1 00:00:07,044 --> 00:00:08,490 - [Instructor] Now, we've done that work, 2 00:00:08,490 --> 00:00:09,628 we've done the initial planning, 3 00:00:09,628 --> 00:00:11,378 we've had the management review 4 00:00:11,378 --> 00:00:12,908 and problem solving meeting, 5 00:00:12,908 --> 00:00:15,492 we reset some priorities, we allocated some people. 6 00:00:15,492 --> 00:00:17,853 Maybe even reshuffled things a little bit, 7 00:00:17,853 --> 00:00:18,962 certainly changed priorities, 8 00:00:18,962 --> 00:00:21,701 now we're ready to go back and do a final plan review, 9 00:00:21,701 --> 00:00:24,587 and commit to the objectives that survive 10 00:00:24,587 --> 00:00:28,433 the does this make sense does and can we do this test. 11 00:00:28,433 --> 00:00:31,181 Final plan review, have kind of a small ceremony 12 00:00:31,181 --> 00:00:34,125 associated with that which is we bring our plans up. 13 00:00:34,125 --> 00:00:36,212 We bring them upfront and we read them. 14 00:00:36,212 --> 00:00:38,034 And we say here's what we're doing, 15 00:00:38,034 --> 00:00:40,176 here's the business value, very quickly, 16 00:00:40,176 --> 00:00:41,588 in terms of an agenda standpoint, 17 00:00:41,588 --> 00:00:44,566 I might just say, oh, is there any big change? 18 00:00:44,566 --> 00:00:46,045 No, the team is still the team, 19 00:00:46,045 --> 00:00:49,628 actually, we have a DBA, and another Java dev. 20 00:00:49,628 --> 00:00:52,571 Wow, we have more velocity now to do that work. 21 00:00:52,571 --> 00:00:54,984 What are the final objectives in business value, 22 00:00:54,984 --> 00:00:56,517 and program risks and impediments, 23 00:00:56,517 --> 00:00:58,189 I'll come back to those in a second. 24 00:00:58,189 --> 00:01:00,293 Plan by plan, now, depending on the scope 25 00:01:00,293 --> 00:01:03,073 of your situation there's a couple different ways 26 00:01:03,073 --> 00:01:07,038 to do that, if you have 15 teams in your ART, 27 00:01:07,038 --> 00:01:09,057 or maybe you've got multiple PI planning 28 00:01:09,057 --> 00:01:11,681 happening at the same time, let's just go back to 15 teams 29 00:01:11,681 --> 00:01:14,432 in the ART the probability that the 15th team 30 00:01:14,432 --> 00:01:17,071 is interested in what the first team is doing, 31 00:01:17,071 --> 00:01:19,229 is real, but limited, if there are seven teams 32 00:01:19,229 --> 00:01:21,164 in the ART they're pretty much guaranteed 33 00:01:21,164 --> 00:01:24,152 to be actively interested, the bigger it gets, 34 00:01:24,152 --> 00:01:26,845 the more procedural and potentially tedious 35 00:01:26,845 --> 00:01:28,848 it can be to present all these plans. 36 00:01:28,848 --> 00:01:31,245 So an alternative is a science fair, 37 00:01:31,245 --> 00:01:33,305 we've done that as well, put all your plans up 38 00:01:33,305 --> 00:01:35,567 on the board, business owner circulate, 39 00:01:35,567 --> 00:01:38,521 find the ones that you're most interested, 40 00:01:38,521 --> 00:01:41,174 and collaborate and have a big discussion about that, 41 00:01:41,174 --> 00:01:44,080 and provide your comments there, and then a final wrap up 42 00:01:44,080 --> 00:01:45,971 of that so a combination between 43 00:01:45,971 --> 00:01:48,042 this structured presentation, 44 00:01:48,042 --> 00:01:50,187 and kind of a science fair project, review the plans, 45 00:01:50,187 --> 00:01:52,141 can work fine. 46 00:01:52,141 --> 00:01:54,191 Now we build the final plan, 47 00:01:54,191 --> 00:01:56,728 kind of as follows, we take those individual objectives 48 00:01:56,728 --> 00:01:58,378 and we stick them on the back wall 49 00:01:58,378 --> 00:02:01,114 so that now you can really see the plan form. 50 00:02:01,114 --> 00:02:02,304 You can see what this team is doing, 51 00:02:02,304 --> 00:02:04,344 what this team is doing, what this team is doing. 