Agile Project Plan Template



Agile Project Plan TemplateFrom envisioning to close outAnything BUT AGILEDecember 20, 2012Authored by: Christophe Le CoentContents TOC \o "1-3" \h \z \u Project Chartering PAGEREF _Toc343765701 \h 2Lift off planning PAGEREF _Toc343765702 \h 2Purpose PAGEREF _Toc343765703 \h 2Alignment PAGEREF _Toc343765704 \h 2Context PAGEREF _Toc343765705 \h 2Overall direction PAGEREF _Toc343765706 \h 3Timeline summary PAGEREF _Toc343765707 \h 3Milestones and milestone management PAGEREF _Toc343765708 \h 3Project Milestones PAGEREF _Toc343765709 \h 3Milestone tracking PAGEREF _Toc343765710 \h 5Example PAGEREF _Toc343765711 \h 6Risk and Issue management PAGEREF _Toc343765712 \h 6Example PAGEREF _Toc343765713 \h 6Assumption management PAGEREF _Toc343765714 \h 7Dependency management PAGEREF _Toc343765715 \h 7Communication plan PAGEREF _Toc343765716 \h 8Minutes of meetings PAGEREF _Toc343765717 \h 8Quality Plan PAGEREF _Toc343765718 \h 8User Stories PAGEREF _Toc343765719 \h 8Definition of Done (DoD) PAGEREF _Toc343765720 \h 9Creation of the DoD PAGEREF _Toc343765721 \h 9Review of the DoD PAGEREF _Toc343765722 \h 9Example PAGEREF _Toc343765723 \h 9Test Strategy PAGEREF _Toc343765724 \h 9The 4 quadrants PAGEREF _Toc343765725 \h 10The pyramid of tests PAGEREF _Toc343765726 \h 10Software framework PAGEREF _Toc343765727 \h 10Release Management PAGEREF _Toc343765728 \h 11Defect Management PAGEREF _Toc343765729 \h 11Roles and Responsibilities PAGEREF _Toc343765730 \h 11Resource Management and Planning PAGEREF _Toc343765731 \h 13Budget PAGEREF _Toc343765732 \h 13People PAGEREF _Toc343765733 \h 13Software PAGEREF _Toc343765734 \h 13Hardware PAGEREF _Toc343765735 \h 13Trainings PAGEREF _Toc343765736 \h 14Travels PAGEREF _Toc343765737 \h 14Miscellaneous PAGEREF _Toc343765738 \h 14Summary PAGEREF _Toc343765739 \h 14KPIs (Project) PAGEREF _Toc343765740 \h 14Team Maturity PAGEREF _Toc343765741 \h 14Metrics PAGEREF _Toc343765742 \h 14Compliance constraints PAGEREF _Toc343765743 \h 14Reference PAGEREF _Toc343765744 \h 14Note from author: an agile project plan is a high level view on how the project will be managed and it should never contrevine the Agile Manifesto and principles. This document should remain lightweight and only use as guidelines to drive the project to deliver valuable working software in short iterations to the customers.Project CharteringLift off planningThis document’s value is in the lift off session [5] where stakeholders, team members, product owners, scrum masters and project managers will create or consolidate the project chartering: purpose of the project, alignment of the team around the project and context of the project.Initially, the Product Owner should draft the purpose of the product and the context. Project chartering will be an output of the lift off session.PurposeWhat is the vision? Value to AttainWhat is the mission? Result to AccomplishWhat are the mission tests? Criteria for SuccessAlignmentValues & Principles - Beliefs & Ideals about WorkWorking Agreements - Operational GuidelinesCore Team - Cross-functional group with a common purposeContextCommitted Resources - Organization SupportBoundaries & Interactions - Seeing the SystemsProspective Analysis - Initial ProjectionsOverall directionFor the first user story implemented, we will deploy this feature to live. “There is only value if features are delivered to the customers”.Quality is not only for the code and test code, this is also about the quality of the user stories, acceptance criteria, meetings, etcTimeline summaryPotentially Shippable Increments at the end of each sprint as per DoDFinal releaseMVP(Minimum Viable Product)External Releases:TG3.2Internal milestones:TG51st release 2nd releaseTG2TG3.1Speculate & AdaptTG4TG3TG1Milestones and milestone managementProject MilestonesMilestonesGateDefinitionPhasePlanned dateTypeBudget approved for Speculation phaseResource is assigned for Initiation phase to be completedEnvisionTrackingInitial product backlog completeEpics are defined including architecture and non-functional requirements at high levelEnvisionTrackingEnvision phaseComplete*TG1Stakeholders approve go-ahead to Initiation phaseEnvisionGo/No GoT-shirt sizing doneHigh level estimate is done (x4 for uncertainty) for budgeting purpose of the product backlog (at epics level)SpeculateTrackingBudget approved for completion of the projectBudget is estimated and agreedSpeculateTrackingHigh Level Architecture agreedIncluding SW and HW architectureSpeculateTrackingNon-functional