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Agile Project Management: Best Practices and Methodologies

Agile is an iterative and incremental solution development methodology that focusses on delivering value to the customer by seeking customer feedback, embracing and adapting to change and striving for improvement continuously.  The Agile Manifesto along with the Agile Principles are at the heart and in the spirit of the various Agile Frameworks which are being adopted increasingly by Enterprises as their Project Management Framework. Agile Project Management Agile Project Frameworks Scrum, Kanban, XP, SAFe are some of the Agile Frameworks that are have replaced traditional waterfall and predictive approaches of Software Project Management. Long standing philosophies such as Lean and practices like TDD, BDD, Pair Programming etc are leveraged into these frameworks.  Scrum and Kanban are the most popular Agile Frameworks used today with Scrum being used in almost 58% of Agile Projects as per the Annual State of Agile Report 2020. Scrum uses a time-boxed iterative approach to develop incremental products and solutions with each iteration spanning 2 /3/ 4 weeks. Kanban does not have time-boxed iterations and focusses on establishing flow of work by controlling WIP (Work In Progress) and is well suited for maintenance, support or Helpdesk projects. In this article we will discuss about Agile Project Management using Scrum. Before looking at the Scrum framework briefly, we need to understand two very important aspects in which Agile Project Management is different from traditional Waterfall – Scope and Estimation. The Iron Triangle Unlike traditional projects, in Agile the schedule and the cost involved for a project is largely fixed. The scope is the variable entity and is adjusted as per the latest information and feedback from customers. The focus is on delivering value rather than following a rigid and detailed plan laid out at the beginning of the project. In Scrum for example, every Sprint runs for a fixed time-box and changes to agile team composition is not recommended. Iron TriangleEstimation – Relative Sizing Agile recommends “relative sizing“of work items that enables predictability rather than complex estimation techniques striving for accuracyAgile EstimationIn the Image 2 above people on the road looking at the buildings would most likely converge on the fact that Building A is the smallest of the three, Building B is twice that of A , Building C is the tallest – almost 3 times that of Building A. This can be done quickly at the first glance. In contrast if they must estimate the actual height of the building in metres it is prone to error and there are going to be a lot of differences. The power of relative sizing lies in the fact that we do not strive for accuracy (in the example the height of the building in metre) but focus on sizing the work and achieving predictability over the course of time. Instead of complex effort estimation in man days/hours, High level Epics /Features are usually estimated by the T-shirt sizes (Small, Medium, Large, X-Large) and Stories are estimated and given “Story Points” that follow the  modified Fibonacci sequence (1, 2, 3, 5, 8, 13, 20, 40, 100) Brief overview of Scrum Framework The Scrum framework comprises of the roles, events and artifacts and describe how these entities interconnect with each other in order to implement the framework.   Scrum follows an iterative approach where development cycles are 2 /3/4 weeks long. At the end of every iteration an incremental version of the product/solution is ready to be shipped. Each event /artifact/role in the scrum framework serves a purpose and furthers the goal of Agile project development. Let us go over each of them in detail. Scrum FrameworkRelease Planning Although Agile does not recommend detailed rigid plans laid out well in advance, it does not altogether forego planning. There is a high-level Release Planning at the beginning of the release and shorter detailed Sprint planning events at the beginning of every Sprint. Having short planning phases throughout the project implementation helps to adapt to changes and course correct at responsible milestones. For large organizations where multiple scrum teams work towards developing a solution, planning and timing a release is very important. The organization might choose to time the release as per Customer(s) demand or at an established cadence (e.g every quarter) or in alignment with certain events (e.g tradeshow/ compliance deadline etc). The release planning is a look ahead planning with an objective of arriving at the scope of the release considering the schedule and budget as fixed components of the iron triangle. The two important inputs required for this event is a prioritized product backlog and the velocity of the teams participating in the release (historic data for teams running on agile and an informed guesstimate for the new teams.) The teams will roughly plan out their upcoming sprints (if a release spans 12 weeks there can be 5 sprints of 2 weeks each followed by a 2 week “hardening sprint”). At the end of this planning event there is a list of prioritized features that can be accommodated in the release and a high-level plan for each sprint.  Scrum Roles  The Scrum Master, Product Owner and the development team form the “3 Amigos”. There is a good amount of trust and a healthy relationship amongst the people playing these three roles. Healthy conflicts and disagreements between these three entities is expected and bound to occur. At these times the teams are guided by the Scrum Values of Respect, Courage and Openness. At all times the scrum team practices commitment and focus to achieve the Sprint Goals and further the Agile Values and Principles. The Three AmigosResponsibilites of Each RoleResponsibilites of Each RoleScrum Artifacts Product Backlog: A Product Backlog consists of all the new features, changes to the existing features, technical requirements such as infrastructure upgrades or architectural requirements that might become a part of the product. This is continuously refined by the product manager, product owners and the scrum teams. The purpose of the refinement is to prioritize, split and detail the contents of the backlog so that the first set of items in the backlog are ready to be picked by the teams during their Sprint Planning. Sprint Backlog: The items picked from the Product Backlog and committed by the team for a Sprint constitutes the Sprint Backlog. It is unlikely to change during the course of the Sprint/iteration. A product owner could introduce changes in consensus with the team. Multiple changes to the sprint backlog within the Sprint timeframe should be discouraged and root cause analysis has to be performed during retrospective meeting if this happens often. Product Increment: The work items ready to be delivered at the end of a Sprint is a Product Increment. It has to be in a potentially shippable condition and meet the definition of done as defined by the team and has to be accepted by the Product Owner as complete and ready for release. Scrum Ceremonies / Events EventFrequency of OccurrenceDescriptionBacklog RefinementContinuousEpics and features are estimated and broken down to Stories. Stories are broken down and acceptance criteria are added. The Backlog is prioritized and ordered.Sprint PlanningOnce at the beginning of a Sprint lasting up to 4 hours for a 2-week SprintThe top priority stories that are refined and ready for the team is picked. The teams estimate the stories and load the sprint up to their Capacity. The historic Velocity and the current capacity (leaves and holidays adjusted) are taken into account for loading the Sprint.SprintCan be 2 /3/4 weeks longNot recommended to change the Sprint duration often. The cadence once set has to run for at least 3 to 4 Sprints to collect data for becoming predictable.Daily Stand upEvery day for 10-15 minutesThe Scrum Master facilitates the event and the team shares the happenings of previous day, strategize and plan for current day. Impediments /concerns are raised.Sprint ReviewOnce at the end of the SprintThe working software is demonstrated to stakeholders. Based on Sprint Review and outcomes, inputs and changes are done to the Product BacklogSprint RetrospectiveOnce at the end of the SprintThis is the "sacred time of learning" for the entire team. Issues and problems faced during the Sprint are discussed, root cause analysis performed and team arrives at solutions to resolve and prevent in future. The team identifies areas of improvement.Scrum ceremonies or eventsScrum Values  Courage - Every team member feels safe to fail and learn, to seek help, to say ‘no’ and question something that is going wrong. Commitment – Commits to the Sprint goals as a team. Does not overcommit.  