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what_is_the_benefit_of_having_a_cadence_of_meetings_etc [2018/08/28 15:14] – [What is the Benefit of Having a Cadence of Meetings?] Added idea that cadence allows flow of information hpsamioswhat_is_the_benefit_of_having_a_cadence_of_meetings_etc [2020/06/02 14:22] (current) – external edit 127.0.0.1
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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, I once worked with a Team where the question came up “do we really need to do a demonstration?” We decided not to, and the result was that the Team produced about 50% less than in previous Iterations.   * 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, I once worked with a Team where the question came up “do we really need to do a demonstration?” We decided not to, and the result was that the Team produced about 50% less than in previous Iterations.
   * 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), personal (for example, we need to move work to this offshore center), and process issues (for example, we need to adopt this more effective approach to security).+  * 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), personnel (for example, we need to move work to this offshore center), and process issues (for example, we need to adopt this more effective approach to security).
   * 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 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, cadence allows us to pull things together and objectively see what we have done. We can easily set up an integration of all the work because we understand what is available at each and every cadence point. You can say “by the end of this time box we expect to see all this working together”, including testing of the integrated solution, and use that demonstration to determine what’s next (pivot, continue, stop).   * When working a set of work that requires synchronization, cadence allows us to pull things together and objectively see what we have done. We can easily set up an integration of all the work because we understand what is available at each and every cadence point. You can say “by the end of this time box we expect to see all this working together”, including testing of the integrated solution, and use that demonstration to determine what’s next (pivot, continue, stop).
   * 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; which we schedule in advance to ensure we take the time to get better. Similar things can be said for planning meetings to ensure we have taken the time to plan and not just respond to the latest event.   * 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; which we schedule in advance to ensure we take the time to get better. Similar things can be said for planning meetings to ensure we have taken the time to plan and not just respond to the latest event.
   * 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.
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 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, these benefit will multiply. That is why we try, where possible, to develop a common heartbeat 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, these benefit will multiply. That is why we try, where possible, to develop a common heartbeat for the whole organization.
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 ====== How Do We Set An Organization Up on a Cadence? ====== ====== How Do We Set An Organization Up on a Cadence? ======
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   * Yearly: Budgetary and Portfolio   * Yearly: Budgetary and Portfolio
-    * Quarterly: Program and Portfolio +      * Quarterly: Program 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:
-    * Portfolio Planning Workshop +      * Portfolio Planning Workshop 
-    * 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: Post-Quarterly (PI) Planning meeting for special initiatives. +      * April 4: Post-Quarterly (PI) Planning meeting for special initiatives. 
-    * 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: 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.   * 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”?) is to schedule the cadences so that all the (2 week) Sprint / Iteration boundaries are common across everything. So if we are doing quarterly planning and we have two Trains / Programs, we could set up the planning so that one Train / Program plans on week 1, and the second on week 3. This way integration points (for example, common demonstrations) will fit on to normal Sprint / Iteration boundaries. This, in effect would allow you to maintain the heartbeat.   +  * Another idea (that I have not tried, but has come up in conversations a couple of times - can you say “experiment”?) is to schedule the cadences so that all the (2 week) Sprint / Iteration boundaries are common across everything. So if we are doing quarterly planning and we have two Trains / Programs, we could set up the planning so that one Train / Program plans on week 1, and the second on week 3. This way integration points (for example, common demonstrations) will fit on to normal Sprint / Iteration boundaries. This, in effect would allow you to maintain the heartbeat. 
 ====== 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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   * 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 is set up, the good news is that this discussion does not have to be revisited. We can use the same sequenced schedule going forward.   * 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 is set up, the good news is that this discussion does not have to be revisited. We can use the same sequenced schedule going forward.
   * Philosophical: The main objection is related to the notion that teams are “self managing” and that therefore they can do “whatever makes sense for them.” This is a misunderstanding. Nobody does an agile transformation to “be agile”. We are doing it to solve business problems. For many, synchronization of value delivery across multiple teams is a business problem. One approach to deal with this is to establish a common cadence. The business environment defines some of the guardrails of team self management in this instance. Care must be taken when establishing this idea - we need to help the teams understand why we should do this.   * Philosophical: The main objection is related to the notion that teams are “self managing” and that therefore they can do “whatever makes sense for them.” This is a misunderstanding. Nobody does an agile transformation to “be agile”. We are doing it to solve business problems. For many, synchronization of value delivery across multiple teams is a business problem. One approach to deal with this is to establish a common cadence. The business environment defines some of the guardrails of team self management in this instance. Care must be taken when establishing this idea - we need to help the teams understand why we should do this.
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 {{tag>Consultant Tools Meetings FirstSprint Cadence FAQ}} {{tag>Consultant Tools Meetings FirstSprint Cadence FAQ}}
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