STAGILE® Guide 2024 PDF

ENABLING DIGITAL TRANSFORMATION STAGILE® GUIDE ALEAS AG | 2024 AGILE MEETINGS 1) KICKOFF MEETING 4) POT MEETING...

ENABLING DIGITAL TRANSFORMATION STAGILE® GUIDE ALEAS AG | 2024 AGILE MEETINGS 1) KICKOFF MEETING 4) POT MEETING Training on method and tools Preparation meeting for the next Bring all team members to the Sprint. same level regarding the project. POT reviews the board (Risks, “Weekly”/Extended Define Risks, Opportunities, Opportunities, Masterplan, Sprint Scrum Meeting “Daily”/Core Masterplan, Sprint Plan, Team achievements,...) and prepares a Scrum Meeting Setup and Sprint logistics on the proposal for the next Sprint Board. Contract to ensure an efficient Kickoff includes POT Meeting and Sprint Meeting and an effective Sprint Planning Meeting for the Sprint. first Sprint. 5) SPRINT MEETING 2) SCRUM MEETING Review & Retrospective Product Owner Team (POT) Meeting 15 min meeting with agile core First Part of the Sprint Meeting. team. The team members show key The following three questions need achievements from the finished Kick-off Meeting to be addressed: Sprint, review risks and Sprint Review Sprint Planning 1) What has been achieved? opportunities and participate in a and Retrospective Meeting 2) What‘s next? Lessons Learned session. Sprint Meeting 3) Any impediments/hurdles? No deep dive on topics Sprint Planning (→ “After Scrum”) Second Part of the Sprint Meeting. Review and update of the 3) EXTENDED SCRUM MEETING Masterplan and planning of the Like Scrum Meeting but with the next Sprint (on the board). extended agile team. © ALEAS AG -2- KICKOFF WORKSHOP SUMMARY KICKOFF WORKSHOP FACTS DO’S Purpose: Project is clear, all are on the same page and team is trained and ready to start Sprint 0. ▪ Ensure efficient Kickoff workshop by conducting Pre-Kickoff Workshop with POT. Output: Common project understanding (scope, requirements, …). Trained team. Prepared board including ▪ Have POT scope the project properly for effective workshop (MVP defined, Masterplan, Sprint 0 plan, Risks & Opportunities Radar, … customers identified, Plan B for shall requirements available, stakeholder and customer Owner: Project Lead involvement clear, project sensitives clarified). Attendees: POT, Team, Stakeholder, Agile Coach ▪ Customize agile hybrid training based on team know-how. Define individual training sessions if useful and more efficient due to huge know-how differences. Duration: 1-2 days ▪ Provide a Gantt chart for the most efficient Masterplan preparation. Meeting: Right before start of Sprint 0 ▪ Plan in epochs (getting less detailed from epoch to epoch) to minimize planning and especially re-planning effort. PROCESS/AGENDA ▪ Project Why (purpose) and What (scope) as ▪ Involve stakeholders to generate a common understanding of the project and the agile well as key requirements and main deliverables hybrid project management approach used. I) PRE-MEETING / PREPARATION (MVP) are clear and agreed upon. POT: ▪ Where are we (current state of the project) is clarified. DON’TS ▪ Kickoff workshop definition in pre-Kickoff done. Project contents defined and shaped for Kickoff All: ▪ Do not start shaping and defining the project before the project scope and (POT meeting held). Shaping and defining the agile hybrid project requirements are understood and agreed on. PL: ▪ Populate Risk and Opportunity Radar and agree on ▪ Don’t plan too detailed – stick to the save enough to try (start) approach! actions to be taken. ▪ Don’t only plan the deliverables in the Sprint. Risks and opportunities are essential ▪ Workshop preparation done (agenda, board ▪ Identify key milestones and critical path based on elements of the project which need to be managed/addressed. template with key dates and Gantt chart, SP-0 Gantt Chart. contract proposal exists, team preparation mail ▪ Do not just plan as individuals. Plan as a team – discuss, argue and finally agree ▪ Derive Masterplan using the collaborative planning sent including pre-readings) collaboratively to a plan. approach based on project inputs. ▪ Agree on Sprint 0 Contract based on Sprint II) MEETING Contract proposal, Masterplan and Risks & REFERENCES Agile Coach: Opportunities identified and define Sprint 0 plan Pre-Kickoff Agile hybrid training (optional) ▪ Clarify dynamic team setup and Sprint logistics POT ▪ Participants understand the agile hybrid project ▪ Conduct first Team Voting Sprint Meeting management concepts and