Focus - Aims to complete what is started and steer away from distractions and unprioritized / "shoulder tap" work. Limits Work in Progress. Openness - Seeks and values feedback and opportunities to learn. Makes impediments, failures and learnings visible. Respect - Team collaborates and acknowledges the work and achievements of every member. Builds trust. Quantitative Metrics Organizations can collect and measure various metrices. The below metrics are most likely to be captured by most of the projects and add value. Burn Down Chart: The Burn down chart is a run chart of the rate at which the scrum team completes work within a sprint in terms of number of Story points completed per day.  Velocity: Velocity is the number of story points completed and accepted by the Product owner within a Sprint.  Collecting data on velocity enables teams, releases and projects become more predictable. Other than the absolute velocity, another important perspective of velocity data is % of story points delivered against total story points committed by the team. Velocity cannot be used to compare the efficiency of teams since 3 story points for one team is different for another team. Quality related Metrics: Quality related metrics like number of defects reported in production after release, number of defects in Integration testing are captured to understand the level of Quality. Armed with quantitative data the teams can come up with ways to improve Quality.  Quality related MetricsAgile Projects at Scale While the scrum framework prescribes the guidelines to run an Agile team, the same can be extrapolated and mechanisms can be put in place to scale it to multiple teams. SAFe and Nexus offer frameworks to scale Agile in large Enterprises. Large projects in Enterprises involve multiple teams and dependencies with other functions, divisions and with third party partners, suppliers and vendors. The complexities of large solutions and programs require Governance, Compliance, Stakeholder Management, Streamlined Communication, Conflict and Risk management. The Agile Program Management Office takes care of establishing Agile at scale with the help of Senior Leadership, Agile Coaches and Change Agents (who could be the Agile Project Managers and Scrum Masters). Role of the Agile Project Manager The Agile PM plays an important role when doing Agile at scale in large enterprises. While working towards a seamless project release by interfacing with the multiple scrum teams and various stakeholders, the Agile PM also plays a key role in the Agile transformation journey of the Enterprise.   Agile at ScaleAgile Project ManagerScrum Master and Agile PM Roles Agile Projects at scale requires the role of a Scrum Master for the internal functioning of the team and the Agile PM for aligning multiple teams and orchestrating the activities of a Release. Agile PMScrum MasterTakes care of the facilitation, risk management, conflict management, handling of impediments that span multiple teams and external stakeholders.  Engages closely with Senior Leadership, Product Managers, Product Owners, Scrum Masters to ensure smooth implementation of the current release, forward plans for the subsequent release and co-ordinates the Post production activities of the previous release. Facilitates the Scrum of Scrums synch meetings at a regular cadence (every week).  The Agile PM guides the scrum masters to resolve risks and impediments within the team if and when escalated. Takes care of these activities within the scrum team. The Scrum Master focuses on the current sprint and current release. Facilitates Scrum Ceremonies. Participates in the Scrum of Scrums and updates if the team is on track to meet the Sprint Objectives and if there is any change/ risk foreseen. During this meeting the Scrum Masters raise any impediments /risks/concerns they are unable to resolve and need help with. Release Management Continuous Integration and Deployment: With incremental versions of the product after every iteration from multiple teams early continuous integration is the need of the hour. Investing in an automated Continuous deployment into the Staging or Production environment is encouraged so that the latest version of the product is release ready. Enterprises are increasingly using toggle configurations to switch on/off a set of features so that the release can be done for a particular market segment or can be timed with an important milestone like a tradeshow. By separating the deployment and actual release, there is a lot of risk avoided. The actual product release can be announced at the right time – as per Market demand/ after a robust Beta has been done and feedback incorporated/timed with a compliance deadline or important milestone like tradeshows. Post-production Support: Releasing working software at regular intervals is not the end of the road. Customer Support, training and customer documentation where required is necessary and these activities should also come under the purview of an Agile Working environment.  Beta and Canary Release: Large Enterprises engage with Beta customers to get focussed feedback on the product before a wider market release. Solutions and products can also be released to a particular market segment or a subset of users alone. This is called a “Canary Release”. This phased approach rather than a big bang approach will ensure the risk level is reduced and the quality of the product and credibility of the Enterprise is maintained.  How is an Agile PM different from the Conventional PM  The roles and responsibilities of a conventional Project Manager is now distributed amongst the Scrum Teams, Scrum Master, Product Owner and the Agile Project Manager. But the most important but subtle difference between the Conventional PM and Agile PM is the mindset.  The Agile PM is a Servant Leader who wants to create a self-empowered self-organized team. He/she creates an agile environment where everyone is accountable, there is no fear of failure but the willingness to learn and continuously improve. The Agile PM avoids the traditional Command and Control approach where decisions are taken for the teams. .  There is also a conscious effort to decentralize decision making so that decisions are taken closer to where work is done. There is always an emphasis for visualization of work and transparency. Go-to Traits for a Successful Agile Project Self-Organized Teams: Self-organized teams that are empowered and largely self-sufficient is an important facet of Agile. Teams are used to conventional ways of working where they look up to their superiors for decision making. Decentralized decision making will help largely to create empowered teams Responsive to Change: creating empowered teams enable them to respond to change responsibly with minimum red tape. Quick Feedback Loops: Agile thrives when there are quick feedback loops established so that teams can adapt to change based on informed decisions. Continuous Improvement: Learning from the past and resolving not to repeat mistakes is an important facet of Agile teams. Retrospection at end of every iteration and release is highly recommended. Business Agility: It would not be enough if engineering teams are agile and churn out software seamlessly. “Building the product right “is not sufficient and the teams should “Build the right product”. Solutions and products have to meet the customer needs and solve Customer Problems.  All functions such as product management, marketing, sales HR have to come into the purview of Agile Principles and Values to achieve the kind of Business Agility that is required to be Customer Centric and deliver value. In conclusion, Agile is a paradigm shift from the phased traditional waterfall methods which run on detailed plans laid well ahead. Agile Project Management is the need of the hour considering the rapidly changing market scenario, disruptive technologies and the ever- growing competition.  Before embarking on Agile projects organizations have to invest the time and effort to create a conducive Agile Work environment. The bare basics of Agile training and creation of small Agile teams (5 to 9 members recommended) with the vision to make the teams self-organized need to be in place. Agile Coaches and Change agents have to be identified to ensure the Agile transformation starts and keeps pace with small strides and does not die a natural death with teams, business and leadership falling back to traditional waterfall methods in the name of agile. 

