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

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

gives that small team ways to speed up its inspecting and adapting process to maximize its impact. Continuous Delivery and DevOps place the entire value stream in the hands of that small team so that it can 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

delivery often favored buying a product off the shelf. But when we view IT capabilities as being in a continuous state of transformation, when we see them as tightly integrated into an EA, and when we realize 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

work by implementing continuous delivery i. Create the foundation of our deployment pipeline ii. Enabling fast & reliable automated testing iii. Enabling & practicing continuous integration & testing results, environments deployed to, etc. a. Use to support audits and compliance iv. Create out continuous integration practices 1. Comprehensive and reliable automated tests to validate deployable state ii. If not, undoes the work done to get to a known workable state 4. Ch. 11 Enable and Practice Continuous Integration a. Branching – Pros & Cons i. Pro – Allows work in parallel while minimizing potential

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 sets of Development, Cybersecurity, and Operations throughout the software lifecycle, embracing a continuous monitoring approach in parallel instead of waiting to apply each skill set sequentially.  Security management, a zero-trust model, a whitelist, Role-Based Access Control (RBAC), continuous monitoring, signature-based continuous scanning using Common Vulnerabilities and Exposures (CVEs), runtime behavior

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 Lean & Agile Development: Thinking & Organizational Tools for Large-Scale Scrum, Craig Larman  Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation, Jez Humble

happiness 2. one of the best predictors of short lead times was small batch sizes of work b. Agile, Continuous Delivery, and the Three Ways 7 c. The First Way: The Principles of Flow 15 i. MAKE OUR WORK VISIBLE 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 prioritization, and sufficient slack in the systemiii. Toyota Kata, “…one cannot reorganize your way to continuous improvement and adaptiveness. What is decisive is not the form of the organization, but how people

frequently, cheaply, and as soon as possible i. Institutionalize rituals to increase safety, continuous improvement, and learning ii. Create mechanism to rapidly spread learning throughout the organization 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 ability to take responsibility for quality of work.ii. Enable controls such as pair programming, continuous inspection, automated testing to achieve outcomes intended with controls. e. ENSURE DOCUMENTATION

vision and roadmap  product and release management, release planning  program psi objectives  common sprint lengths - system continuous integration  architectural runway Portfolio  business epics