methods. ▪ If required conduct ALEAS Board training or III) POST-MEETING refresher. Scrum Master: PL/POT: ▪ Send out meeting invitations for Sprint 0 (Daily Project and requirements clarification Scrums, weekly Extended Scrums, POT Meeting and next Sprint Planning Meeting) © ALEAS AG POT MEETING SUMMARY POT MEETING FACTS DO’S Purpose: Efficient Sprint Meeting and effective Sprint ▪ Challenge the team but stay realistic. Output: Sprint Contract Proposal and Sprint Meeting Agenda ▪ Clear Definition of Done (DoD)! Owner: Scrum Master ▪ Make sure the POT views the result “only” as proposal for the team. The final Sprint Attendees: Product Owner Team (POT), Team Leader and/or Sponsor (optional) Contract will be available after the Sprint Meeting. Duration: 1–1,5 h ▪ Clarify invitees for Sprint Meeting. Meeting: minimum once per Sprint, approx. 1 week before Sprint Meeting ▪ Define room set-up and event. ▪ Clarify dependencies (on a high level). ▪ Identify resource issues, if foreseeable, and decide if team leader and/or sponsor is PROCESS/AGENDA Clarify Dependencies present, otherwise assure decision before the Sprint Planning Meeting. ▪ Clarify dependencies to other teams. I) PRE-MEETING / PREPARATION ▪ Invite POT Meetings in advance together with Sprint Meetings. Risk & Opportunity focus All: ▪ Do we want to focus the next Sprint on a certain ▪ Define Sprint Focus (Lessons Learned, Risk,…) if required. ▪ Prepared Backlog for next Sprint available risk attack or a certain opportunity? (ref. Backlog refinement) Lessons Learned focus DON’TS ▪ Masterplan for next quarter/epoch exists ▪ What do we want to focus our Lessons Learned ▪ Don’t add to many deliverables to the Sprint Contract (stay focused). on? II) MEETING ▪ Don’t add (extremely) detailed deliverables to the Sprint Contract (stay on a high level Define Sprint Planning Meeting agenda All: = visibility for the whole but not for the tiny!) ▪ Define timing, define who should join the planning Review of current Sprint Board session. ▪ Don’t forget about Lessons Learned and Risk Attack focus. ▪ How did we perform? Can we derive a Lessons ▪ Should an event be planned, or some goodies be ▪ Don’t dive into a detailed discussion and clarification of deliverables. Have the Learned focus from the current Sprint? prepared? deliverables in a “ready state” (= prepared backlog). ▪ Which achievements will be presented and by whom? III) POST-MEETING REFERENCES ▪ Are changes to the Masterplan required? Is the Scrum Master: Sprint Meeting critical path still okay? ▪ Send out preparation e-mail to assure maximum Sprint Contract Define Sprint Contract Proposal efficiency of the Sprint Meeting. Backlog Refinement ▪ What is the working product for the next Sprint? ▪ Invite additional team members and stakeholders (MUST in the next Sprint) for Sprint Meeting if required based on Sprint Lessons Learned/Retrospective ▪ Can we accelerate something? Contract proposal or achievements to be ▪ Define critical deliverable for team members (e.g. presented. tooling – release, …) ▪ Prepare Board © ALEAS AG SPRINT MEETING SUMMARY Sprint MEETING FACTS DO’S Purpose: Review and update of the Masterplan and collaborative planning of the next Sprint ▪ Make sure sticky notes are precise with a clear Definition of Done (DoD). Output: Committed Sprint Contract, Sprint Plan, common team understanding of Sprint ▪ Add only sticky notes to the Sprint Plan, which Owner: Scrum Master 1) are relevant and important to the Sprint Plan, 2) are relevant to share with the team, Attendees: Extended Project Team, additional members defined in POT (specialists, team leaders, management) 3) have strong dependencies on other team activities. Duration: 2–4 h (strongly depending on preparation) ▪ Talk to others if you need support, have dependencies on someone, can‘t fulfill your Meeting: every 2–6 weeks (periodic meetings at equal intervals) tasks on time etc. ▪ Make sure the Backlog and the relevant time period in the Masterplan are empty at the PROCESS/AGENDA Achievement Presentation end of the planning session. ▪ Present and discuss achievements of last Sprint to ▪ Take a look at the next epoch (3 – 4 months) during the planning. Which tasks need I) PRE-MEETING / PREPARATION stakeholders. In addition, present key KPIs of the to be planned now to achieve future deliverables? All: last Sprint and give an outlook on the focus of the ▪ Make sure risks and critical deliverables get addressed