However, the mapping is not always straightforward, since some features require the collaboration of multiple teams, as Figure 2 illustrates. The team’s PI objectives often relate directly to intended features indeed, many are the same. A team’s PI objectivesĭifferentiate between Features and PI Objectives Less, and the level of abstraction or aggregation is probably too high to be measured objectively at the end of the PI.įigure 1 illustrates an example of one team’s PI objectives.
Objektiv tester plus#
Plus there are too many to review and process in a medium to large ART. More, and the detail and specificity are hard to understand and process by other teams and the team’s business partners. Doing so requires estimating and planning, knowledge of the teams capacity, analysis of upcoming features, defining stories for the Team Backlog, and, finally, summarizing the information into simple business terms that can be understood by everyone.Īs for the number of objectives a team should establish, there is no fixed rule, but 7-10 seems to be about right. This work is described as a set of specific team PI objectives. Building the Team PI Objectivesĭuring PI planning, the teams get presented with new Features and plan the Stories they need to deliver these alongside stories that represent work from their local context. PI objectives are built largely bottom-up as the teams identify them during PI planning. In addition to alignment, the process of setting realistic objectives also helps avoid too much work in process (WIP) in the system. Business and technology stakeholders need something in between, and that is a primary purpose of PI objectives. Too much, and the business has committed to longer term plans, which are at best unreliable, and also limit agility. While, by its very nature, development is uncertain, the business depends on teams for some amount of reliable, predictable forecasting. These are communicated via PI objectives. SAFe relies on a rolling wave of short-term commitments from Agile teams and trains to assist with business planning and outcomes, resulting in improved alignment and trust between development and business stakeholders. Exposes dependencies that require coordination.Communicates and highlights each team’s contribution to business value.Enables the ART to assess its performance and the business value achieved via the Program Predictability Measure.
Provide a common language for communicating with business and technology stakeholders.Program Increment (PI) Objectives are a summary of the business and technical goals that an Agile Team or train intends to achieve in the upcoming Program Increment (PI).ĭuring PI Planning, teams create PI objectives, which are the things they intend to accomplish in the upcoming Program Increment (PI). Nonaka and Takeuchi, The Knowledge-Creating Company PI Objectives Making and meeting small commitments builds trust.
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