what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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What is the benefit of these cadences? A cadence turns out to be a base organizing principle. Think about it. If we know absolutely nothing else about what is going on, we can say “let’s see where we are every two weeks” and, while you don’t know anything today, you can set things up so that you find out something in two weeks time, and then the subsequent two weeks, and so on. | What is the benefit of these cadences? A cadence turns out to be a base organizing principle. Think about it. If we know absolutely nothing else about what is going on, we can say “let’s see where we are every two weeks” and, while you don’t know anything today, you can set things up so that you find out something in two weeks time, and then the subsequent two weeks, and so on. | ||
- | Cadence functions as a heartbeat for the organization. | + | > Cadence functions as a heartbeat for the organization. |
Cadence also becomes a natural time box which allows us to not only to define events that occur regularly but also specify due dates when things are expected to get done. If you combine this idea with the idea of “synchronization” (multiple events happening at the same time) cadence offers a lot of benefits: | Cadence also becomes a natural time box which allows us to not only to define events that occur regularly but also specify due dates when things are expected to get done. If you combine this idea with the idea of “synchronization” (multiple events happening at the same time) cadence offers a lot of benefits: | ||
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* The time box forces us to make decisions, and stops us from procrastinating. This is something I’ve learned about myself. If I have a due date, I will work to that date. Anecdotally, | * The time box forces us to make decisions, and stops us from procrastinating. This is something I’ve learned about myself. If I have a due date, I will work to that date. Anecdotally, | ||
* Cadence-based planning limits variability to the time box. By having the time box you can only stray so far from the plan before another event comes along which offers the possibility to correct (based on the new knowledge you have). If you are heading in the wrong direction, you can make an adjustment and, if the time box is small enough, you have limited impact of that wrong decision and can easily change direction. | * Cadence-based planning limits variability to the time box. By having the time box you can only stray so far from the plan before another event comes along which offers the possibility to correct (based on the new knowledge you have). If you are heading in the wrong direction, you can make an adjustment and, if the time box is small enough, you have limited impact of that wrong decision and can easily change direction. | ||
+ | * Cadence helps smooth the work and therefore makes it more sustainable. If we are planning to a 2 week iteration for example, then there is a limited scope we can do in that period, and limited impacts that can occur, so it’s easier to commit to and do this amount of work helping to building a sustainable pace. | ||
* Cadence makes wait times more predictable. The heartbeat says “every two weeks” or “every quarter” there is another event where you can engage. Average wait time is half that interval. | * Cadence makes wait times more predictable. The heartbeat says “every two weeks” or “every quarter” there is another event where you can engage. Average wait time is half that interval. | ||
- | * When working a set of work that crosses Teams (or Trains), cadence allow us to more easily synchronize activities; is it in this time box or the next time box. While this may seem obvious at a Feature level (I.e. multiple Trains or Teams working together on a Epic or Feature), it can also be used to synchronize organizational (for example, we need to change business direction), | + | * When working a set of work that crosses Teams (or Trains), cadence allow us to more easily synchronize activities; is it in this time box or the next time box. While this may seem obvious at a Feature level (I.e. multiple Trains or Teams working together on a Epic or Feature), it can also be used to synchronize organizational (for example, we need to change business direction), |
+ | * When working at multiple levels aligned cadence allows two-way flow of information between the various levels: plans come down and feedback goes up. A multi-level cadence is when we have iteration cadence for Teams (say every two weeks) and a quarterly cadence for the Program, and so on up the levels of an organization. For these cases to work well, the sub-cadence should be a whole subset of the major cadence. For example, if the Program is running a 12 week cadence, the Teams would look to running a 2 week cadence as these sub-cadences would line up exactly with the Program cadence and so allow maximum flow of information. | ||
* When working a set of work that requires synchronization, | * When working a set of work that requires synchronization, | ||
* Cadence, with a buffer, allows us to deal with uncertainty. We know what we are need to achieve and because we have a buffer, as we discover things or as we are impacted by others that effect our plan we can make adjustments. For example, if the business cannot wait for the next planning event or if we learn something that will allow us to leverage more value out of the work, we can still deal with that situation. | * Cadence, with a buffer, allows us to deal with uncertainty. We know what we are need to achieve and because we have a buffer, as we discover things or as we are impacted by others that effect our plan we can make adjustments. For example, if the business cannot wait for the next planning event or if we learn something that will allow us to leverage more value out of the work, we can still deal with that situation. | ||
- | * If you can’t predict delivery, existing programs become feature magnets. A regular, short time box of delivery helps build understanding of what is priority, what is up next, and what is possible (capacity). This reduces the need to say “yes” to anything feature request by encouraging business level discussions on what Is important. | + | * If you can’t predict delivery, existing programs become feature magnets. A regular, short time box of delivery helps build understanding of what is a priority, what is up next, and what is possible (capacity). This reduces the need to say “yes” to anything feature request by encouraging business level discussions on what is important. |
* Cadence helps us to develop the habit to do the important things, not just those currently considered urgent. It helps by scheduling these in advance, thus making a habit of it and providing the capacity to do this. Specific examples of this include the retrospective; | * Cadence helps us to develop the habit to do the important things, not just those currently considered urgent. It helps by scheduling these in advance, thus making a habit of it and providing the capacity to do this. Specific examples of this include the retrospective; | ||
