© 2008 Kai Gilb copyright [email protected] 1 Value-Driven Development: Principles and Values Using...
-
Upload
brent-bryan -
Category
Documents
-
view
216 -
download
0
Transcript of © 2008 Kai Gilb copyright [email protected] 1 Value-Driven Development: Principles and Values Using...
© 2008 Kai Gilbcopyright [email protected] 1
Value-Driven Development:
Principles and Values
Using Quantified Value to Drive Software
Projects
Slides download: http://bit.ly/inmatesquantify
!by Tom Gilb
Slides by [email protected]
3
Software Project Management, has a responsibility, one
that the ‘developers’ don't seem to worry
about
4
?
5
deliver value to stakeholders, within limited resources.
© 2008 Kai Gilbcopyright [email protected] 6
no external Value delivery?not even a thought about most other
Stakeholders?
It is all about YOU“You, the developer, have become the center of
the universe!” ( Scott Ambler)
© 2008 Kai Gilbcopyright [email protected] 7
Our highest priority is to satisfy the customerthrough early and continuous delivery
of valuable software.
Working software is the primary measure of progress.
7
© 2008 Kai Gilbcopyright [email protected] 8
Scrum
9
deliver value to stakeholders, within limited resources.
Should we not understand and define
what our stakeholders value?
And set out to deliver that value!
© 2008 Kai Gilbcopyright [email protected] 10
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Competitive Engineering Process
© 2008 Kai Gilbcopyright [email protected] 11
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Identify Stakeholders
Who and what cares about the outcome of our project?
© 2008 Kai Gilbcopyright [email protected] 12
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Value CapturingFind & specify quantitatively Stakeholder Values, Product
Qualities & Resource improvements.
© 2008 Kai Gilbcopyright [email protected] 13
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Solution Prioritization
Find, Evaluate & Prioritize Solutions to satisfy
Requirements.
© 2008 Kai Gilbcopyright [email protected] 14
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Evo CyclesDecompose the winning
Solutions down into smaller entities,
then package them so they deliver maximum Value.
© 2008 Kai Gilbcopyright [email protected] 15
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
DevelopDevelop the packages that
deliver the Value.
© 2008 Kai Gilbcopyright [email protected] 16
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
DeliverDeliver to Stakeholders
improved Value.(not always a thing or code)
© 2008 Kai Gilbcopyright [email protected] 17
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Measure ChangeMeasure how much the
Values changed.
© 2008 Kai Gilbcopyright [email protected] 18
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Learn & ChangeLearning is defined as a
change in behavior.
© 2008 Kai Gilbcopyright [email protected] 19
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Competitive Engineering Process
© 2008 Kai Gilbcopyright [email protected] 20
Copyright: [email protected]
Stakeholders
ValuesMeasure
Learn
Competitive EngineeringProcess
Solutions
DecomposeDevelop
Deliver
Developer
© 2008 Kai Gilbcopyright [email protected] 21
Competitive Engineering
© 2008 Kai Gilbcopyright [email protected] 24
examples
© 2008 Kai Gilbcopyright [email protected] 25
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Value CapturingFind & specify quantitatively Stakeholder Values, Product
Qualities & Resource improvements.
© 2008 Kai Gilbcopyright [email protected] 26
Find.Fast
Scale: average time, in seconds, a User with def. [User-Experience, default=Normal] uses to find what they and we want them to find.
Past [Oct. 2011]
50 sec.
Goal [April 2012]
15 sec.
Tolerable [April 2012]
40 sec.
© 2008 Kai Gilbcopyright [email protected] 27
Lack of clear top level project objectives
has seen real projects fail for $100+ million
personal experience, real case
© 2008 Kai Gilbcopyright [email protected] 28
the 8 Bad Objectives, 8 years
• 1. Central to The Corporations business strategy is to be the world’s premier integrated <domain> service provider.
• 2. Will provide a much more efficient user experience.
• 3. Dramatically scale back the time frequently needed after the last data is acquired to time align, depth correct, splice, merge, recompute and/or do whatever else is needed to generate the desired products.
• 4. Make the system much easier to understand and use than has been the case for previous system.than was previously the case.
5. A primary goal is to provide a much more productive system development environment than was previously the case.6. Will provide a richer set of functionality for supporting next-generation logging tools and applications.7. Robustness is an essential system requirement8. Major improvements in data quality over current practice.7. Robustness is an essential system requirement
© 2008 Kai Gilbcopyright [email protected] 29
the 8 Bad Objectives , 8 years“7. Robustness is an essential system requirement” ….
Robustness.Testability
Scale: the duration of a defined [Volume] of testing, of a defined [Type], by a defined [Skill Level] of system operator, under defined [Operating Conditions].
