Aside from being the high point of a visit by a number of McKinsey Management Consultants (who apparently stopped to take pictures – no joke), the Epic Board also got the nod of approval from Howard Averill, CFO of Time Inc.
A fantastic Google Tech Talk by Jeff Sutherland, one of the founders of Scrum, where he introduces Scrum, Agile and offers a lot of insight and guidance on how to scale Scrum e.g. the Meta Scrum.
In this Google Tech Talk, Hubert Smits provides some very useful insight on how to plan Software Development projects with Distributed Agile Teams.
Although I use this board to track our development programme across multiple products, teams and sprints, the Epic Board can also be a very useful project management tool. See The Epic Board – An Essential Project Management Tool.
I have taken the 7 Principles of Programme Management as outlined by the OGC’s framework for Managing Successful Programmes (“MSP”) and have attempted to elaborate upon them in the context of an Agile Environment.
In this hour-long Google Tech Talk (2008) seminar, Mary Poppendieck talks us through the history of leadership and the role of leadership in Software Development environments.
I introduced the Epic Board as a programme management tool – a tangible release plan that can help you to plan software development programmes comprising multiple separate projects combined with Business As Usual Activities.
Quality is one of the four performance measures that you should consider when building an Agile Balanced Scorecard. The other three are Value, Velocity and Reliability.
Reliability is one of the four performance measures that you should consider when building an Agile Balanced Scorecard. The other three are Value, Velocity and Quality.
Velocity does by definition assume a degree of quality output by any Agile Software Development Team, by the virtue of the fact that you should only count accepted Story Points towards your velocity.
With that said, there are many other factors that need to be considered when assessing the overall effectiveness of the team.
Although you can not use Velocity to measure the productivity of one team compared to another, you can use velocity to help track the relative productivity of the same team from one sprint to another assuming the value of a point stays the same over time.
There are numerous benefits to adopting Agile ideals and introducing Scrum/Kanban-esque practices at a programme level. One of these benefits is increased flexibility, which in turn offers improved output, reduced time-to-market and increased value.
So, the following questions are justified:
* What is Agile Programme Management?
* What is Agile Portfolio Management?
* Is it possible to efficiently and effectively manage a Programme of Software Development Projects in an Agile way?
The more I use the Epic Board, the more I love it.
Make no mistake about it, I don’t think this tool should (or could) replace a Scrum Task Board – it’s totally different…
So, when do you use Scrum practices, when should you consider Lean practices and when should you consider using Epic Boards?
The inspiration for this tool was the good old Scrum Task Board, a hugely useful Collaboration, Planning and Project Management tool. However, the strength and the limitation of Task Boards rest with the fact that they are focused at an iteration level. Cards on the board represent stories and tasks being addressed by a single team during a single iteration.
I have worked on quite a number of Agile projects (+100) over the past few years – usually taking on the role of either Scrum Master or Product Owner. I have worked on projects being delivered by a single team with one Product Owner. I have also worked on projects being delivered by multiple teams,