52 00:02:04,344 --> 00:02:05,633 You can see it all together, 53 00:02:05,633 --> 00:02:07,594 and you're starting to see your future. 54 00:02:07,594 --> 00:02:10,859 Not in terms of just the 10 futures that you brought in, 55 00:02:10,859 --> 00:02:12,178 but how those are going to be accomplished 56 00:02:12,178 --> 00:02:14,816 and all the other objectives that are present. 57 00:02:14,816 --> 00:02:16,281 Collect those at the front of the room, 58 00:02:16,281 --> 00:02:17,893 paints a picture, we're still working you know, 59 00:02:17,893 --> 00:02:20,343 not in international project management tool, 60 00:02:20,343 --> 00:02:23,173 not in a spreadsheet, not in Google docs, 61 00:02:23,173 --> 00:02:26,251 we're working in paper so that we can have discussions, 62 00:02:26,251 --> 00:02:27,951 we can point at things, we can click, 63 00:02:27,951 --> 00:02:30,109 we can demonstrate things clearly 64 00:02:30,109 --> 00:02:33,032 that we're interested in or animated about. 65 00:02:33,032 --> 00:02:34,997 If the plan doesn't pass the review, 66 00:02:34,997 --> 00:02:37,063 no worries, send it back to planning. 67 00:02:37,063 --> 00:02:39,003 If it does, stick it on the front wall. 68 00:02:39,003 --> 00:02:40,481 You do that until everybody's plan 69 00:02:40,481 --> 00:02:42,403 is on the front of the room. 70 00:02:42,403 --> 00:02:44,762 Now, during that process we've identified some things, 71 00:02:44,762 --> 00:02:46,959 I made up an example before I saw that example, 72 00:02:46,959 --> 00:02:48,795 which is we're dependent on the next release 73 00:02:48,795 --> 00:02:50,903 of Oracle financials or we're not going 74 00:02:50,903 --> 00:02:52,685 to make this big banking feature, 75 00:02:52,685 --> 00:02:55,559 I can't control that, so let's have a discussion about that. 76 00:02:55,559 --> 00:02:57,848 We have a critical milestone, 77 00:02:57,848 --> 00:02:59,675 that's dependent upon Oracle, 78 00:02:59,675 --> 00:03:02,613 they are bigger than us, and we can't ensure that. 79 00:03:02,613 --> 00:03:03,959 What can we do? 80 00:03:03,959 --> 00:03:05,913 Lots of choices here, we could say, 81 00:03:05,913 --> 00:03:08,207 no, I just got an email, I got the release, 82 00:03:08,207 --> 00:03:09,807 we're done, it's resolved. 83 00:03:09,807 --> 00:03:13,642 Or somebody can say, I'm working the Oracle sales rep, 84 00:03:13,642 --> 00:03:16,757 I'm confident that I can make that happen 85 00:03:16,757 --> 00:03:18,629 based upon my contacts, okay, you own it. 86 00:03:18,629 --> 00:03:20,734 Might be, nobody can manage Oracle, 87 00:03:20,734 --> 00:03:23,203 that's another, they're bigger than us, 88 00:03:23,203 --> 00:03:25,854 maybe we just have to accept that risk. 89 00:03:25,854 --> 00:03:28,380 If we accept the risk and it occurs, 90 00:03:28,380 --> 00:03:30,325 than the release may be compromised, 91 00:03:30,325 --> 00:03:33,210 or do you have any set based ideas? 92 00:03:33,210 --> 00:03:36,563 Could we mock it up, could we use the current release? 93 00:03:36,563 --> 00:03:40,829 Could we use old tables, is there some stub we could do? 94 00:03:40,829 --> 00:03:42,494 Could we mock up the results, 95 00:03:42,494 --> 00:03:44,351 to at least kind of show our future customer 96 00:03:44,351 --> 00:03:46,201 what it is, could be mitigated, 97 00:03:46,201 --> 00:03:47,955 so we call that ROAMing the risks, 98 00:03:47,955 --> 00:03:50,145 resolved, owned, accepted, and mitigated. 