requirements (KPIs) definedPerformance, monitoring, load, reliability, stability, usability, Security, other “ilities”SpeculateTrackingTest Strategy definedHigh level test strategySpeculateTrackingResource plan agreedResource plan agreed for the duration of the projectSpeculateTrackingSpeculate phase complete*TG2Overall scope is defined and estimated, Resource available, team can start detailing the plansSpeculateGo/No GoLift Off session completeTeam is aligned with a clear purpose and understand the context of the project. Team has defined their working “rules”. Project chartering is liveSpeculateTracking*Definition of Done created by the teamQuality standards are setRelease PlanningTrackingProduct backlog is DEEPProduct backlog has been estimated and prioritisedRelease PlanningTrackingRelease Planning complete*TG3There is a high level plan covering the next 3 sprints Team is ready to sprint starting with Sprint Planning for sprint 1Release PlanningGo/No GoEnd of Sprint 1Explore & AdaptTrackingEnd of Sprint 3*TG3.1Review product progress to stakeholdersExplore & AdaptGo/No GoEnd of Sprint 6*TG3.2Review product progress to stakeholdersExplore & AdaptGo/No GoStable velocity*When velocity is known and can be used for planning purposesExplore & AdaptTrackingFirst release to customers*First external release, not for commercial use: key features are: …Explore & AdaptTrackingSecond release to customers*Second external release, not for commercial use: key features are: …Explore & AdaptTrackingMVP: Minimum Viable Product*Product that has enough features it can be deployed to end customers: key features are: …Explore & AdaptTrackingFinal release to customers*Final release, product is ready to go into maintenance modeExplore & AdaptGo/No GoSpeculate & Adapt phase complete*TG4Last sprint is complete; project can be closeExplore & AdaptGo/No GoClosure phase complete*TG5Project can be close; all pending actions are closeClose outGo/No GoTGTollgate (formal milestone for decision making)Go / No GoFormal review meetings; dates will be trackedTrackingMilestones will be tracked only i.e. no decision required*Key milestones that will be tracked using milestone tracking toolMilestone tracking“Milestone Slip chart” tool[2] will be used to track milestones marked with ‘*’ on a weekly or sprint based depending on the phase of the project (weekly for all except Explore and Adapt: at the end of each sprint)ExampleRisk and Issue managementRisks and Issues will be updated on a weekly basis and shared with all stakeholdersRisk and Issue tracking tool [3] will be used.ExampleAssumption managementThe project team members must identify and document all of the assumptions being made during the project planning process, and then on a one by one basis, identify the risks that exist as a result of each assumption to the project based on the potential inaccuracies or inconsistencies that the assumption may exhibit.Assumptions will be managed as Risks using Risk and Tracking tool [3]Dependency managementRelease planning sessions, sprint planning meetings and during sprints will reveal dependencies.Release planning with other teams as well as scrum of scrums will help negotiate such dependencies (due date, type, urgency, etc)Other dependencies will be managed in the table below:DescriptionWhen byComments/RisksContinuous Delivery EnvironmentFrom sprint 1Lack of an effective Continuous Delivery environment will slow down development and prevent us from having stable velocityStable platformFrom sprint 1Unstable platform will mean more time to identify issues and will slow down the team3rd party…Communication planWhatDescriptionWhen/FrequencyWho to:Live demo of working softwareDemo of what has been delivered according to the definition of Done at the end of the sprintAt the end of each sprintAllSprint reportsVelocityRelease burn-down chartRisks and issuesTest resultsUnit test coverageNumber of defects (inflow and outflow)Technical debtAt the end of each sprintStakeholdersToll GatesFor each gate, a meeting will be hold including last sprint report (if applicable) and a review of the business case. Decision to continue (Go) or cancel (No Go) the project can be made at these meetingsSee TG dates and MVP dateStakeholdersRisks and IssuesRisks and Issues on the projectWeeklyStakeholdersMilestone TrackingEstimated milestone datesAt the end of each sprintStakeholdersScrum of scrumsRotating team membersTwice a weekOther team members from scrum teamsMinutes of meetingsFor meetings with stakeholders, meeting minutes will