Agile Development - Are you building the right thing ? (Follow the value)
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Transcript of Agile Development - Are you building the right thing ? (Follow the value)
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AGILE PROJECTS
Follow the value
MODTAGER: S&M Oticon DATO: 19-12-2014 ANSVARLIG: Martin Nymann Vinther
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AGILE IS NOT MAGIC ! … It’s just much better than traditional approaches
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”EARLY DELIVERY OF
BUSINESS VALUE”
Agile is…
Alistair Cockburn
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Assume you are building the WRONG thing!
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Follow the value Everything decided
(and locked) up-‐front
Something decided up-‐front
X $
X X? Y
Y $
A liAle decided up-‐front $
! ?
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Demo on REAL Users/Customers
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Minimum Viable Product
• Assume you are building the WRONG thing!
• How can we find out as quickly as possible?
• List your hypotheses • Build an MVP to
validate/invalidate it
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Example:
Hypotheses: 1. File sync is a problem for people
2. Our product will solve the problem
3. People will buy our product
Demo video:
Ref: Henrik Kniberg
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Paper Prototyping = Lo-tech MVP
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Minimum Viable Product • It is simply the fastest way to start learning how to
build a sustainable business with the minimum amount of effort
• The goal of the MVP is to begin the process of learning, not end it. Unlike a prototype or concept test, an MVP is designed not just to answer product design or technical questions. Its goal is to test fundamental business hypotheses.
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Don’t fall in love with you product
Google Buzz
Launched: 2010 DisconLnued: 2011
Google Wave
Launched: 2010 DisconLnued: 2012
Google Answers
Launched: 2003 DisconLnued: 2006
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Does it solve the problem ?
To do In progress In ProducFon People actually use it
Solves the problem
… in a way that is beAer than before
Done ?
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Did we add value ?
Value of soluLon Value of soluLon
RelaLve gain
SLll a good business case ?
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Big Projects usually fail. Regardless of Process
76%
20%
4%
Small Projects < $1 million
10%
52%
38%
Larger Projects > $1 million
Successful
Challanged
Failed
”The Standish Group has categorically stated with much convicLon—backed by intense research—that the secret to project success is to strongly recommend and enforce limits on size and complexity.” ”These two factors trump all other factors.” Henrik Kniberg
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Big Bang = Big Risk
Ref: Henrik Kniberg
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Incremental development
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Don’t build up risk… build up value!!
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Fastest learner wins!
Ref: Henrik Kniberg
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AGILE PROJECT MANAGEMENT IS PUPOSELY DIFFERENT FROM
TRADITIONAL PROJECT MANAGEMENT
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Agile project leadership
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Individuals and interactions
over Processes and
tools
Working software
over Comprehensive documentation
Customer collaboration
over Contract
negotiation
Responding to change
over Following a
plan
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LISTENING
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