99 00:03:50,145 --> 00:03:54,837 We work through them all, everybody has their say, 100 00:03:54,837 --> 00:03:56,809 all risks get addressed, now, 101 00:03:56,809 --> 00:03:59,325 we've said okay, we've accepted the fact 102 00:03:59,325 --> 00:04:01,963 that Oracle financials, if Oracle financials doesn't ship 103 00:04:01,963 --> 00:04:04,715 on time then the release is compromised, 104 00:04:04,715 --> 00:04:07,979 okay, then I can't really worry about that anymore, 105 00:04:07,979 --> 00:04:10,308 I mean, I know what happens if that happens. 106 00:04:10,308 --> 00:04:11,782 And we can ask a different question, 107 00:04:11,782 --> 00:04:13,980 which is not, are you committed to this plan, 108 00:04:13,980 --> 00:04:16,819 that's a silly question, you have all these people 109 00:04:16,819 --> 00:04:18,383 in the room working really hard, 110 00:04:18,383 --> 00:04:21,275 imagine a room like this, which room that is, 111 00:04:21,275 --> 00:04:23,805 and they're saying who here has committed the plan? 112 00:04:23,805 --> 00:04:25,640 Well, number one retired so I'm committed. 113 00:04:25,640 --> 00:04:27,259 Let me ask you a different question, 114 00:04:27,259 --> 00:04:30,437 what is your confidence that we can achieve this? 115 00:04:30,437 --> 00:04:33,869 Typically, both at the team level, and at the program level, 116 00:04:33,869 --> 00:04:36,207 and this is an important commitment, 117 00:04:36,207 --> 00:04:37,158 it's a commitment that comes in two parts, 118 00:04:37,158 --> 00:04:39,094 and I want to be really clear about that, 119 00:04:39,094 --> 00:04:40,319 the first part of that commitment, 120 00:04:40,319 --> 00:04:42,481 is I as a team in my organization, 121 00:04:42,481 --> 00:04:44,571 commit to do everything I can, 122 00:04:44,571 --> 00:04:46,357 everything in my power to meet the objectives, 123 00:04:46,357 --> 00:04:49,417 they're my objectives, they weren't hoisted upon me, 124 00:04:49,417 --> 00:04:50,874 they weren't slammed down on there 125 00:04:50,874 --> 00:04:54,735 and say thou must or your job's at risk, 126 00:04:54,735 --> 00:04:56,523 these are the things I plan to do, 127 00:04:56,523 --> 00:04:59,631 I've gone through the specific process 128 00:04:59,631 --> 00:05:03,726 of identifying the stories, maybe even task out a few, 129 00:05:03,726 --> 00:05:06,416 I've estimated the work, I think we can do this. 130 00:05:06,416 --> 00:05:09,499 However, in the event that I discover 131 00:05:10,393 --> 00:05:12,670 that some of it is not going to be accomplished, 132 00:05:12,670 --> 00:05:16,105 I agree to raise the red flag immediately, okay. 133 00:05:16,105 --> 00:05:18,725 If I do that, I've met the commitment. 134 00:05:18,725 --> 00:05:21,323 Even if it wasn't accomplishable, 135 00:05:21,323 --> 00:05:23,109 because I've informed management, 136 00:05:23,109 --> 00:05:25,389 and the other stakeholders while there's still time 137 00:05:25,389 --> 00:05:27,343 to make a change, what we can't do, 138 00:05:27,343 --> 00:05:30,636 is the game of agile chicken, right, 139 00:05:30,636 --> 00:05:32,393 which is that I think that other team's 140 00:05:32,393 --> 00:05:35,503 not going to be on time so let's not stick our head up. 141 00:05:35,503 --> 00:05:37,235 That's a failure in visibility, 142 00:05:37,235 --> 00:05:39,748 a failure in transparency, it's a failure in agile, 143 00:05:39,748 --> 00:05:40,864 it's a failure in lean, it's a failure 144 00:05:40,864 --> 00:05:43,362 in every business context, what we must do, 145 00:05:43,362 --> 00:05:45,837 is