Deliver Double the Value in Half the Time
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Transcript of Deliver Double the Value in Half the Time
Being Agile vs Doing Agile !
Deliver Double the Value in Half the TimeDavid Hawks @austinagile
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
!
!
!!
David Hawks Agile Velocity
!
Agile Coach [email protected]
Role
Name
Company
Please fill out card as follows & bring to frontYears of Agile Experience (if any)
10 yrs
Email Address(If you would like to receive periodic information about agile)
David Hawks
CEO of Agile Velocity Agile Trainer and Coach
Agile Austin Board Member (Education Chair)
@austinagile
austinagile.com (blog)
Deliver Innovative Products Faster
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
What is Agile?
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Doing AgileCopyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Being Agile1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable
software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
You are not Agile unless you are Learning
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Agile is about LearningCopyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Agile is about Learning
Team learns… Scope
!PO learns…
Cost
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Agile is about Learning
Team learns… How to implement, Knowledge transfer
!PO learns…
Team Commitment
Team learns… Scope
!PO learns…
Cost
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Agile is about Learning
Team learns… Progress, Risks, Daily Plan
Team learns… How to implement, Knowledge transfer
!PO learns…
Team Commitment
Team learns… Scope
!PO learns…
Cost
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Agile is about Learning
Stakeholders learn… Implementation progress
!PO/Team learn…
Feedback
Team learns… Progress, Risks, Daily Plan
Team learns… How to implement, Knowledge transfer
!PO learns…
Team Commitment
Team learns… Scope
!PO learns…
Cost
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Agile is about Learning
Stakeholders learn… Implementation progress
!PO/Team learn…
Feedback
Team learns… How to be better
Team learns… Progress, Risks, Daily Plan
Team learns… How to implement, Knowledge transfer
!PO learns…
Team Commitment
Team learns… Scope
!PO learns…
Cost
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Let’s assume we can get 100% of the value in
100% of the time today. 1V = 1T
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Let’s assume we can get 100% of the value in
100% of the time today. 1V = 1T
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
By learning can we get Double the Value in
Half the Time? 2V = .5T
45%$
19%$
16%$
13%$7%$
Never$Rarely$Some5mes$O8en$Always$
Feature/function usage in the software industry
From: A Standish Group study
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
What causes us to build features which are rarely or never used?
Problem #1 We make tough decisions
too early and lock them in
Image Credit: http://i.qkme.me/3unlv7.jpg
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Defer Decisions to the last Responsible Moment
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Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
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Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
xz
Smartest Point??
Defer Decisions to the last Responsible Moment
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xz
Smartest Point??Dumbest Point
Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
xz
Smartest Point??Dumbest Point
Accelerate Learning
Defer Decisions to the last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
xz
Problem #2 The team doesn’t have a Shared Understanding of their purpose
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
We want to Shift the Process from a Requirements Delivery Process…
14
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
We want to Shift the Process from a Requirements Delivery Process…
False Assumptions:
14
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
We want to Shift the Process from a Requirements Delivery Process…
False Assumptions:1. The customer knows what he wants
14
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
We want to Shift the Process from a Requirements Delivery Process…
False Assumptions:1. The customer knows what he wants2. The developers know how to build it
14
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
We want to Shift the Process from a Requirements Delivery Process…
False Assumptions:1. The customer knows what he wants2. The developers know how to build it3. Nothing will change along the way
14
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…To a Requirements Discovery Process
15
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…To a Requirements Discovery Process
Reality: 1. The customer discovers what he wants 2. The developers discover how to build it 3. Many things change along the way 15
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
User Story Mapping
Technique to Learn about Customer Needs
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Search by keyword
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Search by keyword View description
& photo
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Search by keyword View description
& photo
Select item for purchase