Agile Project Management: Best Practices and Methodologies

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Agile Project Management: Best Practices and Methodologies

Agile is an iterative and incremental solution development methodology that focusses on delivering value to the customer by seeking customer feedback, embracing and adapting to change and striving for improvement continuously.  

The Agile Manifesto along with the Agile Principles are at the heart and in the spirit of the various Agile Frameworks which are being adopted increasingly by Enterprises as their Project Management Framework. 

Agile Project Management 

Agile Project Frameworks 

Scrum, Kanban, XP, SAFe are some of the Agile Frameworks that are have replaced traditional waterfall and predictive approaches of Software Project Management. Long standing philosophies such as Lean and practices like TDD, BDD, Pair Programming etc are leveraged into these frameworks.  

Scrum and Kanban are the most popular Agile Frameworks used today with Scrum being used in almost 58% of Agile Projects as per the Annual State of Agile Report 2020. 

Scrum uses a time-boxed iterative approach to develop incremental products and solutions with each iteration spanning 2 /3/ 4 weeks. Kanban does not have time-boxed iterations and focusses on establishing flow of work by controlling WIP (Work In Progress) and is well suited for maintenance, support or Helpdesk projects. 

In this article we will discuss about Agile Project Management using Scrum. Before looking at the Scrum framework briefly, we need to understand two very important aspects in which Agile Project Management is different from traditional Waterfall – Scope and Estimation. 

The Iron Triangle 

Unlike traditional projects, in Agile the schedule and the cost involved for a project is largely fixed. The scope is the variable entity and is adjusted as per the latest information and feedback from customers. The focus is on delivering value rather than following a rigid and detailed plan laid out at the beginning of the project. In Scrum for example, every Sprint runs for a fixed time-box and changes to agile team composition is not recommended. 

Iron TriangleIron Triangle

Estimation – Relative Sizing 

Agile recommends “relative sizing“of work items that enables predictability rather than complex estimation techniques striving for accuracy

Agile EstimationAgile EstimationIn the Image 2 above people on the road looking at the buildings would most likely converge on the fact that Building A is the smallest of the three, Building B is twice that of A , Building C is the tallest – almost 3 times that of Building A. This can be done quickly at the first glance. In contrast if they must estimate the actual height of the building in metres it is prone to error and there are going to be a lot of differences. The power of relative sizing lies in the fact that we do not strive for accuracy (in the example the height of the building in metre) but focus on sizing the work and achieving predictability over the course of time. 

Instead of complex effort estimation in man days/hours, High level Epics /Features are usually estimated by the T-shirt sizes (Small, Medium, Large, X-Large) and Stories are estimated and given “Story Points” that follow the  modified Fibonacci sequence (1, 2, 3, 5, 8, 13, 20, 40, 100) 

Brief overview of Scrum Framework 

The Scrum framework comprises of the roles, events and artifacts and describe how these entities interconnect with each other in order to implement the framework.   

Scrum follows an iterative approach where development cycles are 2 /3/4 weeks long. At the end of every iteration an incremental version of the product/solution is ready to be shipped. Each event /artifact/role in the scrum framework serves a purpose and furthers the goal of Agile project development. Let us go over each of them in detail. 

Scrum FrameworkScrum FrameworkRelease Planning 

Although Agile does not recommend detailed rigid plans laid out well in advance, it does not altogether forego planning. There is high-level Release Planning at the beginning of the release and shorter detailed Sprint planning events at the beginning of every Sprint. Having short planning phases throughout the project implementation helps to adapt to changes and course correct at responsible milestones. 

For large organizations where multiple scrum teams work towards developing a solution, planning and timing a release is very important. The organization might choose to time the release as per Customer(s) demand or at an established cadence (e.g every quarter) or in alignment with certain events (e.g tradeshow/ compliance deadline etc)The release planning is a look ahead planning with an objective of arriving at the scope of the release considering the schedule and budget as fixed components of the iron triangle. 

The two important inputs required for this event is a prioritized product backlog and the velocity of the teams participating in the release (historic data for teams running on agile and an informed guesstimate for the new teams.) The teams will roughly plan out their upcoming sprints (if a release spans 12 weeks there can be 5 sprints of 2 weeks each followed by a 2 week “hardening sprint”). At the end of this planning event there is a list of prioritized features that can be accommodated in the release and a high-level plan for each sprint.  

Scrum Roles  

The Scrum Master, Product Owner and the development team form the “3 Amigos”. There is a good amount of trust and a healthy relationship amongst the people playing these three roles. Healthy conflicts and disagreements between these three entities is expected and bound to occur. At these times the teams are guided by the Scrum Values of Respect, Courage and Openness. At all times the scrum team practices commitment and focus to achieve the Sprint Goals and further the Agile Values and Principles. 

The Three AmigosThe Three Amigos

Responsibilites of Each RoleResponsibilites of Each RoleResponsibilites of Each RoleScrum Artifacts 

  • Product Backlog: A Product Backlog consists of all the new features, changes to the existing features, technical requirements such as infrastructure upgrades or architectural requirements that might become a part of the product. This is continuously refined by the product manager, product owners and the scrum teams. The purpose of the refinement is to prioritize, split and detail the contents of the backlog so that the first set of items in the backlog are ready to be picked by the teams during their Sprint Planning. 
  • Sprint Backlog: The items picked from the Product Backlog and committed by the team for a Sprint constitutes the Sprint Backlog. It is unlikely to change during the course of the Sprint/iteration. A product owner could introduce changes in consensus with the team. Multiple changes to the sprint backlog within the Sprint timeframe should be discouraged and root cause analysis has to be performed during retrospective meeting if this happens often. 
  • Product Increment: The work items ready to be delivered at the end of a Sprint is a Product Increment. It has to be in a potentially shippable condition and meet the definition of done as defined by the team and has to be accepted by the Product Owner as complete and ready for release. 

Scrum Ceremonies / Events 

EventFrequency of OccurrenceDescription
Backlog RefinementContinuousEpics and features are estimated and broken down to Stories. Stories are broken down and acceptance criteria are added. The Backlog is prioritized and ordered.
Sprint PlanningOnce at the beginning of a Sprint lasting up to 4 hours for a 2-week SprintThe top priority stories that are refined and ready for the team is picked. The teams estimate the stories and load the sprint up to their Capacity. The historic Velocity and the current capacity (leaves and holidays adjusted) are taken into account for loading the Sprint.
SprintCan be 2 /3/4 weeks longNot recommended to change the Sprint duration often. The cadence once set has to run for at least 3 to 4 Sprints to collect data for becoming predictable.
Daily Stand upEvery day for 10-15 minutesThe Scrum Master facilitates the event and the team shares the happenings of previous day, strategize and plan for current day. Impediments /concerns are raised.
Sprint ReviewOnce at the end of the SprintThe working software is demonstrated to stakeholders. Based on Sprint Review and outcomes, inputs and changes are done to the Product Backlog
Sprint RetrospectiveOnce at the end of the SprintThis is the "sacred time of learning" for the entire team. Issues and problems faced during the Sprint are discussed, root cause analysis performed and team arrives at solutions to resolve and prevent in future. The team identifies areas of improvement.