agree to do what we said we were going to do. 146 00:05:45,837 --> 00:05:48,512 Or inform you if I can't do it. 147 00:05:48,512 --> 00:05:50,193 That's fair, and that's what the commitment is, 148 00:05:50,193 --> 00:05:52,097 so therefore, it should be feasible, 149 00:05:52,097 --> 00:05:54,310 to have all these risks addressed, 150 00:05:54,310 --> 00:05:56,980 the plan done by the people, right, 151 00:05:56,980 --> 00:05:59,643 not for the people, actually their own plans, 152 00:05:59,643 --> 00:06:01,413 and the risks have been addressed, 153 00:06:01,413 --> 00:06:04,120 and attended to and now I can say, I think we can do this. 154 00:06:04,120 --> 00:06:05,870 So we do a confidence vote, 155 00:06:05,870 --> 00:06:07,703 we just simply, fist to five, all good, 156 00:06:07,703 --> 00:06:11,038 four three two, there might be some low liers in the room, 157 00:06:11,038 --> 00:06:12,824 there might be or a one or a two, 158 00:06:12,824 --> 00:06:16,118 the RTE has a special job with respect is one or two. 159 00:06:16,118 --> 00:06:18,160 What are your concerns? 160 00:06:18,160 --> 00:06:21,614 And time and time again, the person that puts up 161 00:06:21,614 --> 00:06:23,668 the one or two says I don't think you considered 162 00:06:23,668 --> 00:06:25,812 the maintenance load right, I don't think 163 00:06:25,812 --> 00:06:27,680 you considered this problem. 164 00:06:27,680 --> 00:06:30,640 I think my team blustered a bit, 165 00:06:30,640 --> 00:06:34,584 I think our product owner beat us badly during this process, 166 00:06:34,584 --> 00:06:37,064 and said we had to do stuff we don't think we can do, 167 00:06:37,064 --> 00:06:39,412 I don't think this is going to work. 168 00:06:39,412 --> 00:06:42,164 This is incredibly valuable information. 169 00:06:42,164 --> 00:06:43,932 A lot of it is very actionable, 170 00:06:43,932 --> 00:06:45,547 what it can't be is why don't 171 00:06:45,547 --> 00:06:48,352 you have confidence in the plan? 172 00:06:48,352 --> 00:06:49,981 What it can be is, share with us 173 00:06:49,981 --> 00:06:51,991 why you don't have confidence in the plan 174 00:06:51,991 --> 00:06:54,167 after this planning cycle, here's why. 175 00:06:54,167 --> 00:06:55,625 That's where the real gems are, 176 00:06:55,625 --> 00:06:57,975 that's where the stuff that you are going to learn about 177 00:06:57,975 --> 00:07:00,968 10 weeks from now is available and is present in the room, 178 00:07:00,968 --> 00:07:03,279 if that person over there just had the courage 179 00:07:03,279 --> 00:07:05,270 to raise their hand and say, I don't think so, 180 00:07:05,270 --> 00:07:07,038 I don't think that's going to work. 181 00:07:07,038 --> 00:07:09,894 So we need both, we need the people that, no, I get it, 182 00:07:09,894 --> 00:07:12,138 and the people that say, I think there's going to be issues. 183 00:07:12,138 --> 00:07:14,210 And one by one, we can address those issues, 184 00:07:14,210 --> 00:07:16,725 we can listen, we can decide that hmm, 185 00:07:16,725 --> 00:07:18,881 what do you think, is there something wrong with this? 186 00:07:18,881 --> 00:07:21,114 I remember one person we asked them, 187 00:07:21,114 --> 00:07:22,405 there were two, and they said, why? 188 00:07:22,405 --> 00:07:23,967 We said, have we not addressed the risk well, 189 00:07:23,967 --> 00:07:25,735 they said, this is as good a job of planning 190 00:07:25,735 --> 00:07:27,388 that was ever done. 191 00:07:27,388 --> 00:07:29,153 So why is your confidence low? 192 00:07:29,153 --> 00:07:31,892 And they said, well, we do have our history. 