be recorded using “Easy Minutes” [6]Quality PlanUser StoriesUser stories will:Follow the INVEST Model (Independent, Negotiable, Valuable, Estimable, Sized appropriately and Testable)Have personasHave conditions of satisfactionHave acceptance criteria using specification by example (Given/When/Then)EtcThis is not about matching the criteria above that makes a good user story, this is the quality and appropriate level of information. Hence we will also maintain a DEEP product backlog (Detailed Appropriately, Estimated, Emergent and Prioritised).Definition of Done (DoD)Creation of the DoDTeam creates their “Definition of Done” for:User storiesSprintsRelease (to production)Review of the DoDThe team will review their DoD at the end of each sprintExampleTest StrategyThe 4 quadrantsThe pyramid of testsUI testsFunctional testsUnit testsSoftware frameworkWe will be using Scrum with (as a summary):Sprint PlanningDaily stand-upsSprint reviewRetrospectivesSprints will be ?weeks long. Each sprint will finish on Wednesdays 10am.Release ManagementSprint cycle and release cycle will be decoupled giving the team the opportunity to release software any time. In general, a release will be made at the end of each sprint where integration issues will be addressed.Defect ManagementDefects will be adding to the product backlog (if they are not fixed within the sprint). Defects will be estimated in story points and prioritised among other defects and user stories.No points will be given for fixing defects. Points are only for estimation purpose and will not be added to the velocity.Roles and ResponsibilitiesRACI MatrixFunctional Manager(s)Scrum MasterProduct OwnerScrum TeamProject ManagerEnsure consistency of scrum practices across teamsICCIR/AProvide vision and goal for the productIIR/AIIProvide resource with right skills and mindsetR/AIIC/ICPrioritize and manage the product backlogIFR/ACFRemove impedimentsRRR/ARRManage the implementation of the project planIICCR/AMake sure scrum practices are used and improved within the teamRR/ACRFCreate, apply and continuously improve the Definition of DoneCFRR/AFOn time reporting to managementIFR/AIFDefine acceptance criteriaIFR/ACFWrite acceptance testsIFCR/AFEnsure quality of the productRRR/ARRManage RisksCCR/ACRApprove user stories (user stories meet the acceptance criteria)IFR/ACFDecide on release date and goalIIR/AIINote:The above RACI matrix doesn’t cover all the activities within the scrum framework; therefore always check the responsibilities for each role.The RACI matrix may differ per project due to structural and/or organizational constraints.Responsible = Those who do the work to achieve the task. There is typically one role with a participation type of responsible, although others can be delegated to assist in the work required Accountable =The one ultimately answerable for the correct and thorough completion of the deliverable or task, and the one from whomresponsible is delegated the work. In other words, an accountable must sign off (approve) on work that responsible provides. There must be only one accountable specified for each task or deliverable.Consulted =Those whose opinions are sought, typically subject matter experts; and with whom there is two-way rmed =Those who are kept up-to-date on progress, often only on completion of the task or deliverable; and with whom there is just one-way communication.Facilitator =Helps teams and individuals to continuously improve and understand their roles within the Scrum framework. They help team members change their behaviour and act as a coach and a change agent.Resource Management and Planning% time allocated and phaseBudgetPeoplePhase duration (weeks) * Total FTE / 4 weeks (per month): 146.5 man/weeks = 37 man/monthsCost per team member: 50kTotal cost = 50*37 = 1850kSoftwareHardwareHardware System requirements will be captured under [1].The cost will be provided:TrainingsTravelsMiscellaneousSummaryTypeEstimated Cost (?k)People1850SoftwareHardwareTrainingsTravelsMiscellaneousTotalKPIs (Project)Team MaturityWe will update the checklist [4] on a monthly basis.MetricsVelocity will be recorded on a sprint basisCompliance constraintsReferenceDescriptionIDLink/FileHardware System Requirements [1]\sMilestone Slip Chart tool[2]Risk and Issue Management tool[3]Scrum Checklist[4]Lift-off: Launching Agile Teams & Projects[5]Link: hereEasy Minutes tool(check where to store Add-In templates with your version of Windows Microsoft)[6]\s ................
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