Scrum ceremonies or events

Scrum Values  

  • Courage - Every team member feels safe to fail and learn, to seek help, to say ‘no’ and question something that is going wrong. 
  • Commitment – Commits to the Sprint goals as a team. Does not overcommit.  
  • Focus - Aims to complete what is started and steer away from distractions and unprioritized / "shoulder tap" work. Limits Work in Progress. 
  • Openness - Seeks and values feedback and opportunities to learn. Makes impediments, failures and learnings visible. 
  • Respect - Team collaborates and acknowledges the work and achievements of every member. Builds trust. 

Quantitative Metrics 

Organizations can collect and measure various metrices. The below metrics are most likely to be captured by most of the projects and add value. 

  • Burn Down Chart: The Burn down chart is a run chart of the rate at which the scrum team completes work within a sprint in terms of number of Story points completed per day 
  • Velocity: Velocity is the number of story points completed and accepted by the Product owner within a Sprint.  Collecting data on velocity enables teams, releases and projects become more predictable. Other than the absolute velocity, another important perspective of velocity data is % of story points delivered against total story points committed by the team. Velocity cannot be used to compare the efficiency of teams since 3 story points for one team is different for another team. 
  • Quality related Metrics: Quality related metrics like number of defects reported in production after release, number of defects in Integration testing are captured to understand the level of Quality. Armed with quantitative data the teams can come up with ways to improve Quality.  

Quality related MetricsQuality related Metrics

Agile Projects at Scale 

While the scrum framework prescribes the guidelines to run an Agile team, the same can be extrapolated and mechanisms can be put in place to scale it to multiple teams. SAFe and Nexus offer frameworks to scale Agile in large Enterprises. 

Large projects in Enterprises involve multiple teams and dependencies with other functions, divisions and with third party partners, suppliers and vendors. The complexities of large solutions and programs require Governance, Compliance, Stakeholder Management, Streamlined Communication, Conflict and Risk management. The Agile Program Management Office takes care of establishing Agile at scale with the help of Senior Leadership, Agile Coaches and Change Agents (who could be the Agile Project Managers and Scrum Masters). 

Role of the Agile Project Manager 

The Agile PM plays an important role when doing Agile at scale in large enterprises. While working towards a seamless project release by interfacing with the multiple scrum teams and various stakeholders, the Agile PM also plays a key role in the Agile transformation journey of the Enterprise.   

Agile at ScaleAgile at Scale

Agile Project ManagerAgile Project ManagerScrum Master and Agile PM Roles 

Agile Projects at scale requires the role of a Scrum Master for the internal functioning of the team and the Agile PM for aligning multiple teams and orchestrating the activities of a Release. 

Agile PMScrum Master

Takes care of the facilitation, risk management, conflict management, handling of impediments that span multiple teams and external stakeholders.  

Engages closely with Senior Leadership, Product Managers, Product Owners, Scrum Masters to ensure smooth implementation of the current release, forward plans for the subsequent release and co-ordinates the Post production activities of the previous release. 

Facilitates the Scrum of Scrums synch meetings at a regular cadence (every week).  

The Agile PM guides the scrum masters to resolve risks and impediments within the team if and when escalated. 

Takes care of these activities within the scrum team. 

The Scrum Master focuses on the current sprint and current release. 

Facilitates Scrum Ceremonies. Participates in the Scrum of Scrums and updates if the team is on track to meet the Sprint Objectives and if there is any change/ risk foreseen. 

During this meeting the Scrum Masters raise any impediments /risks/concerns they are unable to resolve and need help with. 

Release Management 

  • Continuous Integration and Deployment: With incremental versions of the product after every iteration from multiple teams early continuous integration is the need of the hour. Investing in an automated Continuous deployment into the Staging or Production environment is encouraged so that the latest version of the product is release ready. Enterprises are increasingly using toggle configurations to switch on/off a set of features so that the release can be done for a particular market segment or can be timed with an important milestone like a tradeshow. By separating the deployment and actual release, there is a lot of risk avoided. The actual product release can be announced at the right time – as per Market demand/ after a robust Beta has been done and feedback incorporated/timed with a compliance deadline or important milestone like tradeshows. 
  • Post-production Support: Releasing working software at regular intervals is not the end of the road. Customer Support, training and customer documentation where required is necessary and these activities should also come under the purview of an Agile Working environment.  
  • Beta and Canary Release: Large Enterprises engage with Beta customers to get focussed feedback on the product before a wider market release. Solutions and products can also be released to a particular market segment or a subset of users alone. This is called a “Canary Release”. This phased approach rather than a big bang approach will ensure the risk level is reduced and the quality of the product and credibility of the Enterprise is maintained.  

How is an Agile PM different from the Conventional PM  

The roles and responsibilities of a conventional Project Manager is now distributed amongst the Scrum Teams, Scrum Master, Product Owner and the Agile Project Manager. 

But the most important but subtle difference between the Conventional PM and Agile PM is the mindset.  

The Agile PM is a Servant Leader who wants to create a self-empowered self-organized team. He/she creates an agile environment where everyone is accountable, there is no fear of failure but the willingness to learn and continuously improveThe Agile PM avoids the traditional Command and Control approach where decisions are taken for the teams. .  There is also a conscious effort to decentralize decision making so that decisions are taken closer to where work is done. There is always an emphasis for visualization of work and transparency. 

Go-to Traits for a Successful Agile Project 

  • Self-Organized TeamsSelf-organized teams that are empowered and largely self-sufficient is an important facet of Agile. Teams are used to conventional ways of working where they look up to their superiors for decision making. Decentralized decision making will help largely to create empowered teams 
  • Responsive to Change: creating empowered teams enable them to respond to change responsibly with minimum red tape. 
  • Quick Feedback Loops: Agile thrives when there are quick feedback loops established so that teams can adapt to change based on informed decisions. 
  • Continuous Improvement: Learning from the past and resolving not to repeat mistakes is an important facet of Agile teams. Retrospection at end of every iteration and release is highly recommended. 
  • Business Agility: It would not be enough if engineering teams are agile and churn out software seamlessly. “Building the product right “is not sufficient and the teams should “Build the right product”. Solutions and products have to meet the customer needs and solve Customer Problems.  All functions such as product management, marketing, sales HR have to come into the purview of Agile Principles and Values to achieve the kind of Business Agility that is required to be Customer Centric and deliver value. 

