[PMI-ACP] Domain 7. Continuous Improvement(Product/Process/People)

 Agile    PMI-ACP    Domain 7

Introduction

Domain 1. Agile Principles and Mindset

Domain 2. Value-driven Delivery

Domain 3. Stakeholder Engagement

Domain 4. Team Performance

Domain 5. Adaptive Planning

Domain 6. Problem Detection and Resolution

Domain 7. Continuous Improvement(Product/Process/People)

▌Introduction

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Kaizen (Continue Improvement) is action plan, philosophy and culture.

1.  Process improvement

2.  People improvement

3.  Product improvement

▌Process Improvement

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▋Iteration retrospective meeting

Hosted: Scrum master

Attendees: Scrum master and Team, others may attend but just watch.

▋Helped

What worked well in this iteration?

▋Hindered(阻礙)

What didn’t work well in this iteration?

▋Hypothesis(假設)

What action can we take in next iteration.

▋Five Stage Retrospective

▋Setting the stage

Good, safe environment

▋Gather data

1.  Timelines

Collect facts and feelings in a timeline.

2.  Color code dots

Stick red spot(good) and blue spot(bad) in Timeline’s fact.

3.  Mad/Sad/Glad

Similar to 2., but use mad, sad, glad stickers.

4.  Triple nickels

Each member write 5 facts(questions or problems) in 5 minutes, pass it to the right one, and he/she write the improvement actions or comments in in 5 minutes.

5.  Locate strength

Interview each other.

6.  Team Radar

7.  Learning Matrix

▋Generate insights

1.  Brain storming

2.  Five whys

3.  Fishbone

4.  Identify theme

▋Decide what to do

1.  Select 2 or 3 actions for next iteration from action plans.

2.  Only take actions the team is able to do

▋Closing the retrospective

1.  ROTI(Return on Time invested)

2.  Plus/Delta evaluation

▋Intraspective meeting

1.  Informal meeting hold by Scrum mater

2.  To discuss the issues from daily scrum and find out solutions

▋Tailoring(裁縫，量身訂做) Process

Tailoring the process due to the difference of project scope, tech challenge and etc.

	Spirit	Description
Shu 守	Protect, obey	Learning and following fundamentals
Ha 破	Digress(脫離)	Breaking the rules
Ri 離	Leave, Separate	n   Transcendence(超越) n   No trick wins trick(無招勝有招) n   Using no way as way, having no limitation as limitation.(以無法為有法，以無限為有限 – 李小龍)

▌People Improvement

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▋Knowledge sharing

▋Self-assessment (自我評估)

▋Agile KPI

1.  Actual stories completed vs. Committed stories

2.  Tech debt management

3.  Team velocity

4.  Quality delivered to customers

5.  Team enthusiasm (團隊熱情)

6.  Retrospective process improvement

7.  Communication

8.  Team’s adherence(附著) to Scrum framework and engineering practices

9.  Understanding of iteration scope and goal

▌Product Improvement

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▋Daily standup meeting

▋Iteration review meeting

[PMI-ACP] Domain 6. Problem Detection and Resolution

 Agile    PMI-ACP    Domain 6 

Introduction

Domain 1. Agile Principles and Mindset

Domain 2. Value-driven Delivery

Domain 3. Stakeholder Engagement

Domain 4. Team Performance

Domain 5. Adaptive Planning

Domain 6. Problem Detection and Resolution

Domain 7. Continuous Improvement(Product/Process/People)

▌Introduction

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The success of a project depends on how quickly and effectively the teams resolves the problems.

1.  Identify problems, impediments and risks

2.  Solve them at the right time

3.  Update stakeholder’s expectation

4.  Visible, monitored and prioritized list of issues and threats (Transparency)

5.  Prevention

▌Risk/Threat Management

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Type	Description	Note
Problem	Already happened
Issue	Will occur soon or later
Risk	Might or not happen in the future	Can be Threat or Opportunity

1.  Risk identification responsibility: Stakeholder, Customer (PO), Team.

2.  Risk severity(嚴重度)=Risk probability X Risk impact

3.  Risk Adjusted Backlog: Prioritize backlog with Value and Risk

4.  Risk-based Spike: Time-box experiment or POC to learn the UNKNOWN.

▋Core risks for software development

▋Productivity variation

Difference between planned and actual performance.

▋Scope creep

Additional requirements.

▋Specification breakdown(規格明細)

Stakeholders do not have consensus(共識) on requirement.

▋Instrinsic schedule flaw

Schedule or task duration estimation sucks.

▋Personnel loss

Loss of human resource.

▋Tackle risks

1.  Identify risks

2.  Prioritize risks

3.  Plan response

4.  Carry out responses

5.  Control and review

▌Problem Detection techniques

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▋Spike

▋Definition of Done

DoD is agreed by the whole project team, including of Stakeholder, Sponsor, Customer and PO, Development team.

1.  DoD for a feature

2.  DoD for a Sprint

3.  DoD for a Release

▋Frequent validation and verification

By testers, automated testing tools and feedback.

▋Variance and Trend analysis

Variance and Trend analysis is important for controlling/problem detection/continuous improvement to ensure quality.

▋Control Chart

When

1.  Data falls outside the upper or lower control limit(UCL/LCL)

2.  Data falls on the same side for 7 times in a continuous records

We have to find the root cause, which includes

1.  Common cause

2.  Special cause: happens only on special scenario or reasons

▋WIP(Work In Progress) limit

1.  Preventing bottlenecks

2.  When reach WIP limit, the team stops and work together(swarming) to clear the bottleneck

▋CFD (Cumulative Flow Diagram)

▋Daily standup/Retrospective meeting

▋Lead time/Cycle time

1.  Lead time:

Feature spec (requirement confirmed) <-> Feature go-live on Production

2.  Cycle time:

Pick up the feature (requirement) <-> Complete development

3.  Defect cycle time:

Get defect <-> Solve it

Lead time > Cycle time

▋Escaped Defects and Defect Rate

1.  Escaped defects are those found by customers.

2.  Agile team sets alarm when velocity is low and defect rate is high to take actions.

▋Defect rate

▌Root cause techniques

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▋The Five whys

▋Fishbone diagram analysis

▌Cost of Change

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1.  Avoid design rework by only completing the design JUST IN TIME

2.  XP: Pair programming, TDD, continuous delivery

▌Technical Debt

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1.  Poor design

2.  Fix bugs with a easy way

3.  Too quick decisions

4.  Quick doing with mess

▌Problem resolution

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▋Steps

1.  Gather data

2.  Generate insights(data analysis)

3.  Decide what to do

▋Best police

Prevent problems:

1.  XP core/best practice

2.  No scope creep

3.  Tech debt as little as possible

4.  Maintain constant pace