCon 2015 Las Vegas
Team
Database
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Structure Governance Metrics
We need specific measures …
76. #BBCCon 2015 Las Vegas
Strategic Objectives
Specific Measures for each:
1. Deliver Early ROI by:
– Succeeding or failing fast
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
77. #BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:
– Time to Market
– Delivering the highest value features first
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
78. #BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:
– Time to Market
– Value Delivery Performance
– Streamlining the delivery process
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
79. #BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:
– Time to Market
– Value Delivery Performance
– Process Efficiency
2. Quality by:
– Delivering frequent, high quality releases
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
80. #BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:
– Time to Market
– Value Delivery Performance
– Process Efficiency
2. Quality by:
– Delivery Cycle Time
3. Predictability by:
– Creating Stable Teams
– Making Smaller Commitments
81. #BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:
– Time to Market
– Value Delivery Performance
– Process Efficiency
2. Quality by:
– Delivery Cycle Time
3. Predictability by:
– Capacity Performance
– Making Smaller Commitments
82. #BBCCon 2015 Las Vegas
Identify Specific Measures
1. Deliver Early ROI by:
– Time to Market
– Value Delivery Performance
– Process Efficiency
2. Quality by:
– Delivery Cycle Time
3. Predictability by:
– Capacity Performance
– Commitment Performance
83. #BBCCon 2015 Las Vegas
Specific Measures
1. Deliver Early ROI by:
– Time to Market (Succeeding or failing fast)
– Value Delivery Performance (Delivering highest value features first)
– Process Efficiency (Streamlining the process)
2. Quality by:
– Delivery Cycle Time (Frequent high-quality releases)
3. Predictability by:
– Capacity Performance (Stable teams)
– Commitment Performance (Smaller commitments)
84. #BBCCon 2015 Las Vegas
Create a scorecard for the transformation
Strategic Measures Score/Rating
Time to Market
Value Delivery Performance
Delivery Cycle Time
Process Efficiency
Capacity Performance
Commitment Performance
85. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
We now have the context to
answer the question…
Are we succeeding?
86. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
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User Story
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User Story
User Story
User Story
Structure Governance Metrics
… by focusing on the Business
Driver and it’s Strategic
Objectives…
87. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
… we now have specific
measures to know if we are
succeeding!
88. #BBCCon 2015 Las Vegas
… and we understand that objectives will be
accomplished through iterative and
incremental organizational improvement
Customer
Ops & Processes
(Plan, Coordinate & Deliver)
Org Enablement
Financial
Predictability
Early ROI
Quality
Succeeding or
Failing Fast
Deliver High Value
Features First
Streamlining
the processes
Delivering frequent
high quality releases
Stable teams
Smaller
commitments
89. #BBCCon 2015 Las Vegas
Let’s adjust the scorecard to allow for
incremental and iterative changes…
Strategic Measures Score/Rating
Time to Market
Value Delivery Performance
Delivery Cycle Time
Process Efficiency
Capacity Performance
Commitment Performance
90. #BBCCon 2015 Las Vegas
Modify scorecard to maintain context around both near
term incremental and iterative changes and long term
Key Objectives for Current Changes Rating
Strategic measurements for Enterprise Agile Success Rating
Time to Market
Value Delivery Performance
Delivery Cycle Time
Process Efficiency
Capacity Performance
Commitment Performance
91. #BBCCon 2015 Las Vegas
Team
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Structure Governance Metrics
So… the scorecard provides
meaningful metrics that ensure
measurable progress towards
the transformation’s goal
93. #BBCCon 2015 Las Vegas
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Learn More about
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11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
Matrixed management
Non-instantly available resources
Project funding models
Limited access to subject matter expertise
Shared requirements between teams
Technical debt
Defects
Tightly coupled architectures
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.