Gw Pres Agile 4slideshare
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Transcript of Gw Pres Agile 4slideshare
Innovation through Iteration
bio.ppt
cocktail: http://flickr.com/photos/feastguru_kirti/2472177819/in/photostream/
Background
Background
Washington Post IT Unit
• About 150 people
• Supports operations of the newspaper and some operations at other
Washington Post Company affiliates, including:
• Publishing
• Advertising
• Circulation
• Syndication
• Accounting
• Production
Washington Post Web Solutions
Quick commercial
We’re hiring.
(See me after.)
Designers, engineers, developers, managers
Traditional methodology flows like a waterfall
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• Test Scripts
• Working Build
• Wireframes• Architecture Diagrams
• Requirements Doc• Known specs
• Discrete phases
• Tight discipline
• Specific and unchanging requirements
• Design and development standards
• Extensive testing
The Waterfall: Measure twice, cut once
Discovery
Design
Development
Testing
Deployment
• Launch
The goal: Build the thing right.
• When it's familiar territory
• Better for projects with high levels of integration
with existing systems
• When working prototypes for user feedback are
more expensive/difficult to produce (e.g., non-
web)
• When revision is difficult
Waterfall works well for large-scale projects
Waterfall projects
Familiar territory Integration with DSISimple transactions
Waterfall projects
Familiar territory Simple transactions Integration with PAS
• Simplified project governance (Senior Management)
• Bigger projects mean fewer per year to track
• Project bloat
• Hoarding of IT Resources
• Inaccurate LOE and schedule estimates (IT Management)
• Bigger projects with more parts and objectives are harder to estimate
• Tendency toward "Launch and move on" mentality
• More risk that changing business needs will outpace development
Potential effects of waterfall projects
When things go wrong in the waterfall
“We built all this upsell capability, but after launch we learned it was completely off-target for the audience.” – IT
“By the time the project finished, the business needs had totally changed.” – Business Analyst
“By the time the site launched it looked completely different from what we had envisioned.” – Designer
“If I knew in the beginning what I know now, we would have made a very different site.” – Business Client
New strategy, new methodology
16
Business in transition
Business in transition
Where IT comes in
Align our methodologies to support innovation. . .
• Partner with the business to explore and realize new revenue streams
• Enable new “bets” and “small-scale experiments”
• Improve speed to market; bring value faster
. . . While we remain true to our core mission of supporting the traditional business
Decisions Knowledge
Knowledge gap
time
vo
lum
e
A shift in emphasis
Build the thing right.
Waterfall:
Build the right thing.
Iterative:
An alternate approach: Iterative
Discovery
Design
Development
Testing
Deployment v1.0
ß ß ß ß ß
T I M E
• Better fit for product innovation
• Speed to market with beta releases
• Betas prove/refine the concept
• Earlier value generation
• More user feedback, which guides the next iterations
The goal: Build the right thing.
Beta is the new black
22 Releasesin 9 months
Post-1.0 iterations
5 Releasesin 3 months
Subscriber Self Service Commercial Classified Self Service
Let’s clarify: Iterative vs. incrementalhtt
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Got the whole brick wall metaphor from Jeff Patton talking to Jared Spool.http://www.uie.com/brainsparks/2008/08/05/spoolcast-ux-in-an-agile-environment-with-jeff-patton/
Maintain a complete user experiencehtt
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Got the whole cake metaphor listening to Brandon Schauer talk about The Long Wow.http://www.uie.com/articles/the_long_wow
The Iterative technique• Smaller teams
• Close collaboration among IT and the business
• Use of non-traditional technologies and services
• Open source software
• Existing services/API’s
• Beta releases
• Rigorous collection and analysis of customer usage and feedback
• Site metrics
• Customer service
• Community interaction
• Exit strategy
• Customer
• Technical
Modular code enables re-use
ß
Social Networking
ß
Shopping Cart
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Credit Card Processing
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Mobile Browsing
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Text Messaging
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Google Maps Integration
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Video Player
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Rating/Reviewing
• Business case preparation
• Product conception and roadmapping
• Site marketing to drive traffic
• Content creation and management
• Partner management
• Advertising and consumer sales
• Financial management
• User community management
• Collecting, organizing, and responding to customer feedback
• Collecting and analyzing metrics
Business-side roles in iterative projects
• When the feature set is evolving
• Bets on ideas; small-scale experiments
• Minimal IT investment
• Low-cost failure
• Because it’s in line with the advantages of the web
• Easier to update, enhance, evolve
• Instant customer feedback
• Incremental releases of new functionality (Betas)
• Product improves as more people use it
Iterative works well. . .
• Do you ever get the feeling
that you’re surrounded by
total and complete chaos?
• Organizational inertia, cultural
change
• Integration with enterprise systems
• Transition from Beta to bulletproof
• Abandoning unsuccessful Betas
Challenges/Risks with iterative products
You
Challenges/Risks with iterative products
• Business pressure to deliver results early after release
• Requires more agile-oriented
• Marketing
• Support
• Expectations
• Resource proportioning
Pilot project: Vine