as early as possible and plan ▪ Prepare (define your tasks for the next Sprint/add next Sprint to stakeholders. them as early as possible in the current Sprint. stickies to Backlog) Review Sprint Contract & Sprint Planning ▪ (optional) Pre-fill the “Next Sprint” section ▪ Generate a common understanding of the Sprint Contract proposed by POT. DON’TS Scrum Master: ▪ Make sure everything works before the meeting ▪ Collaborative planning = team members define ▪ Don‘t use the Sprint Plan to show how busy you are! (Microsoft Teams, ALEAS Board) deliverables for the next Sprint, discuss ▪ Don‘t add sticky notes for other team members without talking to them first. dependencies between team members and POT: ▪ Don‘t forget that the review part is only a review and sanity check of the Sprint Plan. required deliverables from other team members. ▪ Prepare Sprint Contract proposal Sprint Team Review & Contract Definition REFERENCES II) MEETING (All) ▪ Review and agree on the Sprint plan and “sign off” the Sprint Contract with the team. POT Meeting Last Scrum Meeting (ref. Scrum Meeting) Color Notation (Sticky Notes) Sprint Logistics & Team Voting Risk/Opportunity Review SCRUM Meeting ▪ If required adjust team configuration, Scrum and ▪ Discuss new risks and opportunities, review risks Extended Scrum Meeting cadence and timing. and opportunities (eventually based on risk focus ▪ Perform Team Voting. set by POT). Define activities to reduce risks and/or leverage from opportunities. III) POST-MEETING Lessons Learned Scrum Master: ▪ Perform Lessons Learned (LL) based on LL focus ▪ If required change Scrum Meeting and Extended set by POT or as defined for project status by Scrum Meeting invitations. standard sequence. © ALEAS AG  (EXTENDED) SCRUM MEETING SUMMARY SCRUM MEETINGS FACTS DO’S Purpose: “Getting things done” and achieving the Sprint goals ▪ The one with the most “burring” topics starts vs. from top to down in the Sprint Plan. Output: Updated Sprint status, decisions and actions to achieve the Sprint goals ▪ Focus on the 3 questions – if nothing is new or critical, just continue with the next Owner: Scrum Master team member. Attendees: Core Team/Extended Team – once per week in Extended Scrum ▪ Stop discussions on details. Use After Scrum for these discussions if required at all. Duration: Max. 15 min timeboxed for Scrum Meeting (+ 15 min for “After Scrum“) ▪ Do not comment on all stickies. Meeting: At least 2x per week (1 Scrum + 1 Extended Scrum) ▪ Each team member sets the states of the stickies in the Sprint Plan by themselves. Mindset: Self regulating, standing, collaborative team effort, everybody can attend (open meeting) ▪ Decide which stickies to add to the Sprint and which to leave in the Backlog for the next Sprint Meeting (Planning). ▪ Process After Scrum and delete respective stickies after discussion. Perhaps you must PROCESS/AGENDA ▪ Check Backlog add some activities outside of this discussion to the Backlog. New items in the Backlog: Decide what needs to ▪ Stay focused, time keeping. I) PRE-MEETING / PREPARATION be addressed in the Sprint and what can wait until the next Sprint Meeting. ▪ Listen actively. ▪ Scrum Master: Make sure everything works ▪ Check After Scrum Topics ▪ Timeboxing = the meeting ends after 15 min. before the meeting (Microsoft Teams, ALEAS Board) Anything do discuss in detail from the current ▪ Stand during the meeting (= Stand-up Meeting). Scrum Meeting? ▪ Challenge and support each other and have fun & joy. ▪ All: Prepare for the meeting (check your Any leftovers from the last Scrum Meeting? sticky notes, add backlog items to the backlog column) ▪ Check Contract / Board (once per week with extended team) DON’TS II) MEETING ▪ Voting (once per week with extended team) ▪ Don’t let one person lead the Scrum Meeting. Scrum Master / Project Lead should not be “moderating” or setting sticky states for the team members. ▪ All: Sprint Status Update Answer the following three questions and discuss III) POST-MEETING / AFTER SCRUM ▪ Don’t wait for late team members. topics which are relevant to the team: ▪ To discuss individual topics, only relevant to some ▪ Do not move Stickies – they stay where they are also if they are late. 1) What have I finished since the last Scrum / team members ▪ Do not fall into a ”tracking mode” – make sure issues get addressed and not just Extended Scrum meeting according to our Sprint reported. Plan? IV) BETWEEN THE MEETINGS (All) ▪ Don’t change the Masterplan (→ Sprint Meeting). 