193 00:07:31,892 --> 00:07:33,471 And everybody laughed at that a little bit, 194 00:07:33,471 --> 00:07:35,124 because prior to lean agile development, 195 00:07:35,124 --> 00:07:36,905 they were never able to agree to 196 00:07:36,905 --> 00:07:40,425 and commit to a set of plans that they achieved. 197 00:07:40,425 --> 00:07:41,820 So that's kind of last critical element, 198 00:07:41,820 --> 00:07:43,257 addressing the program risks, 199 00:07:43,257 --> 00:07:44,948 reaching the confidence vote, 200 00:07:44,948 --> 00:07:46,258 we see that we still do it, 201 00:07:46,258 --> 00:07:48,212 this is something we put in article four years ago 202 00:07:48,212 --> 00:07:51,086 but not to be forgotten, we do this every single time 203 00:07:51,086 --> 00:07:54,023 in our organization, every 10 to 12 weeks 204 00:07:54,023 --> 00:07:56,254 depending on our schedule we come back and we say, 205 00:07:56,254 --> 00:07:57,446 do we have a set of plans, 206 00:07:57,446 --> 00:07:59,146 have we mitigated the risks, are we alignment, 207 00:07:59,146 --> 00:08:00,520 are we good to go? 208 00:08:00,520 --> 00:08:02,817 And it really does work because when you're good to go, 209 00:08:02,817 --> 00:08:04,141 people feel good about the fact 210 00:08:04,141 --> 00:08:06,300 that they were actively engaged in the process, 211 00:08:06,300 --> 00:08:07,628 they contributed to the magic 212 00:08:07,628 --> 00:08:11,454 that is lean agile planning at scale. 213 00:08:11,454 --> 00:08:14,260 Every good RTE is going to run a brief retrospective, 214 00:08:14,260 --> 00:08:15,924 this is kind of interesting because you can see 215 00:08:15,924 --> 00:08:18,301 the what went well and the other stuff not so good, 216 00:08:18,301 --> 00:08:21,397 risk management, we never had that level of attention 217 00:08:21,397 --> 00:08:23,458 to the real risks, participation, 218 00:08:23,458 --> 00:08:25,004 all teams together, vision first, 219 00:08:25,004 --> 00:08:27,434 over here, I don't really read some of those, 220 00:08:27,434 --> 00:08:29,578 right other issues, somebody not present, 221 00:08:29,578 --> 00:08:32,094 blah, blah, blah, what we can do better next time. 222 00:08:32,094 --> 00:08:34,757 15 minutes maximum, if it's more than 15 minutes, 223 00:08:34,757 --> 00:08:36,307 everybody's tired, they're going to think 224 00:08:36,307 --> 00:08:39,327 that was an overblown retrospective. 225 00:08:39,327 --> 00:08:40,966 Now the takeaway from that, I talked about 226 00:08:40,966 --> 00:08:42,915 the individual plans, I won't go back to that slide, 227 00:08:42,915 --> 00:08:45,468 but here's one, so what do I know now? 228 00:08:45,468 --> 00:08:48,853 If I only know that there's this one objective set, 229 00:08:48,853 --> 00:08:51,678 I don't know much, together, they get reintegrated, 230 00:08:51,678 --> 00:08:53,854 so the RTE will typically reintegrate those, 231 00:08:53,854 --> 00:08:55,758 and they'll come back to looking something 232 00:08:55,758 --> 00:08:57,948 like the 10 features that went in. 233 00:08:57,948 --> 00:09:01,162 But they'll be feature A, except whatever, 234 00:09:01,162 --> 00:09:03,066 or they'll be, wow, we can do that demo 235 00:09:03,066 --> 00:09:04,970 at the start of iteration three, 236 00:09:04,970 --> 00:09:06,788 they'll be whatever the story is. 237 00:09:06,788 --> 00:09:09,458 It is not 15 teams times 10, 238 00:09:09,458 --> 00:09:13,044 it is not 150 objectives, it's probably 10 or 15. 239 00:09:13,044 --> 00:09:16,462 Aggregates back up, this is what the business needs. 