The Art of Agile Development, 2nd Edition

CHAPTER EIGHT

Planning

Agile is adaptive, not predictive. It’s one of the things that sets Agile apart—the very source of its name!—and one of the biggest culture shocks for organizations new to Agile. And nowhere is it more apparent than in the way Agile teams plan their work.

This chapter has the practices you need to effectively make and adapt your plans. Because adaptive planning can take time for organizations to accept, it also discusses how to make predictive plans with an Agile team.

• “Stories” helps your team plan its work in small, customer-centric pieces.

• “Adaptive Planning” balances adaptability with predictability to focus your team’s plans on value.

• “Visual Planning” creates plans that communicate context and options.

• “The Planning Game” creates a detailed plan for guiding your team’s next steps.

• “Real Customer Involvement” allows your team to include customers’ perspectives in their plans.

• “Incremental Requirements” determines requirements details just before they’re needed.

PLANNING SOURCES

Agile has always been adaptive. The subtitle of the first Extreme Programming book was “Embrace Change.” [Beck2000a] The preface of the first Scrum book emphasized reducing risk by making adjustments as early as possible.

Adaptability is so central to Agile, it’s hard to pin down specific sources. Adaptive Planning is an amalgamation of ideas I’ve seen and used over the years, although Software by Numbers [Denne2004] was a major influence. Incremental Requirements ...