2) What do I plan to do until the next Scrum / ▪ Getting things done – make sure you finish your ▪ Don’t change Risks (→ Sprint Meeting). Extended Scrum meeting according to our Sprint tasks on time. ▪ Add new stickies to the Backlog or Sprint ▪ Don’t tick off activities too quickly, done means done → 95% finished is not done. Plan? Collector (gray background color) and only move ▪ No micromanagement. 3) Are there any impediments / hurdles from my side them to the specific section (Info, Decision, …) putting the Sprint plan on risk? after being discussed in the “After Scrum” Meeting. REFERENCES Sprint Meeting | Color Notation (Sticky Notes) © ALEAS AG BOARD OVERVIEW & MODIFICATION Q R Project Specific Scope Chart Sprint A MUST Contract Next Sprint & Contract C Sprint Masterplan D OPTIONAL E Sprint B A Collector D Modification Traffic Light Team Decisions Team Radar G & Info I Voting L Do NOT change/ Quick F Rules & Notations H Problem, Risk & Opp. Radar K Trend Charts add at all! (only if Guides needed by PL) Meeting History P Participation Change/add during M N Sprint Meeting Change/add during SCRUM Meeting Changing/adding Lessons Learned always allowed O © ALEAS AG -7- PLANNING ENVIRONMENT & SPRINT CONTRACT PLANNING ENVIRONMENT Planning level of detail PURPOSE PROJECT A B PROJECT Complexity Complexity Planning level of detail Planning level of detail PROJECT PROJECT CHARACTERISTICS Consumable / insert CHARACTERISTICS Mechatronic system / insertBacklog / Board ConsumableSprint Product Backlog (critical Who? system Mechatronic Sprint MASTERPLAN targets) Who? of project/ Board pathBacklog Product Backlog (critical path of project targets) MASTERPLAN ▪ Agile planning approach to stay as rigid as possible in Project the short termTTM PL TTM PL Project TTM PL cw1 cw2 cw3 TTM PL cw4 cw5 … cwx mth1cwmth 1 2cw2 … cwmth 3 ycw4 Q1 … cw5 Qz … cwx mth1 mth2 … mthy Q1 … Qz (Sprint) and flexible in the long term to avoid too much re-planning of Management Management uncertain future events. Go-to-Market BU PM BU PMFunctions HUB PM Product Materials Mgr. Go-to-Market BU PM BU PM Materials Mgr. HUB PM Management … … Value / work streams Value / work streams Functions ▪ Transparency for all stakeholders (whole team and externals) at all BU PM BU PM times. Mechanics Mechanics Product / Technology Product / Technology Electronics Electronics Development Functions TPL TPL Development … Functions TPL TPL … ▪ Short term planning to regularly inspect and adapt during Scrum Software Sprint Software Masterplan Operator Operator Responsible Responsible Meetings in the Sprint. Supply / Sourcing / Supply / Sourcing / Manufacturing Functions Plant PlantManufacturingPlanner … Functions Plant Plant Planner … Purchaser Purchaserfunction / person Responsible function / person function / person DESCRIPTION Learnings / Knowledge Management TTM PL Learnings / Knowledge TTM PL Management TTM PL TTM PL weeks months weeksquarters months quarters weeks months ▪ The Masterplan replaces the traditional highly detailed project plan (A). ▪ Critical Path planning and detailed planning of at least one epoch (3-4 Targeted gate reviews Deliverables / targets (backloggate Targeted items) on critical path reviews Timeline (months), can be flexible from month to quarters to years DeliverablesDeliverables / targets (backlog (backlog / targetsitems) in actual and upcoming items)path on critical Sprint / targets (backlog items) in actual and upcoming Sprint Deliverables months) in the Masterplan. ▪ More detailed planning for upcoming weeks is done in the Sprint SPRINT CONTRACT Planning (B). PURPOSE C ▪ Contains targets that are known to be met in the project across all value/work streams (e.g. “Project Management”, “Product ▪ Strengthen team commitment with formal contract. Management”, “Development” and “Supply” in development projects) ▪ Acts as summary to increase transparency for stakeholders and to have a clear vision and focus for all team ▪ Value streams are horizontal swim lanes of the plan. members for the upcoming Sprint. ▪ Targets from the Masterplan are broken down into deliverables and put into the Sprint during the Sprint Planning Meeting. DESCRIPTION ▪ In addition, Lessons Learned and Risk/Opportunity activities are ▪ Formal way of commitment to the scope of the upcoming Sprint by full Project Team. covered in the Sprint Planning Meeting. ▪ The most important targets (Must) from