In conclusion, Agile is a paradigm shift from the phased traditional waterfall methods which run on detailed plans laid well aheadAgile Project Management is the need of the hour considering the rapidly changing market scenario, disruptive technologies and the ever- growing competition.  

Before embarking on Agile projects organizations have to invest the time and effort to create a conducive Agile Work environment. The bare basics of Agile training and creation of small Agile teams (5 to 9 members recommended) with the vision to make the teams self-organized need to be in place. Agile Coaches and Change agents have to be identified to ensure the Agile transformation starts and keeps pace with small strides and does not die a natural death with teams, business and leadership falling back to traditional waterfall methods in the name of agile. 

Radhika

Radhika Subramoniam

author

The author is an Agile Consultant working in the areas of process consultation and Agile coaching and transformation. She has been part of the software product development industry spanning field service, fleet management, telecom billing and network management. 

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Technology has made our lives easier. The number of tools and devices we have at our disposal has made our lives more productive and our work more efficient. The Agile software development methodology has been adopted by several organizations to improve their adaptability, responsiveness, and productivity.  How can we improve the way we incorporate Agile Scrum into our projects? Scrum tools can be the answer. Just like the other gadgets in our lives, Scrum software and tools help improve the productivity of our teams, keep stakeholders happy and help us deliver better products. Before we jump into the use and needs of Scrum software and tools let us understand more about Scrum roles and how they work.Three essential roles for Scrum successThe Scrum Guide defines three pillars of a Scrum team, which include:The Scrum MasterThe Product OwnerThe Development TeamThe Scrum team is a small unit which is self-organised and works towards achieving the same goal; that is, the development and deployment of the product and customer satisfaction.The Scrum Product OwnerThe Scrum Product Owner is among the most essential roles in the Scrum team and acts as a bridge between the stakeholders and the development team. More involved with the business side of the software development process, the PO represents the customer and can be considered as their proxy.  The Product Owner defines the product vision, and, along with the Scrum Master and the development team works towards delivering a product that matches stakeholder needs.The Scrum MasterThe Scrum Master is the servant leader whose main responsibility is to ensure that the Scrum team can perform to the best of its abilities. They do this by overseeing the day-to-day activities of the Scrum team and removing any impediments that may hinder the productivity of the development team. The Scrum Master facilitates stakeholder collaboration along with the product owner and ensures that teams can handle complex environments and deliver projects successfully.The Scrum development teamThe development team generally consists of three to nine people, according to the Scrum Guide. These would include developers, testers, designers and more. The team is allowed to take decisions and decide the length of the sprint and how they will go about it. The development team collaborates to create a high-quality product increment at the end of each sprint that is as per the expectations of the stakeholders.Scrum ceremonies or eventsScrum has five formal events as defined by the Scrum Guide. These events help to validate the Scrum artifacts and implementing them helps enhance transparency. The events are also called ceremonies and are:Sprint PlanningDaily ScrumSprint ReviewSprint RetrospectiveThe SprintWhat Does A Scrum Tool Do?What would you need a good Scrum tool to do? Make your life easier by making processes more efficient and less cumbersome, help you deliver quality products without making a huge dent on your budget, right?  With Scrum topping the popularity charts for Agile project management methodologies, the need for efficient Scrum tools has risen. There are plenty of Scrum tools available that fit the bill and provide interfaces that help teams seamlessly follow Scrum processes and reap its benefits. These tools help:Increase productivityIn task management, daily scrum management  Increase team collaborationIn progress tracking and risk managementScrum Software for the Ultimate ProjectThere are several Scrum software tools that aid in project development using Scrum; not just in technical environments, but in non-technical sectors as well. Software like JIRA, Infinity, TargetProcess, QuickScrum, Wrike etc provide:User friendly GUICompetitive pricingProduct backlog managementTime tracking and calendar tools for schedulingScrum metrics and chartsSprint planning toolsThird party tools for integrationUser story mappingBurnup and Burndown chartsand many more features that will help Agile teams serve their customers better, improve return on investment, reduce costs, enhance collaboration and ensure stakeholder satisfaction. These tools help team uphold the values of Agile and make implementing the Scrum framework easier.Best Scrum ToolsHere are some of the best Scrum tools available in the market:1. JIRAJira is a popular tool used by large organizations to manage their Scrum projects. It has numerous features including customizable scrum boards, reporting features and more. Here’s how teams benefit from this toolCustomizable Scrum and Kanban boardsRoadmaps to communicate with team and with stakeholdersAccess to tools for Agile reportingView of code and deployment statusEnd to end DevOps visibilityEasy scalabilitySecure deploymentDeveloper tool integrationRich APIs to automate processes2. TargetProcessThis tool has been especially designed for teams that want to scale agile. It offers a number of customizable features that make it easy to work with scrum and agile.  Here’s how teams benefit from this tool(Source: Targetprocess Agile Portfolio and Work Management Tool)IdeationBuilt in reports to analyse data and uncover trendsGather ideas across sourcesCloud hosting and on-premise hostingEnterprise grade securityCollaborate across the enterprise  Collaborate with DevOps tools including GitLab, Azure DevOps, GitHub etc3. VivifyScrumThis tool is marketed as an all-in-one solution to manage projects, collaborate and track. Here’s how teams benefit from this tool (Source: Agile Project Management Software - VivifyScrum)Tools to manage agile projects—organize, manage, track and deliverCollaboration boards to effectively collaborate with team and stakeholdersCreate invoices to track and manage business and clientsManage teams and track tasks4. InfinityThis tool is among the most popular in Agile and Scrum organizations due to the many customizations and features it provides. Its various tools help reduce time to market, ensure better quality, improve collaboration and enable customer satisfaction.Here’s how teams benefit from this tool Source: Infinity | Customizable Work Management Platform (startinfinity.com)How Can Scrum Apps Benefit Your Team?The number of Scrum apps and software available in the market for Scrum projects is mind boggling. Which one you choose depends on the requirements of your team and project, and each comes with its own benefits. Some of these benefits include:They help teams, organizations and the product being createdThey ensure better quality by providing the right framework, support mechanism and the right processesAllow for continual improvement by putting in place a feedback loop and sprint reviews by stakeholdersHelp solve impediments and daily issues by incorporating daily testing and product owner feedback into the development processEnsure upfront documentation and help prioritise high value items in the product backlog, thus decreasing time to market.  Quick feedback also helps improve the product and thus helps in continuous improvement.The faster marketing of products increases return on investment, helps tap the market demand and ensures long term benefits for the customer and thus earns their trust for the organizationThe primary tenet of Agile is team collaboration. Scrum software tools help in high level collaboration between the Scrum Master, Product Owner and the development team. Teams can organise, review, plan and discuss everyday tasks, meetings, impediments and more.How to Pick the Best Tool for Your Team?With so many options available, choosing the right Scrum tool for your team can be a tricky task. What you need to do is go through the features of the best tools and see which one best fits your requirements. While the number of features you get will be directly proportional to the money you are ready to pay for the tool, there are some basic requirements your tool must satisfy.Backlog creation:  The very basic format of a Scrum project lies in the creation of a product backlog which sets the pace for the entire project. The backlog is primarily created by the Product Owner with assistance from the Scrum Master and the development team. The tool you choose should help you create the product backlog so that you can prioritise items, define the sprints and identify sprint goals.Implement feedback:  Scrum projects are based on the Agile values of continuous feedback. Your scrum tool should have features which will make your customer’s feedback and requirements easily accessible to you. This will help you implement these changes at the earliest. This continuous feedback loop will help keep customers happy.Sprint creation:  Scrum is iterative and adaptive and works by breaking down projects into small sized sprints. Your tool must aid you in the creation of sprints and burndown charts. These help you keep track of your progress on the project and are essential components of a Scrum project.The other things your tool should be able to do include:Plan and trackCustomise process templatesCustomise dashboards and reportsHelp in time managementHelp create epics and storiesProvide collab and reporting toolsProvide review toolsAnd just like you will create a product that is user friendly, the tool you use also needs to be user friendly for the team. If your team is happy using it, and it makes your life easier and your projects better, then you have the right tool!
Scrum Software for the Ultimate Project Management

