Deliver Double the Value in Half the Time

Being Agile vs Doing Agile !

Deliver Double the Value in Half the TimeDavid Hawks @austinagile

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David Hawks Agile Velocity

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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)

mailto:[email protected]

David Hawks

CEO of Agile Velocity Agile Trainer and Coach

Agile Austin Board Member (Education Chair)

@austinagile

austinagile.com (blog)

Deliver Innovative Products Faster


What is Agile?


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.


You are not Agile unless you are Learning


Agile is about Learning

Team learns… Scope

!PO learns…

Cost



Team learns… How to implement, Knowledge transfer

!PO learns…

Team Commitment


!PO learns…

Cost



Team learns… Progress, Risks, Daily Plan


!PO learns…

Team Commitment


!PO learns…

Cost



Stakeholders learn… Implementation progress

!PO/Team learn…

Feedback



!PO learns…

Team Commitment


!PO learns…

Cost



Stakeholders learn… Implementation progress

!PO/Team learn…

Feedback

Team learns… How to be better



!PO learns…

Team Commitment


!PO learns…

Cost


Let’s assume we can get 100% of the value in

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


Let’s 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

45%$

19%$

16%$

13%$7%$

Never$Rarely$Some5mes$O8en$Always$

Feature/function usage in the software industry

From: A Standish Group study


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


http://i.qkme.me/3unlv7.jpg

Defer Decisions to the last Responsible Moment


x



xz

Smartest Point??



xz

Smartest Point??Dumbest Point



xz

Smartest Point??Dumbest Point

Accelerate Learning



xz

Problem #2 The team doesn’t have a Shared Understanding of their purpose


We want to Shift the Process from a Requirements Delivery Process…

14



False Assumptions:

14



False Assumptions:1. The customer knows what he wants

14



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

14



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

14


…To a Requirements Discovery Process

15


…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


User Story Mapping

Technique to Learn about Customer Needs


A sample story map: E-‐commerce site



Search by keyword



Search by keyword View description

& photo




& photo

Select item for purchase




& photo


Enter shipping info




& photoPay by credit card


Enter shipping info




& photoPay by credit card


Enter shipping info

Search products

Shopping cart

Create account

Pay & Ship

Compare products




& photo

Filter by price

Pay by credit card


Enter shipping info

Filter by brand

Clear search criteria

Search products

Shopping cart

Create account

Pay & Ship

Compare products




& photo

Filter by price

Pay by credit card


Enter shipping info

Filter by brand


Search products

Shopping cart

Create account

Pay & Ship

Compare products

Detailed product specs

Read product reviews




& photo

Filter by price

Pay by credit card


Enter shipping info

Filter by brand


Search products

Shopping cart

Create account

Pay & Ship

Compare products



Remove from cart

Estimate total w/ tax shipping

Modify item quantity

Select multiple items for purchase




& photo

Filter by price

Pay by credit card


Enter shipping info

Filter by brand


Search products

Shopping cart

Create account

Pay & Ship

Compare products


Read product reviews Update

profile

Order status

View open orders

Confirm payment & shipping info

Remove from cart







& photo

Filter by price

Pay by credit card


Enter shipping info

Filter by brand

Decreasin

g priority


Search products

Shopping cart

Create account

Pay & Ship

Compare products


Read product reviews Update

profile

Order status

View open orders


Remove from cart







& photo

Filter by price

Pay by credit card


Enter shipping info

Filter by brand

Decreasin

g priority


Search products

Shopping cart

Create account

Pay & Ship

Compare products



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


Remove from cart







& photo

Filter by price

Pay by credit card


Enter shipping info

Filter by brand

Decreasin

g priority


MVP 1 above this line

Search products

Shopping cart

Create account

Pay & Ship

Compare products



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


Remove from cart





Problem #3 Long/ No Feedback or Validation Cycles

http://www.skinit.com/assets/catalog/jumbo_shot/jumbo_shot57479340.jpg



Lean Startup/ Lean UX

Validated Learning

BuildLearn

Measure

Minimize time thru the loop



Validated Learning

BuildLearn

Measure


1) What do we need to learn?



Validated Learning

BuildLearn

Measure



2) How can we measure it?



Validated Learning

BuildLearn

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 don’t waste time: !

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

to lack of clarity)


If we don’t 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


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

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


http://files.smashingmagazine.com/wallpapers/april-13/images/its_not_done_until_it_ships__15.png

Illusion of Progress

Requirements

Design

Development

Test

Release


Illusion of Progress

Requirements

Design

Development

Test

Release

80%

done??


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


Working on many items in

parallel

Impact of Change



parallel

Highe

st V

alue

Impact of Change



parallel

Working on items in value

order

Highe

st V

alue

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


http://d.wildapricot.net/images/newsblog/bigstock-important-very-high-priority-i-46052392.jpg?sfvrsn=0

How we Normally Assign Work

Carter

Alex

James

Camryn

Janet

Will



Project 1 Carter

Alex

James

Camryn

Janet

Will



Project 1

Project 2

Carter

Alex

James

Camryn

Janet

Will



Project 1

Project 2

Project 3

Carter

Alex

James

Camryn

Janet

Will



Project 1

Project 2

Project 3

Carter

Alex

James

Camryn

Janet

Will

All High Priority

How does Alex decide what to work on next?


How we should prioritize work in Agile

Carter

Alex

James

Camryn

Janet

WillAgile Team

Prioritized Team Backlog



Project 1 Carter

Alex

James

Camryn

Janet

WillAgile Team




Project 1

Project 2

Carter

Alex

James

Camryn

Janet

WillAgile Team




Project 1

Project 2

Project 3

Carter

Alex

James

Camryn

Janet

WillAgile Team



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


If we don’t lose focus working: !

• On too many items at once • In silos instead of swarming • On the wrong things first




If we don’t lose focus working: !

• On too many items at once • In silos instead of swarming • On the wrong things first



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

V = .25T or

2V = .5T


Deliver Double the Value in Half the Time

Software

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