the Sprint are put in the Sprint Contract. ▪ Customer Involvement and Key Features as well as User Stories ▪ Risks to be mitigated, Opportunities to be leveraged on and Learnings to be implemented in the upcoming Sprint are added. (system integration) are highlighted in the first two lines. ▪ The Sprint Contract is finalized, reviewed and committed at the end of the Sprint Meeting. Once finalized, the Sprint Contract should not be changed! ▪ The Product Owner Team should prepare a draft Sprint Contract before each Sprint Planning. © ALEAS AG -8-  SPRINT COLLECTOR & LESSONS LEARNED PURPOSE D SPRINT COLLECTOR ▪ Increase team motivation with immediate positive feedback. ▪ Do not only focus on problems, point out highlights, successes, ideas and appreciation. DESCRIPTION ▪ The Sprint Collector should be filled throughout the Sprint whenever successes, ideas or appreciation arise. ▪ Successes: Successes achieved by the team to be added. ▪ Ideas: Can be improvements, thoughts on how to do things differently (faster, better, more efficient) or ideas regarding content (product features, scope, HK, …). To be discussed and agreed on. ▪ Kudos: Kudo Cards are an increasingly popular way to facilitate thanks and appreciation within teams or organizations. The target of Kudos is building a positive and inclusive culture in order to empower team members. ▪ At the end of each Scrum Meeting the authors present their entries. ▪ After the Sprint Meeting the elements will be moved to the history section. PURPOSE ▪ Continuous improvement – support working atmosphere, improve way of collaboration and keep team O satisfaction high. LESSONS LEARNED DESCRIPTION ▪ (Self-)reflection is the important factor for ongoing team development. ▪ Achievements and successes of the team are celebrated to create and sustain a high team morale and satisfaction. ▪ It is essential that the template used is customized to suit the needs of the project situation and phase. First focus on the method, then on the agile mindset (values & principles). But always keep in mind the current situation, issues with the team and project, etc. ▪ Specific improvement actions to be implemented during the next Sprint are defined in the Sprint Planning Customized Lessons Learned sequence Meeting. Actions should be focused on a few improvements only to make sure they will be implemented. © ALEAS AG -9- RISK & OPPORTUNITY RADAR PURPOSE DO’S ▪ Active and transparent risk management is one of the key benefits of STAGILE® Projects as ▪ Update the risk and opportunity radar at every Sprint meeting. potential issues get visible and can therefore be attacked much earlier compared to classical ▪ Focus on mitigation steps and not just on risk monitoring. project methods. ▪ Define action items (mitigation steps) during risk review and put them into the backlog before the Sprint Planning. Focus on the top risks and top opportunities. DESCRIPTION ▪ Assign each risk an owner. The owner is responsible for risk mitigation. ▪ Do not only focus on technical risks, all risks (product, project, legal, business case, …) and all ▪ If risks do not decrease, focus on steps to improve during a Lessons Learned. opportunities should be managed in the risk and opportunity radar. ▪ Select the risks and opportunities you are addressing during the next Sprint. ▪ Opportunity management is used to accelerate the project, enhance the product or optimize the business case. ▪ Add new risks during the Sprint but discuss them in the Sprint Meeting. DON’TS ▪ Risk management does not replace an FMEA and/or Safety Hazard analysis. ▪ Do not only focus on the positioning of the risks in the radar but make sure mitigation steps for the top risks and opportunities are defined. © ALEAS AG - 10 -  DECISIONS & INFO / RULES & NOTATIONS PURPOSE ▪ Empower the team to take joint decisions in every meeting. H DECISIONS & INFO ▪ Make decisions comprehensible and transparent. DESCRIPTION ▪ The decision board enables the team to take and document joint decisions anytime. ▪ Decisions and important information are being documented, including reasoning, present participants and date of decision. PURPOSE ▪ Minimize friction loss and optimize efficiency with transparent team rules G and a standardized notation across projects RULES & NOTATIONS DESCRIPTION ▪ Define rules to communicate expectations clearly and transparently to the project team. ▪ A clear and commonly used notation scheme increases