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What Best Describes a Scrum Team?

We are living in an age where speed is the secret to success, and the one who gets the product out first is the winner. In this digital transformation world, organizations that have adopted Agile will succeed; as Agile is all about adaptability, quick delivery and customer focus.  Scrum, the most used Agile framework is all about addressing complex problems through adaptation and value creation. Scrum teams are at the core of a Scrum project. What best describes a Scrum team? Let’s attempt to answer this question.What is Scrum?A term borrowed from rugby; Scrum actually means ‘to huddle’. It signifies how rugby payers huddle together and work as a team in order to gain possession of the ball. Like its namesake in the sport of rugby, Scrum in Agile software development also signifies a process that brings together a team of individuals who work together under complex circumstances to create a product. The term was first used by researchers Hirotaka Takeuchi and Ikujiro Nonaka in their 1986 research paper, "The New Product Development Game."“Scrum is a framework that encourages teams to learn through experiences, self-organize while working on a problem, and reflect on their wins and losses to continuously improve”—Atlassian Agile coachWhat is the Scrum Methodology?Scrum is a framework under the umbrella of agile development methodologies, along with Kanban, Extreme Programming, Feature-Driven Development, Crystal, and Dynamic Systems Development Method (DSDM).The Scrum methodology focuses on delivering products of the highest quality through effective collaboration between teams involved.  Scrum is based on the three pillars of empirical process control, which are transparency, inspection, & adaptationThe Scrum FrameworkScrum is an Agile methodology framework that follows an iterative and incremental approach for project management, and breaks down large projects into small chunks called epics and sprints.  Each sprint results in the creation of a product and the cumulative effort of all the sprints adds to the improvement of the overall end product. The Scrum framework encourages high level collaboration among team members which comes in handy in tough project situationsWhat is a Scrum Team?Scrum.org is what best describes a Scrum Team by defining it as ‘a framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.’ So, in essence Scrum teams are self-organized and highly productive teams that deliver quality products in a highly collaborative environment.  A Scrum team’s success is based on the Scrum values that they share. These are:Commitment:  Commitment is one of the hallmarks of Agile teams. Teams collaborate and work on a common goal through a high degree of communication and trust between them.Courage: Scrum teams must have the courage to fail. Fail fast is a benefit in Agile and Scrum as this helps them discover hidden faults and recover quickly. Scrum teams must have the courage to try new things, innovate, fail and then learn from their failures to ultimately achieve success.  Focus: Having focus is a mandatory requirement of Scrum teams which ultimately helps them limit the work in progress.  Openness: Transparency and openness is also one of the empirical processes on which Scrum is based. Teams that are open and transparent with one another trust each other more and work better towards reaching a successful end point.Respect: Respect between team members is a must, irrespective of the methodology or framework they use. Respect between Scrum Masters, Product Owners and Development team members will help foster trust and enhance collaboration and co-operation between teammates.What describes a Scrum team?A Scrum team consists of three main roles. These are:Development TeamScrum MasterScrum Product OwnerThe development team consists of five to eleven people including developers, testers, architects and others. The Scrum team has a shared goal and through their collaboration and skills of self-organization and motivation, they reach this goal.What is a Scrum Master?The Scrum Master, also known as the servant leader, helps empower the team and guides them on the use of the Scrum framework. Their main responsibility is to ensure that the development team can perform to the best of its abilities, and they do this by removing obstacles or impediments that may hinder the progress of the development team. The Scrum Master is the agile coach and mentor who helps team members understand Agile and its processes and aids in enterprise-wide agile transformations.The Product OwnerThe Product Owner is the bridge connecting the stakeholders and the development team. They define the product vision and through their skills and intelligence drive the project with help from the Scrum Master and the development team. The product owner maintains the perfect balance between the stakeholder and the development team, helping each understand the other’s point of view. They are also well-versed in agile and scrum values and principles and guide the team and well as the stakeholders on the agile ways of working. Creating stakeholder satisfaction is an important responsibility of the product owner and they do this by ensuring that requirements are met, and the product created meets quality standards expected by the customer.The Development TeamThe development team is the driving force of the Scrum project. This team is empowered by the Scrum Master and the Product Owner to take decisions and be as autonomous and independent as possible. At the same time there is a high level of collaboration and transparency among the team members and between the dev team and the Product Owner. The dev team is balanced and helps the product owner manage the backlog and deliver an acceptable product at the end of every sprint.Why is the Scrum team required for organizations?Any organization that wants to go agile and implement projects using the scrum framework has to do so by getting together an efficient scrum team. Scrum has proven to be extremely successful at team levels and it is the Scrum team that drives the project to success. Scrum teams with their collaboration, self-organization, innovation and collocation are able to drive success and business value.A table that summarizes the Scrum Team’s responsibilities in the various Scrum processesScrum PhaseScrum processScrum Master responsibilityProduct Owner responsibilityDevelopment team responsibilityInitiate1. Create Project Vision------2. Identify Scrum Master and Stakeholder(s)--Identifies Scrum Master--3. Form Scrum TeamAlong with the PO decides dev teamAlong with the SM decides dev team--4. Develop Epic(s)Helps PO in developing epicsDevelops epics and arranges user group meetingsHelps PO in developing epics5. Create Prioritized Product BacklogHelps PO in epic refinementRefines epicsHelps PO in epic refinement6. Conduct Release PlanningHelps PO and dev team with backlog prioritization and determining sprint lengthReviews the backlog and develops release planning scheduleHelps PO with backlog prioritization and determining sprint lengthPlan and Estimate7. Create User StoriesHelps dev team and PO write user storiesWrites user stories and incorporates them into the Prioritized Product BacklogWrites user stories8. Approve, Estimate, and Commit User StoriesEstimates the effort required to deliver the product defined in each user storyApproves user stories for the sprintAlong with the SM estimates the effort for each sprint and9. Create TasksHelps dev team break down the stories into tasksHelps dev team break down the stories into tasksBreaks down the approved stories into tasks and create a task list10. Estimate TasksHelps the dev team create the effort estimated task listHelps the dev team create the effort estimated task listCreates the effort estimated task list11. Create Sprint BacklogHelps the PO create sprint backlogCreates the sprint backlog and lists the tasks that need to be completed in the sprintHelps the PO create sprint backlogImplement12. Create DeliverablesGuides the dev teamHelps dev team if neededWorks on creating sprint deliverables13. Conduct Daily Stand-upArranges and conducts the meetingsMay or may not attend the meetingsAttends the meetings and defines any problems or issues faced14. Groom Prioritized Product Backlog Helps PO to groom the backlogUpdates and maintains the backlog continuouslyHelps PO to groom the backlogReview and Retrospect15. Convene Scrum of ScrumsHelps teams collaborate and notes any impediments that may be hindering work--Mentions their progress or any issues they may be facing16. Demonstrate and Validate Sprint Helps dev team in displaying what it has createdApproves or rejects what the dev team demonstratesDemonstrates deliverables to PO and stakeholders17. Retrospect SprintMeets with dev team to ponder on lessons learnt during the sprint. Documents the recommendations--With scrum master retrospect's on sprint and uses the recommendations for the next sprint18. Ship DeliverablesAlong with other team members ships acceptable deliverablesAlong with other team members ships acceptable deliverablesAlong with other team members ships acceptable deliverables19. Retrospect ProjectGets together with other team members and identifies the lessons learntGets together with other team members and identifies the lessons learntGets together with other team members and identifies the lessons learntSo, what best describes a Scrum team? There are many facets to a Scrum team, but the most relatable description would be a highly interconnected and cohesive unit that works together to solve issues. A well-organized Scrum team can raise the ROI of an organization and ensure long term stakeholder commitment.
What Best Describes a Scrum Team?

