Agile Austin - Deliver Double the Value in Half the Time

Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary

Deliver Double the Value in Half the Time

!

2V = .5T David Hawks @austinagile

!!

!!

David Hawks Agile Velocity

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Agile Coach [email protected]

Role

Name

Company

Please fill out card as follows & pass to frontYears of Agile Experience (if any)

10 yrs

Email Address(If you would like a copy of the slides & to receive periodic information about agile)

David Hawks

CEO of Agile Velocity!Agile Trainer and Coach!

!@austinagile!

!austinagile.com (blog)!

[email protected]

Deliver Innovative Products Faster

Lets assume we can get 100% of the value in

100% of the time today. 1V = 1T


Lets assume we can get 100% of the value in

100% of the time today. 1V = 1T


By learning can we get Double the Value in

Half the Time? 2V = .5T

Draw a house on a sheet of paper

Make as many as you can in 2 minutes

Bring them to a facilitator when done


45%$

19%$

16%$

13%$7%$

Never$Rarely$Some5mes$O8en$Always$

Feature/function usage in the software industry

From: A Standish Group studyCopyright @ 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.jpgCopyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary

Defer Decisions to the last Responsible Moment


x

Smartest Point??



x

Smartest Point??Dumbest Point



x




xz


Accelerate Learning



xz

Problem #2 The team doesnt have a Shared Understanding of their purpose


We want to Shift the Process from a Requirements Delivery Process

10



False Assumptions:

10



False Assumptions:1. The customer knows what he wants

10



False Assumptions:1. The customer knows what he wants2. The developers know how to build it

10



False Assumptions:1. The customer knows what he wants2. The developers know how to build it3. Nothing will change along the way

10


To a Requirements Discovery Process

11


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 11


User Story Mapping

Technique to Learn about Customer Needs


A sample story map: E-commerce site



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Problem #3 Long/ No Feedback or Validation Cycles

http://www.skinit.com/assets/catalog/jumbo_shot/jumbo_shot57479340.jpgCopyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary

Lean Startup/ Lean UX

Validated LearningBuildLearn

Measure

Minimize time thru the loop




Measure


1) What do we need to learn?




Measure



2) How can we measure it?




Measure



2) How can we measure it?

3) What is the simplest thing to build to measure it?

(MVP)


Assume the team was working in value order, when would you release this product? What would be the benefit of releasing early?


45%$

19%$

16%$

13%$7%$

Never$Rarely$Some5mes$O8en$Always$

If we dont waste time: !

Building the wrong features Building low value features Over-engineering features (due

to lack of clarity)


If we dont waste time: !

Building the wrong features Building low value features Over-engineering features (due

to lack of clarity)


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


Problem #4 Drowning in a Sea of Opportunity


Alphabet - a, b, c, , z Numbers - 1, 2, 3, , 20 Fives - 5, 10, 15, , 100

Focus

Working on many items in parallel

Lots of WIP slows things down


10 20 30 40

Working on many items in parallel

Working on items one at a

time

Lots of WIP slows things down


10 20 30 40

Littles 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


Illusion of Progress

RequirementsDesign

Development

Test

Release


Illusion of Progress

RequirementsDesign

Development

Test

Release

80% done??


Working Software is your primary Measure of Progress

RequirementsDesignDevelopment

Sprint 1

Test


Sprint 2

Test


Sprint 3

Test


Sprint 4

Test

Potentially Shippable Product Increment


Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening

The Plan: 10 Weeks to Deliver 80 Points


Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening}2 Weeks }2 Weeks }2 Weeks }2 Weeks}2 Weeks



Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening20 Points

}2 Weeks }2 Weeks }2 Weeks }2 Weeks}2 WeeksThe Plan: 10 Weeks to Deliver 80 Points


Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening20 Points 20 Points



Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening20 Points 20 Points 20 Points



Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening20 Points 20 Points 20 Points 20 Points



Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening20 Points 20 Points 20 Points 20 Points

}2 Weeks }2 Weeks }2 Weeks }2 Weeks}2 WeeksDone = Feature Complete and Feature Tested *But defects were deferred to the end



Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening20 Points 20 Points 20 Points 20 Points}8 Weeks1 2 3 4 Hardening }8 Weeks

}2 Weeks }2 Weeks }2 Weeks }2 Weeks}2 WeeksDone = Feature Complete and Feature Tested *But defects were deferred to the end


Reality: 16 Weeks to Deliver 80 Points (10 Points per 2 Weeks)


Go Slow to Go Fast!