efficiency, especially if used throughout the project portfolio. © ALEAS AG - 11 -  VOTING / BURNDOWN RATE & TREND CHARTS PURPOSE ▪ Team Satisfaction: Keep awareness on team satisfaction high to react early to assure K a high-performance team. Team satisfaction level TEAM VOTING ▪ Success probability: Monitor team optimism and trigger discussions in case of concerns to identify potential risks and mitigation measures to support success. Probability of success DESCRIPTION for Masterplan ▪ Giving each team member a voice is one key success element of STAGILE® which assures that the team develops itself. ▪ Voting gives brutal transparency on the satisfaction level and success probability perceived by the team members Probability of success and is the basis for improvement. for current Sprint ▪ Voting should be done frequently (once a week, at least during every Sprint Meeting) by every team member to act as an early warning system. PURPOSE ▪ Transparency on performance compared to planning (Sprint Contract), success probability trend as well as team L satisfaction trend are basis for improve planning from Sprint to Sprint. TREND CHARTS DESCRIPTION ▪ Charts are used to trend out the voting results and the so-called Burndown Ratio. ▪ The burndown chart indicates workload planning quality/accuracy. ▪ Rates are barely comparable between projects. − However, the Burndown Ratio trend can give an indication of the project’s progress (→ input for Lessons Learned). − A sequence of very low Burndown Ratios might show issues in the project or release planning. Satisfaction Achievements Burn Down Ratio © ALEAS AG - 12 -  SCOPE / PROJECT SPECIFIC CHARTS PURPOSE ▪ Having the project scope on the board is providing guidance for the project team and Q helps not to lose focus and prevent scope creep. PROJECT SCOPE DESCRIPTION ▪ The project scope describes the project’s key elements on one page. ▪ The purpose of a project scope is to generate a common understanding of the project for the project team and the project stakeholders. ▪ Define SMART goals. ▪ Do not forget to cover non-content and non-goals to clearly define the project boundaries. ▪ Add a stakeholder statement as a project vision/statement (e.g. “a big success would be …”) PURPOSE ▪ Fast availability of essential project/product specific information for team understanding and R to support the planning procedure. SPECIFIC CHARTS DESCRIPTION ▪ Information to be placed needs to be defined by the project team. ▪ Recommended is key product information and an overall milestone plan (Gantt Chart). © ALEAS AG - 13 -  = To take Care of before/during the Meeting SCRUM MASTER CHECKLIST FOR SPRINT MEETINGS = Board To Do’s SPRINT PREPARATION SPRINT STATISTICS  Select all stickies in Sprint area, then deselect the ones which are not relevant (e.g. vacation). Use the Info POT MEETING button (left Tool Bar) to calculate the Burn Down Ratio.  POT Meeting (see also POT Meeting Guide)  Trend Chart: Add a sticky with the Burn Down Ratio to the Trend Chart.  Add Sprint stickies (Sprint name and date on sticky) to History section and Trend Charts LESSONS LEARNED  Add the Sprint Contract Proposal for next Sprint on the Board (Contract area) as gray stickies  Clean up Voting area  After Lessons Learned session: Move defined actions for improvement for next Sprint (a few stickies for  Lessons Learned: Select a Lessons Learned template (or just use the Sprint Collector) improvements) to Contract section – Learnings.  Create a backup of the Board (“Before Sprint Meeting”) BREAK TEAM MEMBERS  Create backup of the Board (“After Sprint Review”).  Optional: Send an e-mail to team members for preparation (see Board To Dos)  Sprint Plan: Use the Filter Bar to filter all “done” stickies. Then select all “done” stickies and remove them from the Sprint area. Move all leftover Stickies to Backlog column. Team Members  Set the new Sprint start and end date in the IntelliFrame editor  Sprint Planning: Add stickies to the Backlog for the next Sprint or add stickies to the Next Sprint area  Contract: Move completed stickies to History section.  Masterplan: Add gray stickies to Masterplan if you need to add relevant tasks. If stickies in the Masterplan  Contract (optional): Add an emoji to the uncompleted stickies, so you know which ones have been moved have been moved, change the sticky color to gray as well. from the old Contract to the new Contract.  