© 2008 Kai Gilbcopyright [email protected] 30
the 8 Bad Objectives , 8 years
Robustness.Testability
Scale: the duration of a defined [Volume] of testing, or a defined [Type], by a defined [Skill Level] of system operator, under defined [Operating Conditions].
Goal [All Customer Use, Volume = 1,000,000 data items, Type = WireXXXX Vs DXX, Skill Level = First Time Novice, Operating Conditions = Field, {Sea Or Desert}] <10 mins.
7. Robustness is an essential system requirement
© 2008 Kai Gilbcopyright [email protected] 31
32
One Page
© 2008 Kai Gilbcopyright [email protected] 33
All Values on One page• P&L-Consistency&T P&L: Scale: total
adjustments btw Flash/Predict and Actual (T+1) signed off P&L. per day. Past 60 Goal: 15
• Speed-To-Deliver: Scale: average Calendar days needed from New Idea Approved until Idea Operational, for given Tasks, on given Markets. Past [2009, Market = EURex, Task =Bond Execution] 2-3 months ? Goal [Deadline =End 20xz, Market = EURex, Task =Bond Execution] 5 days
• Operational-Control: Scale: % of trades per day, where the calculated economic difference between OUR CO and Marketplace/Clients, is less than “1 Yen”(or equivalent). Past [April 20xx] 10% change this to 90% NH Goal [Dec. 20xy] 100%
• Operational-Control.Consistent: Scale: % of defined [Trades] failing full STP across the transaction cycle. Past [April 20xx, Trades=Voice Trades] 95% Past [April 20xx, Trades=eTrades] 93% Goal [April 20xz, Trades=Voice Trades] <95 ± 2%> Goal [April 20xz, Trades=eTrades] 98.5 ± 0.5 %
• Operational-Control.Timely.End&OvernightP&L Scale: number of times, per quarter, the P&L information is not delivered timely to the defined [Bach-Run]. Past [April 20xx, Batch-Run=Overnight] 1 Goal [Dec. 20xy, Batch-Run=Overnight] <0.5> Past [April 20xx, Batch-Run= T+1] 1 Goal [Dec. 20xy, Batch-Run=End-Of-Day, Delay<1hour] 1
• Operational-Control.Timely.IntradayP&L Scale: number of times per day the intraday P&L process is delayed more than 0.5 sec.
Operational-Control.Timely.Trade-Bookings Scale: number of trades per day that are not booked on trade date. Past [April 20xx] 20 ?
Front-Office-Trade-Management-Efficiency Scale: Time from Ticket Launch to trade updating real-time risk view Past [20xx, Function = Risk Mgt, Region = Global] ~ 80s +/- 45s ?? Goal [End 20xz, Function = Risk Mgt, Region = Global] ~ 50% better?Managing Risk – Accurate – Consolidated – Real Time
Risk.Cross-Product Scale: % of financial products that risk metrics can be displayed in a single position blotter in a way appropriate for the trader (i.e. – around a benchmark vs. across the curve). Past [April 20xx] 0% 95%. Goal [Dec. 20xy] 100%Risk.Low-latency Scale: number of times per day the intraday risk metrics is delayed by more than 0.5 sec. Past [April 20xx, NA] 1% Past [April 20xx, EMEA] ??% Past [April 20xx, AP] 100% Goal [Dec. 20xy] 0%Risk.AccuracyRisk. user-configurable Scale: ??? pretty binary – feature is there or not – how do we represent? Past [April 20xx] 1% Goal [Dec. 20xy] 0%Operational Cost Efficiency Scale: <Increased efficiency (Straight through processing STP Rates )>Cost-Per-Trade Scale: % reduction in Cost-Per-Trade Goal (EOY 20xy, cost type = I 1 – REGION = ALL) Reduce cost by 60% (BW) Goal (EOY 20xy, cost type = I 2 – REGION = ALL) Reduce cost by x % Goal (EOY 20xy, cost type = E1 – REGION = ALL) Reduce cost by x % Goal (EOY 20xy, cost type = E 2 – REGION = ALL) Reduce cost by 100% Goal (EOY 20xy, cost type = E 3 – REGION = ALL) Reduce cost by x %
© 2008 Kai Gilbcopyright [email protected] 34
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Solution Prioritization
Find, Evaluate & Prioritize Solutions to satisfy
Requirements.
35
Solutions
Past120 Minutes
Goal10 Minutes
Scale: Time, from Trader wants access to trades, until they are provided with the information onscreen.
Data.Access.SpeedSolution
100 %
37
Product Quality
Past120 Minutes
Goal10 Minutes
Scale: Time, from Trader wants access to trades, until they are provided with the information onscreen.
Data.Access.SpeedSolution
50 %
38
Product Quality
Past120 Minutes
Goal10 Minutes
Scale: Time, from Trader wants access to trades, until they are provided with the information onscreen.
