Open Discussion on Project Planning Planning in an Agile Environment Key Tenets  Planning should focus strongly on the near term  Eliminate waste caused by planning for eventualities that never come Streamline processes to enable rapid and frequent delivery of capabilities Planning DOs and DON’Ts  DO establish some high-level planning, requirements, processes, and structure; however, activities focus concisely define the desired system functions and provide the foundation for Agile estimation and planning. o They describe what the users want to accomplish with the resulting system. User stories help

the current process, roles, responsibilities, and titles 4. Encourage leadership at all levels Planning Espousing the Wrong Values: The real reason we should reject the plan-driven approach to IT is when we substitute extensive planning for execution and when we substitute execution according to plan for thinking and adapting. A Better Way to Plan: Nevertheless, planning is important. In my role, I them. I want to make sure the team has a good basis for making value decisions.  How is the team planning to work together? What skills are on the team? How will the team communicate? How do they plan

and abuse. I have so much fun working alongside you.” – Mark Schwartz Last Time in Part One Planning: The idea that we should make a plan and then stick to it is a terrible idea in an environment Agile fellows. In the past: We viewed EA as primarily concerned with standardization, consistency, planning, and cost reduction. It documented as-is and to-be architectures, demonstrated alignment of systems systems with business needs, and did the “rigorous” up-front analysis and centralized planning that could then be used to set boundaries for developers when they began a project. In other words, a vehicle

accomplish those objectives. When combined with Agile and Lean practices, this approach can focus IT planning, reduce risk, eliminate waste, and provide a supportive environment for teams engaged in creating to more accurately assess probabilities. Traditional teams attempt to drive out uncertainty by planning and analysis. Agile teams tend to drive out uncertainty by developing working software in small scenarios as the future unfolds.  Jez Humble and his co-authors suggest that instead of using detailed planning to manage risk, we instead use experiments.  When we encounter a risk, we should think of something

got better  We read and we studied.  Created a self-improvement project  2 week iterations, planning and demos  Put everything into a repository (configurations, scripts, etc.) Infrastructure as Practice, etc.  Test Driven Infrastructure  Blue – green deployments  Combining DevOps Scrum – planning, standups, boards, and backlogs  Making work visible (it’s still hidden)  Poor measurements

single backlog of features, driven by vision and roadmap  product and release management, release planning  program psi objectives  common sprint lengths - system continuous integration  architectural

Automate as much of the development and deployment activities as possible.  Adopt common tools from planning and requirements through deployment and operations.  Leverage agile software principles and favor

open-sourced their experimentation framework – Feature API e. INTEGRATE A/B TESTING INTO OUR FEATURE PLANNING i. Product owners should consider each feature as a hypothesis and use real users to prove/disprove

goal with a clearly defined deadline approximately 6 months to 2 years out.e. KEEP OUR IMPROVEMENT PLANNING HORIZONS SHORT i. Act like a startup, strive to generate measurable improvement or actionable

metrics to demonstrate high success rates and low MTTR iii. Link and provide traceability from planning to version control to production implementation for visibility and auditing c. WHAT TO DO WHEN