Section
Change thebusiness
Strategic projects delivered by cross-functional project teams, plus Discretionary work delivered by static Home Teams, through Discovery, Planning and Delivery.
Discovery
Ideation, estimation and prioritization. Business Executives work with Product Managers.
Discovery
How a strategic idea becomes a sized, prioritized project that is ready for planning, and who does each step.
Take in an idea with a one-page business case
How to turn a request from the business into a one-page business case and take it to Gate 1, Idea accepted.
Run a high-level design review
How to agree a high-level design for an accepted idea, so it can be estimated and prioritized with confidence.
Estimate a project with T-shirt sizes
How to give a reviewed design a T-shirt size from XS to XL that Planning can turn into team capacity.
Prioritize the portfolio
How to rank sized ideas against each other each month and decide which are ready for planning at Gate 2.
Planning
Resource management, then goals and milestones for delivery within about 3 months.
Planning
How prioritized projects become staffed plans with goals and milestones for the next quarter, signed off at Quarterly Planning.
Plan resources and capacity for the quarter
How to work out each Home Team's capacity for the quarter, protect the Run allowance and staff the projects that passed Gate 2.
Set goals and milestones for a ~3-month plan
How to break a staffed project into 2 to 4 goals and a milestone plan the team can deliver within one quarter.
Run the Quarterly Planning session
How to run the one-day Quarterly Planning session where teams confirm their plans, resolve dependencies and Business Executives sign off the quarter.
Delivery
The project team practices Scrum to deliver the project.
Scrum at Pecos Mutual
How project teams and Home Teams deliver with Scrum, from the sprint calendar to our Definition of Ready and Definition of Done.
Refine the backlog
How to get the next two sprints' worth of backlog items ready, so sprint planning is about commitment, not discovery.
Run a sprint planning session
How to turn a refined backlog into a committed sprint goal and a sprint backlog sized to the team's real capacity.
Run the daily scrum and clear impediments
How to keep the daily scrum to 15 focused minutes on the sprint goal, and how to track and clear the impediments it surfaces.
Run the sprint review and retrospective
How to show stakeholders what the sprint delivered, update the milestone forecast, and agree one improvement for the next sprint.