* Cadence helps to reduce the need for ad-hoc status meetings. If we know that the next demonstration is in two weeks time, do we really need intermediary status meetings. | * Cadence helps to reduce the need for ad-hoc status meetings. If we know that the next demonstration is in two weeks time, do we really need intermediary status meetings. | ||
+ | * Cadence helps when tracking metrics. There is a natural time-box which, when complete, you collect the metrics. There is no question of what time period the number applies to since it is that same time-box each time. | ||
* And, more simply, when working a meeting, it can save effort in setting up a meeting. We know we are going to meet every two weeks on this subject, so lets just set the time / agenda / etc up now. For all future events, while we expect preparation work, at least it is not at the level of the base logistics. | * And, more simply, when working a meeting, it can save effort in setting up a meeting. We know we are going to meet every two weeks on this subject, so lets just set the time / agenda / etc up now. For all future events, while we expect preparation work, at least it is not at the level of the base logistics. | ||
- | Notice that the above benefits accrue whether we are operating at the portfolio, program or team level. In fact, if we apply this thinking at all levels, and have a common cadence for the whole organization, | + | Notice that the above benefits accrue whether we are operating at the portfolio, program or team level. In fact, if we apply this thinking at all levels, and have a common cadence for the whole organization, |
====== How Do We Set An Organization Up on a Cadence? ====== | ====== How Do We Set An Organization Up on a Cadence? ====== | ||
- | At the highest level the cadence for your shop should be set up based on what makes sense for your business. If, for example, your work is in response to a competitive where the competition is delivering every few weeks, then a quarterly planning session will have limited value. Or if you customer base is unable to accept delivery of new features every quarter, then perhaps a release needs to be established for other business concerns (e.g. marketing might want a regular release of features to coincide with planned workshops). | + | At the highest level the cadence for your shop should be set up based on what makes sense for your business. If, for example, your work is in response to a competitive where the competition is delivering every few weeks, then a quarterly planning session will have limited value. Or if your customer base is unable to accept delivery of new features every quarter, then perhaps a release needs to be established for other business concerns (e.g. marketing might want a regular release of features to coincide with planned workshops). |
In a lot of shops I’ve worked in, there is no strong business cadence driver except the yearly budgetary cycle, so we set one up to leverage the benefits. There will be different cadences for different levels of the organization, | In a lot of shops I’ve worked in, there is no strong business cadence driver except the yearly budgetary cycle, so we set one up to leverage the benefits. There will be different cadences for different levels of the organization, | ||
* Yearly: Budgetary and Portfolio | * Yearly: Budgetary and Portfolio | ||
- | | + | |
- | * Bi-Weekly: Team and Program | + | * Bi-Weekly: Team and Program |
Notice that teams will have one level, programs another, portfolio another. The key idea is to set sub-cadences so that they start and end on the same dates as the overlaying cadence. | Notice that teams will have one level, programs another, portfolio another. The key idea is to set sub-cadences so that they start and end on the same dates as the overlaying cadence. | ||
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* March 26 - April 3: | * March 26 - April 3: | ||
- | | + | |
- | * Pre-Quarterly (PI) Planning meeting for special initiatives. | + | * Pre-Quarterly (PI) Planning meeting for special initiatives. |
- | * Quarterly (PI) Planning events for each of the Programs (Trains) | + | * Quarterly (PI) Planning events for each of the Programs (Trains) |
* April 4 - July 3: Quarterly execution. Program Increment for the Train | * April 4 - July 3: Quarterly execution. Program Increment for the Train | ||
- | | + | |
- | * April 4 - April 17: Team iteration | + | * April 4 - April 17: Team iteration |
- | * April 18 - May 1 : Team iteration | + | * April 18 - May 1 : Team iteration |
- | * May 2 - May 15 : Team iteration | + | * May 2 - May 15 : Team iteration |
- | * May 16 - May 29 : Team iteration | + | * May 16 - May 29 : Team iteration |
- | * May 30 - June 12 : Team iteration | + | * May 30 - June 12 : Team iteration |
- | * June 13 - June 26 : Team iteration | + | * June 13 - June 26 : Team iteration |
- | * June 27 - July 3 : Team iteration (note short week because 52 weeks means 13 weeks is the norm) | + | * June 27 - July 3 : Team iteration (note short week because 52 weeks means 13 weeks is the norm) |
+ | |||
+ | For large organizations you will see some level of scheduling of Trains / Programs and for logistics reasons alone which will require some level of offsetting. A couple of ideas that may help: | ||
+ | |||
+ | * As much as possible try to schedule Trains / Programs that have significant dependencies so they line up. Done properly this will help with planning, progress tracking, and so maximize the benefit. | ||
+ | * Another idea (that I have not tried, but has come up in conversations a couple of times - can you say “experiment”? | ||
====== What Problems Do We Typically See When We Establish a Common Cadence for the Organization? | ====== What Problems Do We Typically See When We Establish a Common Cadence for the Organization? | ||
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* Leadership cannot be at all places at once: These cadences provide a new opportunity for leadership. Their participation can be focused on where they provide the most benefit. While most leadership feels like they need to be involved in everything, we are setting things up so that in the normal situation high value work is going to be done (and we should be able to trust that is will get done). There should be less of a need to be “everywhere” just in case, and more of an opportunity to focus our efforts. | * Leadership cannot be at all places at once: These cadences provide a new opportunity for leadership. Their participation can be focused on where they provide the most benefit. While most leadership feels like they need to be involved in everything, we are setting things up so that in the normal situation high value work is going to be done (and we should be able to trust that is will get done). There should be less of a need to be “everywhere” just in case, and more of an opportunity to focus our efforts. | ||
- | * Logistics: As said, pragmatically most organizations set things up so that “all planning is on this week” and the main reason is logistics. However once the base cadence | + | * Logistics: As said, pragmatically most organizations set things up so that “all planning is on this week” and the main reason is logistics. Logistical reasons can include things as simple as room availability and as esoteric as bandwidth availability. However once the base schedule |
- | * Philosophical: | + | * Philosophical: |
{{tag> | {{tag> | ||
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