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G.4 Plan, monitor and control
| I would | So that |
|---|---|
Touch base with everyone in the project every day | I know whether they are happy |
Focus on removing problems hindering the teams | They can get the work done |
Make sure we hold frequent retrospectives | The team improves over time |
Ensure that the project team understands and has agreed on ‘what to fix and what to flex’ (i.e. tolerances have been set for the six key aspects of the project) | The project can benefit from agile and thereby maximize the value delivered to the customer |
Ensure that I understand the teams’ information radiators (visibility boards) | I can track progress without asking for additional reporting from the agile teams |
Ensure that the project-level requirements are prioritized ASAP | In the heat of the project, when there are some issues, there is little discussion needed as to what needs to be dropped – everyone should see MoSCoW as a gain more than a pain |
Use product-based planning | Expectations are aligned on deliverables |
Link products/deliverables to benefits | The right work is prioritized |
Ensure that I have agreed reporting metrics and frequency with the agile teams | I am confident that beneficial progress is being made and they understand why I need to know |
Ensure I understood how they manage and measure rework | I know how much is ‘good’ and helps the solution to progress, and how much is due to mistakes, so that I can ensure that sprint plans make sufficient allowances for fixing defects |
Synchronize across sprint start and end dates across multiple agile teams | Interfaces between teams’ systems can be adjusted in the following sprint |
Ensure the agile teams are not continually deferring the ‘difficult work’ to later sprints | The integrity and benefits of the solution are not degraded |
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