from why, to what, to how much FROM reality TOTO Kelley Horton

Contents  About the Speaker  Fantasy to Reality  Can it really be that simple (and fun)?  Prioritization  Normalization  Cost  The Audience Challenge 2

SpecialtiesKelley Horton, SA  Industrial / Manufacturing Engineer  20 + years in product development  Silicon Valley start-ups  Creating & Leading PMOs  Contact:  Program and Portfolio Management  Enterprise Lean-Agile Practices  Accelerating solution delivery  Building / Coaching high-performing Agile Scrum teams  Lean Agile Visual Controls  Process Engineering  Queen of ‘Sticky Notes’ Kelley Horton is a certified SAFe Agilist who specializes in Lean-Agile transformations About the presenter

Fantasy to Reality If you are attending this session …  I am assuming you have some level of lean agile practice underway in your organization  And you have some working knowledge of Fantasy Football 4

Fantasy to Reality Traditional Challenges with Strategic Planning Pulling people off work in progress to do big estimation efforts with little input Funding projects versus funding teams Giving a false sense of estimation accuracy based on that little input Being held to the estimates / dates from this process once funding is approved Funding never materializes for the things you took the time to estimate 5

Can it really be that simple? Prioritizing work based on cost of delay Normalizing Estimation techniques Knowing your cost per unit of value delivered 6

Can it really be that simple…. Prioritization – Why? Fantasy - Football Draft  Player Selection Criteria  Skills / Availability / Quantity  Sequence for selecting  Running Backs  Wide Receivers  Tight Ends  QBs  Defense / Special Teams  Kicker Reality – Feature Prioritization  Weighted Shortest Job First  User / Business Value (e.g. increased Sales Volume)  Time Criticality (e.g., first to market)  Risk Reduction / Opportunity Enablement (e.g., regulatory compliance)  Executive Mandates How Much What Why 7 *WSJF - Don Reinertsen and SAFe

League A Scoring Rules vs.League B Scoring Rules Can it really be that simple…. Normalization – What? How Much What Why 8

Can it really be that simple? Normalization – What? How Much What Why Player Scoreboard across Leagues League A League B 9

Fantasy = A vs. B LeaguesReality = Normalized Story Points  Agree on estimation approach for story points  An‘ideal developer day = 6 hours = 1 SP’  Never look back (don’t worry about recalibrating)  Make solid commitments in terms of plan dates and cost estimates for your delivery teams Can it really be that simple? Normalization – What? How Much What Why 10

X-Sm 10 Story Points Sm 25 Story Points Med 50 Story Points Lg 100 Story Points X-Large 150 Story Points XXL 200+ Story Points Can it really be that simple….. Normalization – What? How Much What Why Jersey-Sizing Features 11

Can it really be that simple? Cost / Unit of Value *Source – Forbes – The Business of Football How Much What Why

Fantasy = Football WinsReality = Value Delivered (SPs) Can it really be that simple? Cost / Unit of Value How Much What Why 13 Quarterly Run Rate ($) Quarterly SPs Delivered = Cost / SP

How Much What Why Things that impact Cost / SP  Lack of ‘persistent’ teams (unpredictable velocity)  Changing priorities after work is in progress (lost capacity / wasted effort)  Poor dependency management with external teams (blocks work)  UX process & capacity mismatch (can block work or cause changes to WIP)  Poor quality (need more production support resources)  High process overhead Can it really be that simple? Cost / Story Point 14

How Much What Why X-Sm 10 Story Points Sm 25 Story Points Med 50 Story Points Lg 100 Story Points X-Large 150 Story Points XXL 200+ Story Points T-Shirt SizeStory Point SizeApprox. Cost ($2000 / SP) XS10$20,000 S25$50,000 M50$100,000 L100$200,000 XL150$300,000 XXLMinimum 200$400,000 Can it really be that simple….. Cost / SP 15

How Much What Why Strategic Planning Simplification Can it really be that simple? Do the math… Funding $$ Cost / Story Point = $20 MM $2,000 In 2016 we can deliver 10,000 SPs Allows Business partners to make informed trade off decisions based on high level of transparency Allows Technology team to make firm / fixed price estimates at the beginning of each fiscal year 16

How Much What Why Can it really be that simple? Do the math…. A backlog of discrete, releasable features representing the needs of multiple LOBs Business value articulation & relative scoring, with “mandate” multiplier to facilitate external influences on sequencing Rating & ranking appreciates job size Don’t forget to include an allocation for Tech Debt, Arch Runway; 10% tech debt, 10% Arch Runway 17

Back to your‘reality’ If you could implement one technique, which would be the most valuable with the least amount of effort? 1.Why – Prioritization (WSJF) 2.What - Story Point Normalization 3.How Much - Cost / Story Point The Audience Challenge How Much What Why 18

Recap 1.In Reality - Keep it simple 2.In Fantasy - Always pick……… 19

THANK YOU! M: LinkedIn: 20

FROM WHY… TO WHAT… TO HOW MUCH… FROM reality TO