Risk and Opportunity Radar: Add new risks and opps to the Risk or Opportunity Radar/Sprint Collector  Risks & Opps: Move the “done” risks and opps to the History section.  Sprint Collector: Move stickies to the History section. SPRINT MEETING (see also Sprint Meeting Guide)  Decisions: Move stickies to the History section. SPRINT CONTRACT WELCOME  Discuss new Sprint Contract proposal with the team for planning.  Welcome team members  Define which of the old stickies (not finished from last Sprint) should remain for the new Sprint.  Review agenda SPRINT PLANNING LAST SCRUM  Check Masterplan/critical path with the team.  Last Scrum Meeting executed  Masterplan: Add stickies if needed.  Contract: Mark finished stickies as “done”  Team members plan the next Sprint.  Sprint Collector: Add successes, ideas and Kudos SPRINT REVIEW RISKS & OPPORTUNITIES  Team member explains relevant deliverables of Sprint.  Check risks and opps  Make sure you have a clear “DoD” (Definition of Done).  Focus on mitigation steps and less on positioning of the risks and opps.  Check if there are actions on the Sprint Plan to cover Sprint Contract elements (LL targets, risk mitigations).  Risks and Opportunities: Position risks and opps on Board  Make sure that the Masterplan is cleaned up and the Backlog is empty.  Risks and Opportunities: Add stickies to the Board for mitigation steps and change the color of the selected risks for this Sprint (the ones which have mitigation steps) to red. SPRINT LOGISTICS  Risks and Opportunities: Mark the eliminated risks and opps as “done” on the Board.  Team and Availability: Add/move team member stickies as they are needed in next Sprint. VOTING  Trend Charts: Add „average“ sticky to Trend Chart. END  Create backup of the Board (“After Sprint Meeting”). © ALEAS AG ALEAS BOARD: TOOLS & FEATURES AT A GLANCE ALEAS BOARD: TOOLS & FEATURES AT A GLANCE Calendar ← → Active User → Team Member Filter → Filter Status „Open“ → Filter Status „Waiting for“ → Filter Status „Done“ → Filter Status „Cancelled“ → Color Filter → Jira Filter → Due Date Filter → Clear all Filters → Text Search → Add Sticky → Get Issues from Jira → Undo → Redo → Select multiple Stickies → Info Bar → Sticky Owner → Fullscreen Mode → Sticky Color → Description → Template Manager → Jira Issue → Status → Pen Tool → Link → Connection Lines → Pdf Export → Presentation Mode → Resize → Zoom in → Zoom out Assignees → Create Frame → Set/Unset Favorite → Delete Frame → → Touch/W heel Settings → → Story Due Date Points © ALEAS HELP AGaleasboard.com/help CENTER: - 15 - PROJECT KICKOFF PROCESS Pre- Kickoff Kickoff POT First Meeting Scoping Sprint 0 Sprint 1… Feedback Coaching Kickoff Prep. WS Sprint 1  Clarify Kickoff  Kickoff Workshop  Project contents  Everything prepared  Team is on the same  Practice Sprint  Goals/contract for  Sprint with Scrum  Training needs defined procedure defined defined and shaped for for Kickoff Workshop page. Project is clear.  Learning method Sprint 1 clear Master  Improvements defined  Project Scope and  Dates for Kickoff Kickoff with team Ready to start first  First successes  Coaching needs defined Status clear process defined Sprint.  Customer/Key  POT  POT  PL  POT  POT  POT  POT  Customer / Key Stakeholder  Agile Coach  Agile Coach  Agile Coach  Team  Team  Agile Coach  Team Stakeholder („Auftraggeber“)  Stakeholder  Agile Coach  Agile Coach  POT  Project Manager  Agile Coach  Agile Coach  Agile Coach  Project scope, status,  Training for POT  MVP defined (Key shall  Agenda finalized  Training overview and  According Sprint  Review of almost  According Sprint  Review of the current targets & prios (overview, mindset, requirements)  Project Why, What, board or refresher agenda template and finished Sprint (Sprint agenda template and state of the project  Gates roles, board)  Customer How... available training guidelines 0) guidelines  Lessons Learned  Team, POT defined  Project scoping needs  Plan B for shall  Board template  Project Why, What and  Review of board reviewed  Training needs (defined  Agenda preparation requirements defined prepared How (scope) (where are we, how did  Project facts reviewed for POT and team) (Kickoff agenda  Involvement clear (early  Risks filled in  Key requirements of we perform, issues,…)  Recommendations for  Timing (Pre-Kickoff, template review, 2*1 involvement)  Opportunities filled in product – MVP  Lessons Learned focus next Sprints defined Kickoff) day vs. 2-day workshop  Value of time discussed  Key dates defined and  Risks defined  Pre-Scoping Workshop (incl. team building), – project sensitivities on board  Opportunities  Risks/Opps – key (part of Pre-Kickoff or special topics to be clear, value of time  Gantt chart / critical  Masterplan (critical activities seperate) covered during clear path on board path, epoch plan)  Contract for next Kickoff?)  