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1) Siloed Teams - lack of transparency of dependencies between teams /…
1) Siloed Teams - lack of transparency of dependencies between teams / across the train
some team members don't understand how their planned tasks correlate to PDM Presentations :fire:
PI Risks are not really recorded as risks: EX: the during team interviews the fact that QA reports through Production was brought up as a significant risk to Production Assembly for INF 1st Customer, but this was not the sole purview of any single component team so it was not discussed at PI Planning due to
Have features for product families prepared, not individual teams. It is about a train, not individual teams. These need to be available prior to 2 days before PI Planning
https://www.scaledagileframework.com/pi-planning/
2) No Portfolio View of the Entire Train
Example: S2O Priority Change- roughly 3 days spent in meetings the week after PI Planning to 're-plan' before the impact assessment to the portfolio could begin?
lack of overview in PI presentations that prevents trade off-offs between products during the planning ceremony
Management Review needs to be focusing on the product team's delivery plans (not individual component team's plan) s that adjustments can be made on the day of planning.
PL Planning Event needs to include a feedback loop from PDM's & Resource Managers on the draft plan
Team Plans are presented as component plans and not as 'plan for the product or feature' . PI Objectives and/or a Program Board would facilitate this feedback on the plan during PI ceremonies
Management Review (PI Planning Day) is intended to give feedback to the teams on the plan for delivery.
3) Time Spent on Tool Input during PI Planning
Team Input: "we spend all this time collecting & entering all the data into AR and no one uses it to set customer dates."
Lack of focus on team dependencies and overall team plan
A simple program board would suffice for this so that changes/edits are quick & easy on the day of planning
5) Lack of clarity of epics /features & stories across products
Identify 'golden story' so that all teams have similarly sized Jira tasking and relative velocity of the teams will indicate the speed of the train r
Identify an Epic (6 – 12 months), Feature (3 months), and story (2 – 4 weeks) as a barometer (golden epic/story)
relative
4) Committed & Uncommitted Objectives
Uncommitted objectives are not extra things to do in case there is time. Instead , they increase reliability of the plan and give management an early warning of the goals that the ART may not be able to deliver. The team also add the features and associated dependencies to the program board
Lack of clear read-out for teams with regards to overall delivery at the end of the planning session
6) Lack of empowerment
Team decisions are made by PO and/or Resource Managers
Teams have stopped having retros because they don't feel empowered to change anything
7) Missing Middle Layer between Epics & Stories <?>
EX: grouping all drawing updates, OBC & 2nd source work into 'unplanned' for a PI prevents insights into volume
some teams use OBS Epic, others use Unplanned Epic
1 epic w/ 160 tasks & stories