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Safe Agile Ceremonies - Expert Guide

“Winners take time to relish their work, knowing that scaling the mountain is what makes the view from the top so exhilarating.” ― Denis WaitleyWhat are SAFe agile events (or) ceremonies? – a brief overview:Before we jump into the topic, could I just take you a step back and remind you what SAFe is all about? SAFe is a way of taking any iterative Agile way of working (normally restricted to a team or few teams) and scaling it up at various levels of the organization, whilst applying a mindset of Lean manufacturing. It also deals with scalability at various levels. Beginning from Essential SAFe right up to Full SAFe, the framework caters to all organizational levels of scaling agility. As part of this, it broadens the core idea of agility mindset beyond just projects/development teams right up to executives/CXOs, who must prepare for enterprise level uncertainties. In a sense, it provides valuable enterprise level scaling insights helpful for the executives to tackle any uncertainties/risks associated with a project.As you start applying SAFe in your organisation, it is important for you to understand how each level works in conjunction with the other, depending on how mature your SAFe enterprise is. The key link between these levels is the SAFe specific events which help with smooth value delivery facilitation. The events help with alignment across teams, ARTs etc thus helping in managing risk by providing a level based cadence and synchronization.Essential SAFe - Your First Level of Scaling Using an Agile Release Train (ART). Courtesy © Scaled Agile, Inc. Source: Scaled AgileWhy do we need level-based ceremonies?While it is important to go through your team level events (like the 4 sprint events if you are doing scrum etc.) it is important to have the scaling events that help with bridging gaps and unblocking dependency between teams. The most important part of these SAFe specific events is for ‘Business Stakeholders’ to get a look (demo) at a proper incremental product and thus the value arising out of it. Makes sense? It did for me and let me tell you why.I was once associated with 3 feature teams, who were working towards a common product goal. They all had the same business stakeholders but were working on individual features. Team A was working on developing a Login page, Team B was working on a landing dashboard while Team C was hopping along, trying to provide a search functionality for the user. All of them were applying the Scrum framework and were running their own events. Sprint demos were happening individually and were being represented by the Product owner separately along with his business analysts. All seemed fine but there was a nagging problem. The product owner was worried, because he couldn’t bring any business stakeholder to view the demos, as they were being run in silos and there was no visibility on the incremental product. Well technically there was, but they would have to sit through three or four-hour events individually to get bits and pieces of the product demo. In the real world, it's not a possibility simply because your business stakeholders will not have that much time to spend on multiple demos. It is not a good use of their time either. So, what’s the solution? Simple, it’s SAFe to the rescue! Let’s try and understand how the SAFe specific events help with this.Prescribed PI Cadence for Various Levels of Scaling. Courtesy © Scaled Agile, Inc. Source: Scaled AgileHow do the events (or) ceremonies help to scale up according to the levels in SAFe:SAFe is very relevant and designed to thrive in situations where there are significant cross functional dependencies between agile teams and support / functional teams (infrastructure teams, architect community etc).  Essential Level:   As you start to scale up one level up, you will be working with anywhere between 5-12 agile teams who will all be collectively working towards a common goal which is the program increment or PI. The anchoring catalyst that brings them all together is your ART (Agile release train). Before getting into the events, lets understand the various roles involved at this level because this is the common denominator across all levels of SAFe and across organizations. This is where you need to get it right without which there is not much use in scaling higher. Key Roles involved: Release Train Engineer (RTE) System Architect/Engineer Product Management   Business OwnersPrescribed events on a typical Agile release train (ART). Courtesy © Scaled Agile, Inc. Source: Scaled AgilePI PlanningAccording to me, PI planning (hands down) is THE most significant aspect of executing this framework. This is where all the magic happens. It is sometimes referred to as the heart of the framework as it offers a clear vision of what the program increment needs to be, what the cross-team dependencies are and how they bring together the cultural sustainability much needed within the release trains. It is so important, that if carried out incorrectly it could lead to several ambiguities, development challenges and mostly a disastrous product increment. However, when it works well, the iterative cycle serves to flesh out the crucial elements of the plan and the processes ensure buy in from the stakeholders.Duration: A normal PI planning is a 2-day activity, which is a face to face cultural get together of the various ART teams. However, a new 3-day distributed PI planning has been introduced to help with geographically distributed teams (across various time zones), very apt for the current pandemic situation.“There is no magic in SAFe® except maybe for PI Planning”. – The authors of the SAFe framework.In big organizations with multiple distributed teams across multiple vendors, work streams etc. it is almost impossible to run these teams independently, whilst still having to deliver an incremental program. SAFe via the PI planning exercise mentioned above, helps with sorting out these issues by recognising cross team dependencies upfront, constantly negotiating & visualising them. This doesn’t just stop with the PI planning but the framework also proposes a cadenced way of continuing this via the scrum of scrums. The Program Board is an ideal way to showcase the cross-team dependencies.A sample SAFe Program board. Courtesy © Scaled Agile, Inc. Source: Scaled Agile1. Inspect and Adapt (I&A)An inspect and adapt event is scheduled after every PI. This event is dedicated to aligning to the principles of Kaizen, which simply means to change for the better. The events contain self induced thought processes to revalidate your assumptions that everything is working OK. The I&A event consists of three sub-parts as below:  PI System DemoQuantitative and qualitative measurementRetrospective and problem-solving workshop2. ART Sync Agile release trains tend to apply a cadenced synchronization process to help manage the ability to focus on continuous value delivery. An ART sync will typically comprise of the below sub-events.  