240 00:09:16,462 --> 00:09:18,756 When they ask us to plan, they don't ask us to say, 241 00:09:18,756 --> 00:09:21,104 here's what I have on my Sprint backlog, 242 00:09:21,104 --> 00:09:23,584 and I've got 160 stories or I can accomplish 243 00:09:23,584 --> 00:09:25,284 40 points from four Sprints, 244 00:09:25,284 --> 00:09:27,561 I'm going to deliver 160 points with Sprint, 245 00:09:27,561 --> 00:09:28,752 and it's going to be awesome, 246 00:09:28,752 --> 00:09:31,353 they ask us to say, what specifically can you do 247 00:09:31,353 --> 00:09:32,886 for the business, what's the business value 248 00:09:32,886 --> 00:09:34,790 of the thing you're doing, and you know, 249 00:09:34,790 --> 00:09:36,998 I can deliver the basic shopping cart. 250 00:09:36,998 --> 00:09:38,326 I can allow the registered users 251 00:09:38,326 --> 00:09:40,687 to manage their own profile, I get that, 252 00:09:40,687 --> 00:09:42,159 that's cool, and that's going to come 253 00:09:42,159 --> 00:09:43,544 all the way up here, 'cause that's part 254 00:09:43,544 --> 00:09:45,752 of the basic, the basic mechanisms. 255 00:09:45,752 --> 00:09:48,254 So we integrate, aggregate, synthesize, 256 00:09:48,254 --> 00:09:50,185 and that becomes the PI plan, 257 00:09:50,185 --> 00:09:53,055 that is a singularity, that is the point in time, 258 00:09:53,055 --> 00:09:55,349 when everybody has agreed that based upon 259 00:09:55,349 --> 00:09:58,069 all of the context all the constraints and all the issues, 260 00:09:58,069 --> 00:09:59,841 this is the best we can do at that moment 261 00:09:59,841 --> 00:10:02,336 and we're going to commit to that set of plans. 262 00:10:02,336 --> 00:10:05,040 So in this lesson, we walk through a story board 263 00:10:05,040 --> 00:10:07,539 about PI planning, you saw a short video, 264 00:10:07,539 --> 00:10:11,057 I hoped I communicated to you my sense of enthusiasm 265 00:10:11,057 --> 00:10:13,029 about this I certainly communicated 266 00:10:13,029 --> 00:10:15,683 the nature of it which is mandatory, 267 00:10:15,683 --> 00:10:17,535 if you're not doing PI planning, 268 00:10:17,535 --> 00:10:19,271 you may get a lot of value out of safe, 269 00:10:19,271 --> 00:10:21,189 but you're not going to get the full benefit, 270 00:10:21,189 --> 00:10:22,535 so please don't call it safe. 271 00:10:22,535 --> 00:10:26,254 If PI planning is attended only by the product owners 272 00:10:26,254 --> 00:10:28,430 or score masters, please don't call it safe. 273 00:10:28,430 --> 00:10:32,107 If PI planning is, oh, we flew six people in 274 00:10:32,107 --> 00:10:34,417 from India, but their teams weren't online, 275 00:10:34,417 --> 00:10:36,350 and the people here, their line managers 276 00:10:36,350 --> 00:10:39,136 committed for the team, please don't call that safe. 277 00:10:39,136 --> 00:10:40,397 That's not what we're talking about, 278 00:10:40,397 --> 00:10:42,760 we're talking about an aggregated full commitment, 279 00:10:42,760 --> 00:10:44,939 by all participants to the work that happens, 280 00:10:44,939 --> 00:10:47,387 we're talking about having the people 281 00:10:47,387 --> 00:10:49,562 who do the work, plan the work, 282 00:10:49,562 --> 00:10:51,945 and commit to the work, and that is a really big deal, 283 00:10:51,945 --> 00:10:54,273 and that is a breakthrough from traditional management 284 00:10:54,273 --> 00:10:56,292 to lean agile management. 285 00:10:56,292 --> 00:10:58,149 We show you how to create those plans, 286 00:10:58,149 --> 00:10:59,813 how to establish business value, 287 00:10:59,813 --> 00:11:01,635 and finally, how to commit to the set of objectives 288 00:11:01,635 --> 00:11:03,855 that everybody can agree to.