focus_more_on_the_detailing_and_executing_the_plan_than_on_planning_and_alignment_anti-pattern
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+ | ====== Focus More on the Detailing and Executing the Plan than on Planning and Alignment (Anti-pattern) ====== | ||
+ | |||
+ | Or "We need more planning so we can execute!" | ||
+ | Or "We need a detailed, accurate plan!" | ||
+ | |||
+ | ====== Consumer ====== | ||
+ | |||
+ | * Product Manager | ||
+ | * Release Train Engineer (RTE) | ||
+ | * Product Owner | ||
+ | * Scrum Master | ||
+ | * Teams | ||
+ | * Program stakeholders | ||
+ | |||
+ | ====== Description ====== | ||
+ | |||
+ | Quarterly Program Increment (PI) Planning is becoming quite prevalent in the industry. Although this is a good thing when performed for the right reasons with the right mindset, there are many anti-patterns lurking. The primary anti-pattern is making the outcome a committed plan that is " | ||
+ | |||
+ | ====== Impact ====== | ||
+ | |||
+ | Over emphasis on creating and committing to a plan can lead to the intent of locking in the plan. Excessive push-back on changes to the plan can occur as events unfold (e.g., business priorities change, early value of features do not materialize). | ||
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+ | ====== (Potential) Remedies ====== | ||
+ | |||
+ | A wise transformation consultant once said that he'd like to change the words " | ||
+ | |||
+ | <WRAP quote> | ||
+ | " | ||
+ | |||
+ | It’s a reality that plans change but it doesn' | ||
+ | |||
+ | We could also look to committing to a " | ||
+ | |||
+ | When you lock into a plan it limits the organization from adapting to changes in priority based on market conditions and business opportunities. To mitigate, keep some available capacity for teams to absorb new work and be prepared to adjust their work schedules based on new information. | ||
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+ | The key is collaboration, | ||
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+ | Transformation coaching needs to focus more attention on the portfolio and program levels to help facilitate the appropriate collaboration and foster a systems thinking mindset. | ||
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+ | ====== Examples ====== | ||
+ | |||
+ | * Many traditional cultures of large organizations historically focus on analyzing a situation, developing a plan and executing on that plan until complete. You hear people say that they need to "lock in the plan" | ||
+ | * Many traditional project managers share frustrations with their inability to get work items started due to missing a PI planning event. They have been told that "we just completed our PI plan. Come back in 3 months" | ||
+ | |||
+ | ====== Want To Know More? ====== | ||
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+ | * Source: [[what_kinds_of_problems_do_you_typically_see_as_the_organization_transforms_to_agile_lean|What Kinds of Problems Do you Typically See As The Organization Transforms to Agile / Lean?]] | ||
+ | |||
+ | {{tag> | ||
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