Scrum of Scrums: This event is for representatives from all the teams on a release train to come together in a regular cadenced manner, especially on large ARTs. This is normally facilitated by the release train engineer (RTE) and will involve scrum masters of the individual teams and a few selected team members (authorised by the team). The sole purpose of the SoS calls are to understand progress towards the common goal, validate cross team dependencies and unblock impediments that may arise out of them. Duration: The length and frequency of the meeting will depend on a few factors like the size of the ART, the release frequency, type of features being worked on, ability to decouple releases etc. For e.g an ART which releases features into production every 4 weeks might want to have an SoS call every 2 weeks for about an hour. Again, if this doesn’t work for you, just inspect and adapt to what works well for your organizational needs. Just make sure that the SoS is utilised for its sole purpose and not just status updates as depicted in the below comic representation.Scrum of Scrums PO SyncThis event is represented by the Product Owner, business analysts and the product management group. This is used mainly to level up the product backlog refinement and for clarifying PI (Program Increment) scope, reviewing roadmaps and grooming for the upcoming PIs.Duration: Very similar in concept to the SoS, so just follow what works for the group. 3. System DemoAs part of a common understanding towards delivering incremental software, shortly after each iteration in the PI, there is a system demo scheduled. Work completed across all teams from the release train are compiled in a stable environment before it is reviewed by the business stakeholders and other important sponsors who may have a keen interest in the product. This is on top of the individual team level demos that happen after each iteration.Duration: Anywhere between 2-3 hours that will allow time for a demonstration of the program increment in a collative manner, on top of what has been delivered from the previous PIs as well.In case your ART is pretty small, then you may want to have just have some of the events combined into a more generic ART sync, where all roles come together to collaborate towards the program increment. This can sometimes occur if the ART is focusing on a particular value stream, confined to limited business functionality, rather than elaborate features.Solution/Portfolio LevelsAs you scale higher, the processes and events become much less prescriptive. There is a good reason for this because the focus at this level is not just on having repetitive demos that have already happened before but on building thought leadership around business outcomes and enhancing business agility. Which is why we will not be diving deep into that in this blog. But let us look at the events that occur at the macro level.Lean Budget Review  Idea Sharing via Communities of Practice (not a formal event but a collaborative group)Solution DemoPortfolio SyncRoadshowWhat are the benefits of SAFe Agile ceremonies?:The Magic of PI planningWell, the more I talk about this, the more excited I am. A PI planning event when carried out to its truest purpose, gets half the job done. Here is where most of the brainstorming occurs and business value gets determined and, in some cases, gets assigned in a quantifiable manner to user stories and helps with the prioritisation.PI Planning Synchronisation towards a common goalThe events are a constant reminder that all teams are working towards delivering incremental value either on a particular value stream, or feature or program. An RTE and Product Management will help reiterating the need to focus on the larger goal whilst helping sorting out inter team dependencies.Less prescriptiveAs is the framework itself, SAFe events/ceremonies are less prescriptive. An SPC would recommend, apply the principles but inspect and adapt as to what works for your organization. As per the example I provided earlier w.r.t to the duration of the SAFe events, start with something reasonable and then validate its effectiveness. Then leave Kaizen to do the rest.Visualization of incremental value deliveryOpportunity for Business stakeholders and sponsors to have a look at the overall program increment every iteration, thus helping them evaluate the progress and provide timely feedback on market trends. What are the common mistakes?Lack of a shared product visionThings can go wrong if there is not enough representation in the product management group, say for e.g at the PO Sync event. This can lead to a blurred product vision with each team working out of sync. This may ultimately get detected too late, probably at the time of the system demo, and lead to a whole lot of unwanted rework.SoS as a status updateThe Scrum Of Scrum event should be used as an event to unblock cross team impediments or dependencies and not to just update what each team has been doing or is doing in its current sprint. TimeboxingGiven the scale at which these events will be conducted, it is critical that the associated events are facilitated in a timeboxed manner or else the participants could end up sitting and talking for hours. Roles like RTE, SPC Coaches etc will be critical in addressing this issue.Remote facilitationLack of effective collaboration tools could lead to some disastrous situations whilst facilitating the SAFe events. Given that most teams are running virtual ceremonies/events at the moment, its crucial to establish a working distributed model. This will then ensure that the platform is set up for the most effective collaboration and cross-functional work to take place.While you try to scale, as per the implementation roadmap, its essential that you solidify the process around which your ARTs will be functioning. It’s like setting the railway tracks with the correct track gauge matching the configurations of the wheelsets of the trains that will run on them. If not, they will just derail. As your ARTs pass through your set process, they will only benefit by sustaining focus and pace while moving towards a successful incremental product delivery.Thanks for your patience and wish you all the very best in your Agile journey. In case you want me to write about any specific topic, please feel free to comment below and I’ll be more than happy to add them to my ‘Blog Backlog’. If you liked the article, please do share it among your agile community to help spread the word.  Hope to see you soon, with more such interesting topics.
Safe Agile Ceremonies - Expert Guide

“Winners take time to relish their work, knowing... Read More