Author: Manjunath Ingale

The Age of Agile | Book series

Manjunath Ingale Leave a comment

Overview:

The Age of Agile helps readers: Master the three laws of Agile Management (team, customer, network) * Embrace the new mindset * Overcome constraints * Employ meaningful metrics * Make the entire organization Agile * And more With this breakthrough approach, even global giants can learn to act entrepreneurially.

More value from less work. An unstoppable business revolution is under way-and it is Agile. Companies that embrace Agile Management learn to connect everyone and everything . . . all the time. They can deliver instant, intimate, frictionless value on a large scale. Agile began emerging many decades ago, but truly took off in the software development industry. Sparking dramatic improvements in quality, innovation, and speed-to-market, the Agile movement is now spreading quickly throughout all kinds of companies. It enables a team, a unit, or an enterprise to nimbly adapt and upgrade products and services to meet rapidly changing technology and customer needs. And the process is applicable anywhere-companies don’t need to be born Agile, like Spotify. Even centuries-old Barclays is making the transition and reaping the rewards.

Author:   

Stephen Denning

Published In:

8 February 2018

Glossary | Look-Ahead Planning

Manjunath Ingale Leave a comment

Definition:

Teams to succeed while optimizing the progress of the entire project requires some extra work. The first thing to be done is to look ahead two to three sprints to understand which product backlog items are likely to be worked on. This requires decomposing and refining product backlog items earlier, more detailed items can be found at the top of the product backlog. The next step is to identify any dependencies between the teams.

We have to carry out the steps to optimize and refine the backlog several times to achieve optimal balance between the needs of the individual teams and those of the overall project. Once that’s done we add stories to the next two to three sprints in the release plan. Anticipating requirements does not mean that the teams will actually commit to deliver these more distant items in the same way it is committing to complete the product backlog items of the current iteration. By looking ahead two to three iterations we have successfully avoided the emergency of “my team needs this from you this iteration” that can otherwise be common on large agile projects as there is a scope to resolve dependencies before the team starts developing.

Further Reading:

Book: Agile Product Management with Scrum by Roman Pichler