Step-by-Step Complete Agile Program Management Model

Agile Program Management Process
(Hypothetical) R&R Initiative
Vishal Sheth, CSM, CSP, CSPO, PMP
Copyright Vishal Sheth 2012

Why Are We Here?
 Project R&R is ready for launch
 Scope:
 Reinvent Ratings & Reviews
 Expected Timeline:
 Up to a year
 Estimated Resources:
 3 Product Teams (PO, Dev, QA, UX, Pubs)
 1 Marketing / 1 Product Mktg Resource
 1 Client Services Resource
 0.5 Sales / 0.5 Support Resource
 Benefit:
 Revolutionize the world of Ratings &
Reviews while generating MIRR >= 20%

What Does The Opportunity Look Like?
 Value Proposition (Tangible & Intangible)
 Target Market
 Market Size (Revenues/Savings)
 Success Metrics
 Competitive Landscape
 Our Differentiator
 Market Timing
 Deployment Strategy
 Critical Success Factors
*Supplemental handout has R&R Opportunity Assessment

What are our Assumptions?
 R&R Initiative is the highest value opportunity at this time
 We want to be nimble to market opportunities/changes
 Teams are available for the planned duration and are co-located
except for some Sales/Mktg folks
 Each Feature is independently releasable/configurable
 Users will be available as needed for Usability Tests
 Program Manager will play a multi-faceted role:
 Overall oversight & cross-functional coordination
 ScrumMaster for the 3 Delivery teams
 Release Manager (managing business readiness)
 Vendor Manager (if needed)
 No 3rd Party Vendor/Tool needed
 Sprints are 2 weeks long

What Is Our Game Plan?
1. Smart Scoping: Zoom in on 20% of the features that derive 80% of benefit
2. Integrated Quality: Not just Robustness but Usefulness and Usability too
3. Cross Functional Discovery: Involve all functions up-front
4. Feedback Loops: Understand feedback to drive positive change – Agility
5. Escalation Protocol: Surface concerns early and often
6. Proactive Risk Management: Identify and address highest risk at all times
7. Success Metrics: Keep an eye on objective and subjective measurements
8. Phase Gate Approach: Regular checkpoints and course correction
9. Meticulous Planning, Coordination and Communication: Planning and
visibility Cross Team, Inter Team, Stakeholders, Sponsor

Smart Scoping
 Simplicity will be our overarching theme
 The art of maximizing the amount of work not done
 Smart Scoping - Secure highest value (to customers &
business) as early as possible
 80% of value is typically derived from 20% of the features
 MS Word, Excel etc
 Smart Prioritization
 Mitigate highest risk (by Probability and Impact) as early as
possible
 Architectural Feasibility/Technical challenges
 Legal issues
 Align cross-team integration points
 Ensure early validation of technology touch points

Integrated Quality – Fitness For Use
 We ensure robustness in smart yet cost effective
ways
Manual
System
Affected Sub-System
Integration
UI Functional
Unit
As Needed;
As Little As
Possible
Every
Sprint
Daily
Every
Build

Integrated Quality – Useful & Usable
 Usability validation
is built into process
 Usability Testing
 Visual Design
 Interaction Design
 UI Implementation
 Usability Testing &
Localization for
International Clients
from Phase 1

Cross-Functional Discovery
PO
UX
TL/ARCH
PGM
STAKE
HOLDERS
User Needs
Assessment
Create/Maint
ain Epics
Use Cases /
Workflows
Update
Roadmap Write Stories
Persona
Study
Clickable
Prototypes
Preliminary
IA
High Fidelity
Prototypes
Buy v/s Build
Decisions
3rd Party
Evaluation
Proof of
Concept
Create Release Roadmap / Release Plan
Plan High Level Dependencies
Facilitation
GATE II
Review Roadmap
/ Prototypes
User/Client
Svcs F/back
GATE 1
Review Use
Case Details
t

Feedback Loops
 We will use every opportunity to Inspect-and-Adapt
 Product Feedback Loops
 Global Usability Testing – Wireframes/Prototypes
 Sprint Demos / UATs
 Usability Testing – Functional
 Stage Gates
 Post Release - Alpha, Beta, GA releases
 Process/Status Feedback Loops (PGM to facilitate)
 Daily Scrum (Delivery Team)
 Scrum-of-Scrum (Delivery Leads for Dev, QA, PO) – As needed
 Weekly Discovery Team Meetings (incl. Pubs, UX, Client Svcs)
 Weekly Grooming Meetings (Delivery Team)
 Sprint Retrospective (Delivery Team) - keep an eye on recurring topics
 Bi-Weekly Program Meeting (Sponsor/Stakeholder/Lead)
 Market Launch Team Meeting - Sales, Mktg, Product Mktg, Client Svcs, PO
 Post-Launch Review Meetings
 (Optional) Agile Brown Bag Lunches

Established Escalation Protocol
 We are an empowered and responsible Team
 If issue can be resolved by Individual, it should be
 If issue can be resolved by Team, it should be
 If issue is across Teams, it should be addressed at Scrum-of-
Scrum level
 If issue is Organizational, it should be raised at SoS or to PGM
 Escalation Opportunities
 Report to PGM – Always & Anytime
 Team – Email, Daily Scrum, Retrospective
 Program – Email, Daily SoS
 Sponsor – Tier 1: Immediate; Tier 2: Bi-weekly Sponsor Mtg
 Public log of Open Blockers
Date Details Severity Impact Owner Status / ETA