Key deliverables on  Sprint planning Sprint (vertical  Make clear in the board (contract, ülan) integration, user Kickoff agenda where  Sprint 0 contract  Sprint Logistics stories, customer external partners defined  Voting involvement) can/should participate  Team preparation  First Scrum Meeting  Dates defined (Kickoff email sent out practice workshop, first Sprint  Pre-readings sent out Meetings, Scrum (training material, Meetings) - PL invites project material) 1-2 hours 2-4 hours 4-x hours 2-4 hours 1-2 days 4 hours 1-2 hours 4 hours 1-2 hours tbd 8+ weeks before Kickoff 4-6 weeks before Kickoff 2-4 weeks before Kickoff 1-2 weeks before Kickoff 2 weeks Sprint © ALEAS AG - 16 - GLOSSARY ALEAS Board Virtual collaboration software JIRA A tool for (software development) planning and task management Backlog A list of the work to be done in order to create, maintain and sustain a product, managed by the Product Owner / Product Owner Team Burn Down Ratio Percentage of completed (DoD) deliverables during SPRINT Definition of Done Agreed list of activities and states, which need to be fulfilled such that a deliverable or task is considered complete Deliverable A high-level complete work package, state or document; measurable; often related to process and milestones Project overall plan showing the planned deliverables and dependencies per role or development team; it contains a lot of other useful information such as the Masterplan critical path, milestones etc. and is the backbone for the project Planning Game Method to create and update the project Masterplan and SPRINT Plan jointly with the full team; gives the possibility to plan dependencies Product Owner Sets priorities for SPRINT, decides if team cannot decide Product Owner Team (POT) See Product Owner; consists of Project Manager, Architect and Product Manager; depends on project The Sprint Retrospective occurs after the SPRINT Review and prior to next SPRINT Planning (Lessons Learned - what went well, what do we need to improve, Retrospective commitment for next Sprint) Scrum Master Scrum facilitator, focus on Sprint Goals/Success Scrum Meeting Informal physical or online meeting with a short status update and blockers; facilitates dependency coordination and removing impediments; max. 15 minutes Short development and learning cycle in which development teams plan and implement the Masterplan deliverables assigned to them in small and consistent work SPRINT packages. SPRINT Contract Major deliverables, learning and risk goals jointly defined and agreed on during the global SPRINT planning (including cross-dependencies) SPRINT Planning Do the planning and create the tasks for the upcoming SPRINT according to the SPRINT Contract. One meeting per SPRINT with approx. 3 hours duration. SPRINT Review At the end of a SPRINT: present implemented features, discuss general issues, Lessons Learned, improvement proposals STAGILE® Best practice agile (project) management hybrid framework © ALEAS AG - 17 - 12 AGILE PRINCIPLES © ALEAS AG - 18 - 4 AGILE VALUES © ALEAS AG - 19 - 8 STAGILE® PRINCIPLES © ALEAS AG - 20 -  CONTACT & SOURCES KLAUS MADLENER SOURCES Experience as project leader and managing director in various STAGILE®: aleas.li/stagile high-tech companies Studies in Software Engineering, MBA in International Management TEMPLATES: aleasboard.com Co-Founder and Managing Director ALEAS AG since 2016 STAGILE® COACHES [email protected] | +423 3880 450 RETROSPECTIVES: aleas.li/retrospectives TUTORIALS: aleasboard.com MARTIN REISCHMANN HELP CENTER: aleasboard.com Experience as Senior Director Operations and Senior Project Manager in international companies Degrees in Mechatronics and Integrated Product Development Independent consultant since 2019 [email protected] | +423 3880 450 HEINZ STUDER NEWS & UPDATES Experience in leading positions in several international companies www.aleas.li/newsletter Degree in Electronics, MBA in International Management Independent consultant since 2013 www.linkedin.com/company/aleasag [email protected] | +423 3880 450 © ALEAS AG - 21 -