Data.Access.SpeedSolutio
n
-30 %
39
Product Quality
Past120 Minutes
Goal10 Minutes
Scale: Time, from Trader wants access to trades, until they are provided with the information onscreen.
Data.Access.SpeedSolution
106 %
40 www.Gilb.com
Product Quality
Can we compare
apples and oranges?
53 www.Gilb.com
Taste 60 % 40 %
Nutrition 50 % 40 %
Shelf Life 20 % 85 %
Price 60 % 40 %
Quality for $ 130/60=2.2 165/40=4.1
54 www.Gilb.com
© 2008 Kai Gilbcopyright [email protected] 57
Business Goals-10 % 40 %50 % 10 %
Resources 20 % 10 %
Stakeholder Val.
Intuitiveness Performance
-10 % 50 %10 % 10 %
Resources 2 % 5 %
Product Values GUI Style Rex Code OptimizeIntuitiveness -10 % 40 %Performance 50 % 80 %Resources 1 % 2 %
Prioritized List1.2. Solution 93. Solution 7
Value Decision TablesProfit
Market Share
Training Costs User Productivity
© 2008 Kai Gilbcopyright [email protected] 58
Business Goals Training Costs User Productivity-10% 40%50% 10%
Resources 20% 10%
Stakeholder Val.
Intuitiveness Performance
-10 % 50 %10 % 10 %
Resources 2 % 5 %
Product Values GUI Style Rex Code OptimizeIntuitiveness -10 % 40 %Performance 50 % 80 %Resources 1 % 2 %
Prioritized List1.2. Solution 93. Solution 7
Value Decision TablesProfit
Market Share
Training Costs User Productivity
© 2008 Kai Gilbcopyright [email protected] 59
Business Goals Training Costs User Productivity-10% 40%50% 10%
Resources 20% 10%
Stakeholder Val.
-10 % 50 %10 % 10 %
Resources 2 % 5 %
Product Values GUI Style Rex Code OptimizeIntuitiveness -10 % 40 %Performance 50 % 80 %Resources 1 % 2 %
Prioritized List1.2. Solution 93. Solution 7
Value Decision TablesProfit
Market Share
Intuitiveness PerformanceTraining CostsUser Productivity
© 2008 Kai Gilbcopyright [email protected] 60
Business Goals Training Costs User Productivity-10% 40%50% 10%
Resources 20% 10%
Stakeholder Val.
Intuitiveness Performance
-10 % 50 %10 % 10 %
Resources 2 % 5 %
Product Values GUI Style Rex Code OptimizeIntuitiveness -10 % 40 %Performance 50 % 80 %Resources 1 % 2 %
Prioritized List1.2. Solution 93. Solution 7
Value Decision TablesProfit
Market Share
Training CostsUser Productivity
Intuitiveness Performance
GUI Style Rex Code Optimize
© 2008 Kai Gilbcopyright [email protected] 61
Business Goals Training Costs User Productivity-10% 40%50% 10%
Resources 20% 10%
Stakeholder Val.
Intuitiveness Performance
-10 % 50 %10 % 10 %
Resources 2 % 5 %
Product Values GUI Style Rex Code OptimizeIntuitiveness -10 % 40 %Performance 50 % 80 %Resources 1 % 2 %
Prioritized List1.2. Solution 93. Solution 7
Value Decision TablesProfit
Market Share
Training CostsUser Productivity
GUI Style Rex Code Optimize
© 2008 Kai Gilbcopyright [email protected] 62
Business Goals Training Costs User ProductivityProfit -10% 40%Market Share 50% 10%Resources 20% 10%
Stakeholder Val.
Intuitiveness Performance
Training Costs -10% 50 %User Productivity 10 % 10%Resources 2 % 5 %
Product Values GUI Style Rex Code OptimizeIntuitiveness -10% 40%Performance 50% 80 %Resources 1 % 2 %
Prioritized List1. Code Optimize2. Solution 93. Solution 7
We measure improvementsLearn and Repeat
Value Decision Tables
Scrum Develops
© 2008 Kai Gilbcopyright [email protected] 63
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
DevelopDevelop the packages that
deliver the Value.
© 2008 Kai Gilbcopyright [email protected] 65
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Measure ChangeMeasure how much the
Values changed.
© 2008 Kai Gilbcopyright [email protected] 66
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Learn & ChangeLearning is defined as a
change in behavior.
© 2008 Kai Gilbcopyright [email protected] 67
Results, from focussing on
delivering numeric Value to
Stakeholders, has been dramatic.
68
Job Description:
Implement a specific CRM system in a big
telecom organization.?Jens Evensen - Avenir
!
69
Stakeholders
Values
Solutions
Decompose
70
Forget CRM, what
do you want to
achieve?