Proactive Risk Management
 We will succeed and fail together
 An unmitigated risk can wipe out best laid plans
 No one person can identify all Issues/Risks
 Environment of collective ownership, openness, awareness
 All Risks Matter and should be reported to PGM
 Address Highest Risk Item(s) by Probability & Impact
 Not all Risks require action but all require a mitigation plan
 P/I Assessment conducted by Discovery Team
 Public log of Potential Risk
Date Details Probability Impact Owner Mitigation Plan

Success Metrics
 We will take calculated, measured, Risks
 We will monitor tangible and intangible benefits at each phase
 Primary focus on Leading Indicators as we iterate in Production
 We plan to re-plan and course correct
 Tracking to be built in as features are developed
 Appropriate Metrics will be reviewed at Phase Gates
 Only Features that meet or exceed targets will be
promoted from Beta to GA (this comes with a huge side
benefit)
Feature Category
Stated
Goal
Operational
Definition
Specification
Units
Data
Needed
Leading /
Lagging
Indicator?
Expected
Measurable
LL UL Target Benefit Actual

Phase Gate Approach
 While we believe in our ideas, we will optimize spend by
testing each hypothesis as quickly as possible
 We will review objectively across various dimensions and
course correct as appropriate
PAB
Review
MMF
Review
Architectural
Feasibility
Usability
Review
Sprint
Demos
Alpha
Feedback
Beta
Feedback
Post-GA Leading
Indicators Review
Post-GA Lagging
Indicators Review
Opportunity
Assessment Phase Discovery Phase
Implementation
Phase
Limited
Availability Phase
General
Availability Phase
Market Opportunity Window/Competitive Factors Analysis

Planning
 Release/Feature Level Plans to include:
 Milestones
 Release/Feature Description
 Release/Feature Goals/Metrics
 Customer Benefits (to be used by and for Marketing)
 Inter-Team Dependencies (Inbound and Outbound)
 UX/Design Needs (provided by UX Leads, PO)
 Technical Needs (provided by Tech. Leads & IT/Ops)
 Regression Needs (provided by QA Lead)
 Other Needs (Alpha/Beta Testers, Consulting etc)

Milestones
t
Feature1
DISCOVERY:
User Needs,
Persona,
Use Cases
PHASE
GATE 1
PHASE
GATE 2
PHASE
GATE 3
PHASE
GATE 4
PHASE
GATE 5
PHASE
GATE 6
DISCOVERY: IA,
Usability Testing,
MMF/Stories, PoC
SPRINTS ALPHA BETA GA
HARDENING:
Bug Fixing,
Usability Testing
VALIDATION:
Metrics Collection,
Fdbck/Improvements
GA Launch Prep
HARDENING:
Bug Fixing,
Metrics Collection
MONITORING/IMPROVEMENTS:
Metrics Collection,
Fdbck/Improvements

Coordination & Communication
 Dashboard
 Regular Product/Process/Status Meetings
 Management
 Cross-Functional
 Cross-Team
 Inter & Intra Team
 Mailing lists for each of the above groups
 Phase Gate Review Meetings
 Docs – Tech Pubs, Samples, Marketing/Sales Pitch
 Training – Videos, Sessions (Client Svcs, Support)
 Escalation Protocol (for anything outside the norm)

Dashboard
 Pulls everything together into a consistent snapshot
 Overall timeline with critical Milestones from Release Plan
 For each Release/Feature currently in-flight:
 Current state of Minimum Marketable Feature (MMF)
 Blockers/Risks/Delays
 Dependency Tracking
 Current Spend (# of FTE) v/s Budgeted Spend - Burn Rate
 Success Metrics
 For each Team currently assigned:
 MMF/Component being worked on
 Blockers/Risks/Delays
 Dependency Tracking
 Sprint Burndown/Velocity/Total MMF Size
 For each Feature already released:
 Maintenance Spend (Man Hours)
 Customer Satisfaction (SUS Score)
 Metrics - Expected v/s Realized Benefit in Production

Summary – Agile PGM Model
Successful Programs depend on pulling together multiple Factors
1. Smart Scoping: Zoom in on 20% of features that derive 80% of
benefit
2. Integrated Quality: Robustness, Usefulness and Usability too
3. Cross Functional Discovery: Involve all functions up-front
4. Feedback Loops: Understand feedback to drive positive change –
Agility
5. Escalation Protocol: Surface concerns early and often
6. Proactive Risk Management: Identify and address highest risk at
all times
7. Success Metrics: Keep an eye on objective and subjective
measurements
8. Phase Gate Approach: Regular checkpoints and course correction
9. Meticulous Planning, Coordination and Communication:
Planning and visibility Cross Team, Inter Team, Stakeholders,
Sponsor(s).

Questions?
Vishal Sheth, CSM, CSP, CSPO, PMP
Pragmatic Agile PMO
vsheth@yahoo.com

Step-by-Step Complete Agile Program Management Model

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