Adapting and Closing: Fine-Tuning to Deliver

Tracking lessons learned during sprints

One of the best cure to restrict of agile project management is the opportunity to obtain feedback frequently and apply changes based on what the teams learned the key is asking the right questions and using your project control tools to ensure the project is being reviewed with a critical are in the adapt and close phase we discussed the things that need to occur during the adapt phase here we will discuss some of the techniques available to obtain soured feedback the first trek is to not way into the adapt phase to get feedback in the team room has an area were team members can jot down lessons learned at any time ensure the information is complete so you have the context keep in mind you don't need to know how you're going to resolve the issue just get the feedback written down simple items include it's taking longer to complete medium-sized features and client daily stand-up meanings are taking more than 15 minutes I feel like I'm getting nowhere as new features surface all time then when it's time to have the lessons learned workshop at the end of the spread you'll have plenty of input to discuss typically your instrument list of items was or other lessons learned ideas from the workshop attendees once you have all the lessons learned identified prioritise the listen to feedback a stunning impact of the project and determine how address each item focus on the teams high-priority items here's an easy technique to prioritise the feedback what say there are thoroughly items to prioritise give each workshop attending 10 votes and have them hopefully items they believe are most important to the project they can spread their votes across several items put them all on one if they want the top priority items are the top go-getters knowledge of prioritise the list of items that need correction you'll need to identify the cause of the problem and how to apply corrections sometimes the solution is painfully obvious other times it can be very difficult to determine the best way to address the problem you are facilitation skills are needed at this time to ensure everyone has a voice and several good ideas are collected from the team it's best to allow ideas the fall in encourage creativity crazy ideas can sometimes become weight solutions if possible have someone from outside the team facilitators workshop this allows you participate as a team member if you want to determine the level of enthusiasm surrounding a solution while addressing lessons learned I suggest you use the following technique called the first of five each person votes using your fingers five indicates they love the recommended solution for means there are happy with free means they could live with it through indicates they have reservations and one says they have grave misgivings from their you can address the ones and twos to determine their concerns and modify the solution into everyone votes really for all five whatever decisions are agreed is key for all project related changes to be communicated to the court team and extended stakeholders to ensure any new direction is understood

Accommodating business priority changes

Win or edge I was all about the business in adapting to their current needs is recycled which spread however there are things to consider when adapting to business changes assume you have 100 features enabling prioritised by the business and planning to implement them over five spreads from a technical perspective it might make sense to group the features differently between spreads for instance features are being developed from reporting building information it might be easier and more efficient if you complete all reporting related features in a given spread however if the business has the prioritised other reporting features than the business prioritisation needs to be honoured it does mean you need to ensure you advise the business about the impact of the future prioritisation you will have to be estimate the future reporting features knowing the efficiencies Hebburn lost from a technical resourcing perspective for example if all reporting features were completed in the same spread the work effort might take 100 hours per with reporting features spread across several springs the work effort could be 115 hours or 15% greater this is do to the Maritime and will take the resource to get their head around given topic each time they commence work on a feature is another scenario to consider lets say you were remodelling happening in painting the inside of a large house on listening to each room is a sprint the client has prioritise the sequence in which the rooms are to be completed along with the overall features for the house your conditioning has been prioritise last as they don't know still have the budget for this feature in a live in an area words not long very often however each room is impacted by your commissioning as there are vents to be installed in each will in this case it makes logical sense to do the your conditioning first is project manager you need to inform the client regarding impact usual in terms of cost resources if it will cost 50% more to do the your conditioning why hast they may decide to do earlier but adopted the client in other situations it may be mandatory to implement to giving feature first as it is a pre-requisite to other features but go back to the billing reporting feature discussed earlier a pre-requisite feature would be the process for inputting billing related information if the information is not available the system the node be nothing to report and Lasley business priority changes may cause a rebuild the features during the grouping of features summoning all the features will need to be redesigned and changed to accommodate the new features that are being built and implemented this is normal and agile it just needs to be planned for when the release plan is created at the beginning of the first spring the subject matter experts will need to review the sequence of the proposed features to determine design and rebuild impacts to enable accurate estimates to be applied the letter sprints with proper planning and foresight you can maintain the key agile principle of the business controlling the priority of the features with the project team advising in adapting to the changes with each spread

Closing the project

Ensure closing a project you start this phase with an overall focused understand and document lessons learned from the hall project in agile terms this is called a retrospective you may want to provide additional stakeholders to the retrospective given are looking at the project holistically both the project retrospective is completed you can now commence the final close of the project you've reached this point in the project based on one of the following conditions all the desired features are being implemented good for you or your brother time based on the original agreed schedule or you from funds based on the original budget if you have exhausted your time funds will of a few extra things to consider closing down the project you need to review the backlog was them work with the business to determine the importance of the remaining features in addition you need to find out if there are new features the business would like to have implemented if the setback what features are important and there are additional new features to be considered it's possible new project is warranted if the funds can be acquired if the backlog contains lower priority features is likely a new project will not be initiated in this situation the backlog needs to be transitioned to someone who can implement those changes of desire gradually forces via a project another approach the businessmen want to take is lets wait and see if the backlog is important but they don't have a lot of new features at this time the businessmen want to wait several months to determine new features surface Avenue project is warranted regardless it's very important for the backlog was to be given back to the business so they can maintain the list until future decisions are made in the adapt and close phase video we discussed the administrator of items are required to close up project now going to focus on the human side of project close up a team event is critical if the project was not as successful as some and hoped end of project team events provide closure for the court team members and signify the project is over it's a great opportunity to remind everyone why the project was initiated into recognise what has been achieved if agile is newly organisation it is critical to discuss the benefits of agile what worked for the team and some of the sticking points that will need to be worked out for future agile projects people only to be redeployed to other project will return to business as usual operational positions as project manager it's important for your work with your court team members and their managers to ensure each team member understand when you no longer need them for the project activities and what the next assignment will be keep in mind it could be an emotional time for team members as they transition from your project whether activities so they may be more distracted than normal project closeout can be easier for agile projects given the retrospective seven happening entry to the spreads you can focus on the overall effectiveness of the project versus all the details of occurred since the beginning of the project and can reflect on the improvements you have made is individuals and for the business

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