1. Supannika Koolmanojwong
Agile Tools
Supannika Koolmanojwong

2. Outline Agile Iteration Planning Retrospective Analysis
Risk Management

3. Agile Iteration Planning
Define categories of your project status for the next iteration
To do, Doing, Done
Goals, Tasks, WIP, Done

4. Alternative Agile Boards

5. Big Picture

6. Burndown Chart

7. Tricks

8. Workshop 1 Task Name 6 sticky notes per person
For this iteration (now to RDCR ARB)
Write
2 “To-do” tasks
2 “Doing” tasks
2 “Done” tasks
Post on the board
Talk among team members
Add more, if needed
Task Name 9 SK
Your Abbreviation
Hours Spent (for “Done”)
Hours Estimated (for “to-do” and “Doing”)

9. Retrospective Analysis
Think about the previous iteration
Smiley Face: What I liked...
Team coordination; progress of work
Sad Face: What I didn't like....  
Mr.X needs to step up; client has not given me Z
Light Bulb: What is now clear to me...
Finally, we have a full time !!
Cloud: What is still cloudy.....
When are we going to get the server ?

10. Agile Retrospective Board

11. Daily Retrospective Board
Niko-niko Calendar (or Smiley Calendar)
Puts a Smiley mark onto a calendar after the day's work, before leaving the team room.
member's mental health and motivation viewpoint

12. Workshop 2 4 sticky notes each, 2 notes for each category
Post them on the board
Smiley Face: What I liked...
Team coordination; progress of work
Sad Face: What I didn't like....  
Mr.X needs to step up; client has not given me Z
Light Bulb: What is now clear to me...
Finally, we have a full time !!
Cloud: What is still cloudy.....
When are we going to get the server ?
Talk among team members
Add as necessary SK

13. Managing Risks Traditional vs Agile (1)
Risk Management
Work with management and stakeholders 
Formal Documentation
Work with the product owner, delivery team, and scrum master
No or informal documentation
Risk Identification
BPUF - big planning up front
Risk management meeting
PM creates this deliverable
Daily identify risk on multiple levels:
product vision
product roadmap
release planning
sprint planning
daily stand up
Whole team is involved in Scrum ceremonies and transparency

14. Managing Risks Traditional vs Agile (2)
Risk Analysis
Review all of the risks identified during the identification meeting and perform quantitative and qualitative analysis
prioritize and score risks 
Manager prepare risk report
Focus on qualitative risk analysis because of the sprint time boxes and constant feedback loops provided in scrum
Scrum masters help keep the team see the risks
Risk Response Planning
 Develop options and actions 
PM or part of the team create ways to avoid, mitigate, plan contingency, or accept the risks
Happens real-time as risk is identified
whole team is involved in brainstorming ways to avoid, mitigate, contain or evade the risks

15. Managing Risks Traditional vs Agile (3)
Risk Monitoring and Controlling
Status meetings to discuss new risks and updates to the risk
PM facilitates the status meeting; usually weekly or monthly
transparency of the delivery team’s work via task boards, burndowns, daily standups, and end of sprint reviews provide information and forums for continuously monitoring risk
whole team is involved in risk monitoring by providing data and feedback

16. Five common risk areas [Tom DeMarco]
Intrinsic Schedule Flaw
In setting time and effort for budgets
Specification Breakdown
an agreement cannot be reached on what the requirements are
Scope Creep
increases the size of the project without a concomitant change in resources and time
Personnel Loss
creating a learning curve for the replacement persons
Productivity Variance
Underperformance or overperformance
Ref: Tom DeMarco, Waltzing with Bears

17. How does Agile address the risks?
Schedule Flaw
Estimating is a guess; Feedback loops to mitigate invalid guesses;
Update the release plan at the end of every sprint
Prioritizing the product backlog to deliver value sooner (based on value, not time) by looking for early release opportunities (Value + time)

18. 2. Specification Breakdown
Having a dedicated product owner to communicate the customer needs and decisions about what the product should do
Ensure alignment between what is requested and how it can be delivered

19. 3. Scope Creep
every scrum ceremony, may discover new things to include
New requirement, new backlog items
Product owner will evaluate the new product backlog items
Add
Delete
Trade-out in priority with other items

20. 4. Personnel Loss
With self-organizing teams, members focusing on work and problems to solve, thus resulting in higher morale
Daily Stand-up meetings, shared knowledge

21. 5. Productivity Variance
Teams guess on how much work they can do in their first iteration
Evaluate performance at Sprint review
Burndown chart
Velocity
Mitigating or correcting the difference variation happens in the next sprint

22. Agile risk management activities
Inputs
Tools and Techniques
Outputs
Risk register
Project management plan
Work performance information
Performance reports
Daily Stand-up meetings
Retrospective results
System evaluation feedback
Risk reassessment
Risk audits
Variance and trend analysis
Technical performance measurement
Reserve analysis
Status meetings
Iteration project risk reviews
Risk register updates
Organizational process assets updates
Change requests
Project management plan updates
Project document updates
Updated iterations plans
Risk profile graphs

23. Sample Agile Project Risks

24. Agile Risk Management Tools

25. Agile Risk Management Tools

26. Risk Strategies Risk Avoidance
COTS product C is almost as good as B, and it can talk to A
Delivering on time is worth more to the customer than the small performance loss
Risk Transfers
If the customer insists on using A and B, have them establish a risk reserve.
To be used to the extent that A and B can’t talk to each other
Risk Reduction
If we build the wrappers and the CORBA corrections right now, we add cost but minimize the schedule delay
Risk Acceptance
If we can solve the A and B interoperability problem, we’ll have a big competitive edge on the future procurements
Let’s do this on our own money, and patent the solution

27. Challenge in training Sales Rep
Risk Radar Tool
Business
Technical
Need all VPs meeting
Sync interface of M1 – M5
Coordination
Execution
Challenge in training Sales Rep
Migrate data from S2

28. Challenge in training Sales Rep
Risk Radar Tool
Business
Technical
Next Four Sprints
Need all VPs meeting
Sync interface of M1 – M5
Next Two Sprints
Coordination
Execution
Challenge in training Sales Rep
Migrate data from S2

29. Workshop 3 As a team, brainstorm the risk items
Team 5 – using Risk Exposure
Team 11, 12 - use tool#2
Obstacles, Mitigating, Containing, Accepting, Avoiding
Team 13,14 – use Risk Radar Tool
Business /Technical
Coordination/Execution
Before ARB/ Before CCD