?Stakeholders
Values
Solutions
Decompose
71
Not losing $ 10 million,-
per Year
Stakeholders
Values
Solutions
Decompose
72
I can fix that in 2 weeks!
Stakeholders
Values
Solutions
Decompose
73
“and so he did !”Saving his client about$ 10, 000.000 per Year
Stakeholders
Values
Solutions
Decompose
Jens Evensen - Avenir
LosingContractsScale: $ lost per year, in expiring contracts.Past [at meeting] $ 10, 000.000 Goal [2 weeks later] $ 0
© 2008 Kai Gilbcopyright [email protected] 74
© 2008 Kai Gilbcopyright [email protected] 75
© 2008 Kai Gilb76
Previously we focused mostly on function requirements.
We realized that it’s the product quality (value) requirements that really separate us from our competitors.
Paradigm ShiftWith Competitive Engineering,
our requirements process changed.
© 2008 Kai Gilb77
79
81
Software Development
management, have a responsibility, one that the ‘developers’
don't worry about
82
?
83
deliver value to stakeholders, within limited resources.
© 2008 Kai Gilbcopyright [email protected] 84
Gilb’s 10 Agile Principles
• 1. Critical Stakeholders determine the values
• 2. Values can and must be quantified
• 3. Values are supported by Value Architecture
• 4. Value levels are determined by timing, architecture effect, and resources
• 5. Value levels can differ for different scopes (where, who)
• 6. Value can be delivered early
• 7. Value can be locked in incrementally
• 8. New Values can be discovered (external news, experience)
• 9. Values can be evaluated as a function of architecture
• (Impact Estimation)
• 10. Value delivery will attract resources.
http://www.gilb.com/dl498New Agile Principles: with focus on value delivered to stakeholdersThe Developer March 2012 No. 1
© 2008 Kai Gilbcopyright [email protected] 85
Gilb’s Agile Values
• Simplicity
• 1. Focus on real stakeholder values
• Communication
• 2. Communicate stakeholder values quantitatively
• 3. Estimate expected results and costs for weekly steps
• Feedback
• 4. Generate results, weekly, for stakeholders, in their environment
• 5. Measure all critical aspects of the improved results cycle.
• 6. Analyze deviation from your initial estimates
• Courage
• 7. Change plans to reflect weekly learning
• 8. Immediately implement valued stakeholder needs, next week
• Don’t wait, don’t study (analysis paralysis), don’t make excuses.
• Just Do It!
• 9. Tell stakeholders exactly what you will deliver next week
• 10. Use any design, strategy, method, process that works quantitatively well - to get your results
• Be a systems engineer, not a just programmer (a ‘Softcrafter’).
• Do not be limited by your craft background, in serving your paymasters
Values for Valueby Tom Gilb & Lindsey BrodieSome Alternative Ideas On Agile Values For Delivering Stakeholder Value Principles and Values – Agility is the Tool, Not the Master. Part 2 “Values for Value” http://www.gilb.com/tiki-download_file.php?fileId=448 Agile Record 2010, www.agilerecord.com, October
2010, Issue 4
© 2008 Kai Gilbcopyright [email protected] 86
Reading
•“Quantified Top-Level Critical Value-Objectives-the main levers of power for CIOs” (cases, slides)http://www.gilb.com/tiki-download_file.php?fileId=481
•“Vision Engineering” paper (CEO level)http://www.gilb.com/tiki-download_file.php?fileId=237
•Evo, book manuscript: Kai Gilb,http://www.gilb.com/tiki-download_file.php?fileId=27
•Much more at www.Gilb.com/downloads
•Scrum
•“Agile Now What” Paper by Kai Gilbhttp://www.gilb.com/tiki-download_file.php?fileId=30
•Software Development Business Contribution
•Value Delivery in Systems Engineeringhttp://www.gilb.com/tiki-download_file.php?fileId=137
Managing MaintenanceDesigning Maintainability in Software Engineering: a Quantified Approachhttp://www.gilb.com/tiki-download_file.php?fileId=138Updates in Agile DevelopmentValue-Driven Developmenthttp://www.gilb.com/tiki-download_file.php?fileId=431Software SecurityHow to Quantify Security http://www.gilb.com/tiki-download_file.php?fileId=40Succeeding with Geographically Distributed TeamsVirtual Team Communication:http://www.gilb.com/tiki-download_file.php?fileId=112Improving ProductivityEngineering Productivity:http://www.gilb.com/tiki-download_file.php?fileId=144
87
www.Gilb.com
Email [email protected] with subject: “BOOK”
I’m happy to discuss with you one-on-one. And by email. Challenge me to
help quantify your stakeholders’ critical objectives.
Slides download: http://bit.ly/inmatesquantify