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Search by keyword View description
& photo
Select item for purchase
Enter shipping info
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Search by keyword View description
& photoPay by credit card
Select item for purchase
Enter shipping info
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Search by keyword View description
& photoPay by credit card
Select item for purchase
Enter shipping info
Search products
Shopping cart
Create account
Pay & Ship
Compare products
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Search by keyword View description
& photo
Filter by price
Pay by credit card
Select item for purchase
Enter shipping info
Filter by brand
Clear search criteria
Search products
Shopping cart
Create account
Pay & Ship
Compare products
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Search by keyword View description
& photo
Filter by price
Pay by credit card
Select item for purchase
Enter shipping info
Filter by brand
Clear search criteria
Search products
Shopping cart
Create account
Pay & Ship
Compare products
Detailed product specs
Read product reviews
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Search by keyword View description
& photo
Filter by price
Pay by credit card
Select item for purchase
Enter shipping info
Filter by brand
Clear search criteria
Search products
Shopping cart
Create account
Pay & Ship
Compare products
Detailed product specs
Read product reviews
Remove from cart
Estimate total w/ tax shipping
Modify item quantity
Select multiple items for purchase
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Search by keyword View description
& photo
Filter by price
Pay by credit card
Select item for purchase
Enter shipping info
Filter by brand
Clear search criteria
Search products
Shopping cart
Create account
Pay & Ship
Compare products
Detailed product specs
Read product reviews Update
profile
Order status
View open orders
Confirm payment & shipping info
Remove from cart
Estimate total w/ tax shipping
Modify item quantity
Select multiple items for purchase
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Search by keyword View description
& photo
Filter by price
Pay by credit card
Select item for purchase
Enter shipping info
Filter by brand
Decreasin
g priority
Clear search criteria
Search products
Shopping cart
Create account
Pay & Ship
Compare products
Detailed product specs
Read product reviews Update
profile
Order status
View open orders
Confirm payment & shipping info
Remove from cart
Estimate total w/ tax shipping
Modify item quantity
Select multiple items for purchase
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Search by keyword View description
& photo
Filter by price
Pay by credit card
Select item for purchase
Enter shipping info
Filter by brand
Decreasin
g priority
Clear search criteria
Search products
Shopping cart
Create account
Pay & Ship
Compare products
Detailed product specs
Read product reviews
Facebook for login
Search by SKU
Persist payment info
Zoom on photos
Product-‐ specific filters Side by side
comparison
Pay by PayPal
Update profile
Order status
View open orders
Confirm payment & shipping info
Remove from cart
Estimate total w/ tax shipping
Modify item quantity
Select multiple items for purchase
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
A sample story map: E-‐commerce site
Search by keyword View description
& photo
Filter by price
Pay by credit card
Select item for purchase
Enter shipping info
Filter by brand
Decreasin
g priority
Clear search criteria
MVP 1 above this line
Search products
Shopping cart
Create account
Pay & Ship
Compare products
Detailed product specs
Read product reviews
Facebook for login
Search by SKU
Persist payment info
Zoom on photos
Product-‐ specific filters Side by side
comparison
Pay by PayPal
Update profile
Order status
View open orders
Confirm payment & shipping info
Remove from cart
Estimate total w/ tax shipping
Modify item quantity
Select multiple items for purchase
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Problem #3 Long/ No Feedback or Validation Cycles
http://www.skinit.com/assets/catalog/jumbo_shot/jumbo_shot57479340.jpg
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Lean Startup/ Lean UX
Validated Learning
BuildLearn
Measure
Minimize time thru the loop
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Lean Startup/ Lean UX
Validated Learning
BuildLearn
Measure
Minimize time thru the loop
1) What do we need to learn?
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Lean Startup/ Lean UX
Validated Learning
BuildLearn
Measure
Minimize time thru the loop
1) What do we need to learn?
2) How can we measure it?
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Lean Startup/ Lean UX
Validated Learning
BuildLearn
Measure
Minimize time thru the loop
1) What do we need to learn?
2) How can we measure it?
3) What is the simplest thing to build to measure it?
(MVP)
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Assume the team was working in value order, when would you release this product? What would be the benefit of releasing early?
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
45%$
19%$
16%$
13%$7%$
Never$Rarely$Some5mes$O8en$Always$
If we don’t waste time: !
• Building the wrong features • Building low value features • Over-engineering features (due
to lack of clarity)
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
If we don’t waste time: !
