Supporting Agile Processes in Accolade · Figure 8 – Accolade Process Manager (APM) Task Board...

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Supporting Agile Processes in Accolade

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Sopheon NV Tel.: +31 (0) 20 301 3900


Sopheon GmbH Tel.: +49 (0) 6151 860 420

Summary

This document is intended to provide a brief guide to the configuration used during the ‘Supporting Agile Processes in Accolade’ webinar hosted October 28, 2014.

Resources

Agile in a Nutshell All About Agile InKNOWvations Mountain Goat Software

Sopheon’s Agile Development Cycle


http://www.sopheon.com/supporting-agile-processes-in-accolade/

http://www.agilenutshell.com/

http://www.allaboutagile.com/

http://inknowvations.com/leveraging-agile-principles-in-non-software-product-development/

http://www.mountaingoatsoftware.com/blog




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Sopheon GmbH Tel.: +49 (0) 6151 860 420

Accolade Modules

Accolade Process Manager Accolade Innovation Planner Accolade Portfolio Center

Project Metrics

Name Type Description Target Release List Indicates what version of Accolade the project/features is intended to be released Sprint List The sprint number in which the project has been pulled by the team (Sprint 1 -9) Product Team List Identifies which team will be doing the work based on the product area of Accolade Size Number Estimation in story points by development team Status List Ready to Pull, To Do, Doing, Testing, Done Completed Number A calculated number equaling the metric ‘Size’ if the metric ‘Status’ = “Done”

Introduction to Accolade Innovation Planner

Accolade Innovation Planner is a powerful tool for visualizing and organizing your portfolio of projects. Each element represents an active project in Accolade. Figure 1 – Canvas View





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Each element type in Innovation Planner is based on a unique class and model in Process Manager. Dragging a new element to the canvas is the equivalent of clicking on Project Add New in Process Manager. From here you can easily add metrics, and they will be automatically associated with the model. Figure 2 – Element Types





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Figure 3 – Organizing with Drag and Drop

By adding and moving child projects, we can easily define what will be in the next release of Accolade.

Projects can be dragged to other projects to create hierarchies.

The relationships created in Innovation Planner are also listed on the Related Projects tab in Process Manager.





Sopheon NV Tel.: +31 (0) 20 301 3900


Sopheon GmbH Tel.: +49 (0) 6151 860 420

Grid Views in Innovation Planner

A grid view enables you to compare planning elements in terms of their types, list metrics, and date metrics. By dragging and dropping elements (projects) across the horizontal and vertical axes, Accolade will automatically update the associated metrics. Once created, these views can be saved and shared with others in your organization. Figure 4 – Grid View Settings

Managing a Flexible Product Roadmap

A roadmap is a great mechanism for communicating your intent to stakeholders and customers. When built with the right tool, a roadmap can be extremely easy to manage.





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Sopheon GmbH Tel.: +49 (0) 6151 860 420

For the Accolade roadmap, we chose the list metric Target Release as the horizontal axis, and Product Team for the vertical axis. Figure 5 – Product Roadmap using Grid Views

When a project is not going to make it into a planned release, it can easily be dragged to another target release.

Any changes made to metrics in the Grid View will automatically update in Process Manager.





Sopheon NV Tel.: +31 (0) 20 301 3900


Sopheon GmbH Tel.: +49 (0) 6151 860 420

Sprint Planning Made Easy

Every 2 weeks, Sopheon closes one sprint and plans the next. Incomplete projects are moved into the next sprint, and new projects from the backlog are also committed. During a planning session, we will filter on the backlog, the sprint we are completing, and the upcoming sprint. Figure 6 – Sprint Planning Filter





Sopheon NV Tel.: +31 (0) 20 301 3900


Sopheon GmbH Tel.: +49 (0) 6151 860 420

Below is an example of a project that did not complete in Sprint 3. By dragging and dropping, we can easily move it into the next sprint. Figure 7 – Advancing an Incomplete Project





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Sopheon GmbH Tel.: +49 (0) 6151 860 420

Task Boards for Monitoring Team Progress During a Sprint Figure 8 – Accolade Process Manager (APM) Task Board

View all teams across the product to get a big picture view on status across the organization. Figure 9 – Status of Committed Work across the Organization





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Sopheon GmbH Tel.: +49 (0) 6151 860 420

Retrospectives for Continuous Improvement

No matter how good a team is, there is always room for improvement. A sprint retrospective, or retro, is usually the last thing done in a sprint. The team sets aside a dedicated period of time to reflect on how they are doing and to find ways to improve. We keep a deliverable in the top level, release project. Figure 10 – Retro Deliverable

In the deliverable details, we have a quick grid built with a matrix. The team identifies what behaviors they believe they should start, stop and continue going forward. Before identifying new behaviors, it is important that the team discuss the previous entries and gauge any progress they have made against them. Figure 11 – Retrospective Notes using a Matrix Quick Grid





Sopheon NV Tel.: +31 (0) 20 301 3900


Sopheon GmbH Tel.: +49 (0) 6151 860 420

Monitoring Key Metrics

For all of the element types defined in Accolade, we have included the number metric, Size. The team estimates the size of each project upfront using Story Points. Story Points do not reflect hours, but are a hypothetical unit, designed to estimate the size a project, relevant to other projects. Figure 12 – Canvas View





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Sopheon GmbH Tel.: +49 (0) 6151 860 420

Size is aggregated and rolled up to the parent project, which can be easily viewed on the Portfolio tab (licensed with Accolade Portfolio Center). Based on historical projects, we have determined that the teams can usually complete about 1150 story points every release cycle (9 sprints). In the below example, we have only planned for 715 story points. This leaves us plenty of buffer for unknowns, or we could fill the bucket up with more projects. Figure 13 – Portfolio Tab

The Completed metric rolls up the story points of projects that have a status of “Done”. This gives us a general health check on where we are at in the release. This metric is a calculated metric using the expression: if({*METRIC:ProjectStatus*}='Done', {*METRIC:metricStoryPoints*}, 0)





Sopheon NV Tel.: +31 (0) 20 301 3900


Sopheon GmbH Tel.: +49 (0) 6151 860 420

If you would like to know more about Accolade Innovation Planner or Portfolio Center please contact your account executive.

About the Author

Tracy Hawker is the software product manager for Accolade Process Manager. She has been developing software using agile processes since 2006, with experience in traditional Scrum and Kanban.

Tracy can be reached at [email protected].

About Sopheon

Sopheon partners with customers to provide complete Enterprise Innovation Performance solutions including software, expertise, and best practices to achieve exceptional long-term revenue growth and profitability.

Sopheon’s Accolade® solution provides unique, fully-integrated coverage for the entire innovation management and new product development lifecycle. For the first time, businesses can access a single source of the truth across Strategic Innovation Planning, Roadmapping, Idea and Concept Development, Process and Project Management, Portfolio Management, and Resource Planning.

Sopheon’s solutions have been implemented by over 200 customers with over 60,000 users in over 50 countries, including industry leaders such as BASF, Bayer MaterialScience, ConAgra Foods, Corning, Electrolux, Honeywell, Northrop Grumman, P&G, PepsiCo, and Samsung.

For more information on Sopheon and its software and service offerings, please visit www.sopheon.com.


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Supporting Agile Processes in Accolade · Figure 8 – Accolade Process Manager (APM) Task Board...

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