Any unstarted epic can be exchanged for a new epic of equal value
Posted: Mon Jan 06, 2025 4:04 am
Step 3: Implementation
Agile Program Management 3
Agile Program Management Part 2
Now comes the 2.5 month implementation phase. On the one hand, the program team and the department heads can continue to add new epics and on the other hand, the board can flexibly add new topics. To ensure this is regulated, the following applies: Change for free and money for nothing:
Each started epic can be exchanged for a new epic of equal value and costs the small business email list currently invested time + 20% of the hours (setup time)
You will notice that you are also educating the board to a certain extent, so that changes are thought through and don't come like bombs all the time. The 20% extra work also compensates for the context switch. This way you can be really honest about what work goes into which tasks.
My tip for measuring work progress and building pressure: hold a meeting every Wednesday. Each employee is allowed to speak for 90 seconds for each epic that is currently being worked on. This way, you can discuss 20 epics in 30 minutes. The regular status puts pressure on the epics, creates transparency and clarifies questions.
The employees themselves now work diligently through the epics. After a quarter is over, a release train departs. The so-called (agile) release trains are a metaphor. A train never runs late - it departs on time and takes everyone with it! All epics are therefore presented to the board at the end of the quarter, regardless of the status.
Agile Program Management 3
Agile Program Management Part 2
Now comes the 2.5 month implementation phase. On the one hand, the program team and the department heads can continue to add new epics and on the other hand, the board can flexibly add new topics. To ensure this is regulated, the following applies: Change for free and money for nothing:
Each started epic can be exchanged for a new epic of equal value and costs the small business email list currently invested time + 20% of the hours (setup time)
You will notice that you are also educating the board to a certain extent, so that changes are thought through and don't come like bombs all the time. The 20% extra work also compensates for the context switch. This way you can be really honest about what work goes into which tasks.
My tip for measuring work progress and building pressure: hold a meeting every Wednesday. Each employee is allowed to speak for 90 seconds for each epic that is currently being worked on. This way, you can discuss 20 epics in 30 minutes. The regular status puts pressure on the epics, creates transparency and clarifies questions.
The employees themselves now work diligently through the epics. After a quarter is over, a release train departs. The so-called (agile) release trains are a metaphor. A train never runs late - it departs on time and takes everyone with it! All epics are therefore presented to the board at the end of the quarter, regardless of the status.