• Building the wrong features • Building low value features • Over-engineering features (due
to lack of clarity)
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
We Could Deliver 80% of the Value in 20% of the time
.8V = .2T or
2V = .5T
What keeps us from delivering products faster?
http://www.captivations.com.au/wp-content/uploads/2013/03/Fast-delivery.jpg
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Problem #4 Drowning in a Sea of Opportunity
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Working on many items in parallel
Lots of WIP slows things down
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10 20 30 40
Working on many items in parallel
Working on items one at a
time
Lots of WIP slows things down
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
10 20 30 40
Little’s Law
WIPThroughput = Avg. Cycle
Time
Little’s Law
WIPThroughput = Avg. Cycle
Time
Little’s Law
WIPThroughput = Avg. Cycle
Time
Little’s Law
WIPThroughput = Avg. Cycle
Time
Problem #5 Not Getting to Done
Image Credit: http://files.smashingmagazine.com/wallpapers/april-13/images/its_not_done_until_it_ships__15.png
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Illusion of Progress
Requirements
Design
Development
Test
Release
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Illusion of Progress
Requirements
Design
Development
Test
Release
80%
done??
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Working Software is your primary Measure of Progress
Requirements
Design
Development
Sprint 1
Test
Requirements
Design
Development
Sprint 2
Test
Requirements
Design
Development
Sprint 3
Test
Requirements
Design
Development
Sprint 4
Test
Potentially Shippable Product Increment
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Working on many items in
parallel
Impact of Change
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Working on many items in
parallel
Impact of Change
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Working on many items in
parallel
Highe
st V
alue
Impact of Change
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Working on many items in
parallel
Working on items in value
order
Highe
st V
alue
Impact of Change
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Working on many items in
parallel
Working on items in value
order
Highe
st V
alue
Impact of Change
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Solution Stop Starting, Start Finishing
Problem #6 Everything is Important
Image Credit: http://d.wildapricot.net/images/newsblog/bigstock-important-very-high-priority-i-46052392.jpg?sfvrsn=0
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How we Normally Assign Work
Carter
Alex
James
Camryn
Janet
Will
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally Assign Work
Project 1 Carter
Alex
James
Camryn
Janet
Will
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally Assign Work
Project 1 Carter
Alex
James
Camryn
Janet
Will
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally Assign Work
Project 1 Carter
Alex
James
Camryn
Janet
Will
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally Assign Work
Project 1 Carter
Alex
James
Camryn
Janet
Will
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally Assign Work
Project 1
Project 2
Carter
Alex
James
Camryn
Janet
Will
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally Assign Work
Project 1
Project 2
Project 3
Carter
Alex
James
Camryn
Janet
Will
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally Assign Work
Project 1
Project 2
Project 3
Carter
Alex
James
Camryn
Janet
Will
All High Priority
How does Alex decide what to work on next?
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How we should prioritize work in Agile
Carter
Alex
James
Camryn
Janet
WillAgile Team
Prioritized Team Backlog
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we should prioritize work in Agile
Project 1 Carter
Alex
James
Camryn
Janet
WillAgile Team
Prioritized Team Backlog
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we should prioritize work in Agile
Project 1
Project 2
Carter
Alex
James
Camryn
Janet
WillAgile Team
Prioritized Team Backlog
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we should prioritize work in Agile
Project 1
Project 2
Project 3
Carter
Alex
James
Camryn
Janet
WillAgile Team
Prioritized Team Backlog
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
What can you change so your product can deliver value faster?
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
If we don’t lose focus working: !
• On too many items at once • In silos instead of swarming • On the wrong things first
http://www.skinit.com/assets/catalog/jumbo_shot/jumbo_shot57479340.jpg
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
If we don’t lose focus working: !
• On too many items at once • In silos instead of swarming • On the wrong things first
http://www.skinit.com/assets/catalog/jumbo_shot/jumbo_shot57479340.jpg
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
We Could Deliver 100% of the Value in 25% of the time
V = .25T or
2V = .5T