Evo why and how
Explanation of the Evo process, methods, techniques
Goals, requirements, architecture
Explanation and/or reaching consensus about the requirements, architecture and
design ideas
Define and prioritise deliveries
Use the delivery prioritisation checklist. You
can also use Impact Estimation techniques.
Define and prioritise tasks
Use the task prioritisation checklist. Note
that some tasks feed the current delivery and some tasks are needed now, to
be able to deliver later deliveries on time. List tasks on the Candidate Task
List.
Estimate tasks
Use intuition or more sophisticated methods, like Wideband Delphi.
Select highest priority tasks
Everybody selects as many tasks as he can handle in the
cycle (typically one week maximum, which defaults to 26 effective hours).
If you have tasks not related to this project, deduct appropriate time.
Commit to the tasks
If anybody hesitates to commit to the tasks to be 100% done at the end of the
cycle, re-estimate and take as much as can be committed
to ("Commit to do nothing, as long as that is 100% done!").
Formally accept tasks, discuss, learn
This is the minimum weekly team meeting: Discuss
any past experience we should learn from, formally accept tasks. Now we realise
who is going to do what, discussion may emerge like: "If you are going to do
that, don't forget to ...", "If you are going to do that, we should together
...", or "If you do that, something else should be done first. May be the priorities
were not correct?". In case estimates, priorities, or even the whole architecture
is challenged, go back to whereever is needed!
Do the work
Stick to the estimated Time Boxes! Finish all the
work completely. Modulate the detail of the work to just as needed in order
to stay within the Time Box. If really impossible, analyse why,
define new tasks, based on the new insight and close
the task. Normally, the work agreed and committed to exits this stage completely
done.
Evaluate execution
Initially at the end of the cycle, gradually any
moment, the execution is evaluated and analysed. If the stakeholders to be consulted
this time are not farther that the team, cycle to wherever needed.
Consult stakeholders
Handle the requirements paradoxes: Discuss the status
of the project and get feedback on deliveries and requirements changes and cycle
wherever needed.