Done = Feature Complete, Feature Tested, and defects fixed

Go Slow to Go Fast!



Go Slow to Go Fast!

Sprint 1 Sprint 2 Sprint 3 Sprint 4

}2 Weeks15 Points 15 Points 15 Points 15 Points

}2 Weeks }2 Weeks }2 WeeksSprint 5

}2 Weeks15 Points



Go Slow to Go Fast!

Sprint 1 Sprint 2 Sprint 3 Sprint 4

}2 Weeks15 Points 15 Points 15 Points 15 Points

}2 Weeks }2 Weeks }2 WeeksSprint 5

}2 Weeks15 Points

We Delivered 75 Points in 10 Weeks 15 Points per 2 weeks


Working on many items in

parallel

Impact of Change



parallel

Highe

st Va

lue

Impact of Change



parallel

Working on items in value

order

Highe

st Va

lue

Impact of Change


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


How we Normally Assign Work

CarterAlex

JamesCamrynJanetWill



Project 1 CarterAlex




Project 1

Project 2

CarterAlex




Project 1

Project 2

Project 3

CarterAlex




Project 1 CarterAlex





Project 1

Project 2

CarterAlex





Project 1

Project 2

Project 3

CarterAlex




If we dont lose focus working: !

On too many items at once (without getting them to Done)

In silos instead of swarming On low value things first


If we dont lose focus working: !

On too many items at once (without getting them to Done)

In silos instead of swarming On low value things first


We Could Deliver 100% of the Value in 25% of the time

V = .25T or

2V = .5T

What can you change so your product can deliver value faster?


Satir Change Model - J Curve

Status Quo


!!!!!!!!!!!!!!

Resistance and Chaos

Status Quo


!!!!!!!!!!!!!!


!!!!!!!

Integration and PracticeStatus Quo


!!!!!!!!!!!!!!


!!!!!!!

Integration and Practice

!!!!

New Status Quo

Status Quo


We are here to help:


We are here to help:Monthly Training Workshops - Certification (CSM, CSPO), Kanban, Product Planning, etc.


We are here to help:Monthly Training Workshops - Certification (CSM, CSPO), Kanban, Product Planning, etc.Private Training - Customized Training for your team or leadership


We are here to help:Monthly Training Workshops - Certification (CSM, CSPO), Kanban, Product Planning, etc.Private Training - Customized Training for your team or leadershipAssessment - We will review your current level of agility and provide recommendations on improvements


We are here to help:Monthly Training Workshops - Certification (CSM, CSPO), Kanban, Product Planning, etc.Private Training - Customized Training for your team or leadershipAssessment - We will review your current level of agility and provide recommendations on improvementsTransformational Coaching - We will guide your teams and leadership through an Agile Transformation


We are here to help:Monthly Training Workshops - Certification (CSM, CSPO), Kanban, Product Planning, etc.Private Training - Customized Training for your team or leadershipAssessment - We will review your current level of agility and provide recommendations on improvementsTransformational Coaching - We will guide your teams and leadership through an Agile TransformationPlayer-Coach - We can provide a Coach to embed on your team to help them work through challenges. ScrumMaster or Technical team member.


We are here to help:Monthly Training Workshops - Certification (CSM, CSPO), Kanban, Product Planning, etc.Private Training - Customized Training for your team or leadershipAssessment - We will review your current level of agility and provide recommendations on improvementsTransformational Coaching - We will guide your teams and leadership through an Agile TransformationPlayer-Coach - We can provide a Coach to embed on your team to help them work through challenges. ScrumMaster or Technical team member.Staffing - We can help you find the best Agile Talent in Austin to recruit to your team.


Agile Austin - Deliver Double the Value in Half the Time

Software

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