Download - Lean/Agile: Deliver More Value, Earlier

© Sogeti Christophe Achouiantz (@ChrisAch) - 2013

More Value, Earlier

How Lean & Agile methods power today’s successes

Christophe Achouiantz (@ChrisAch) - 2013


Christophe Achouiantz

Lean/Agile CoachKanban Coaching Professional

@ChrisAchhttp://leanagileprojects.blogspot.se

2

Lean/Agile Coach


We are in the middle of a major revolution!Revolution

!


InternetSocial Medias


The Customers are now in the driver seat!

Customers


Succeeding today requires Delighting the CustomerDelightin

g


Delighting the customer requires

to: • Deliver More Value

• Deliver Earlier


How?


Value?


”You can’t just ask customers what they want and then try to give that to them. By the time you get it built, they’ll want something new!”

- Steve Jobs (Interview with Inc. Magazine for its "The Entrepreneur of the Decade Award" (1 April 1989)


Do not focus on what they want,

focus on what customers NEED!

NEED!


Microsoft Zune. Anyone recalls that one?Perhaps not what we needed in 2008, as everyone already had an iPod.

http://saleshq.monster.com/news/articles/2655-the-20-worst-product-failures




Colgate Kitchen Entrees.Apetising?Well, we NEED to eat after all, but this particular combination did not really work either…http://saleshq.monster.com/news/articles/2655-the-20-worst-product-failures




http://lenpenzo.com/blog/id12478-10-grocery-store-products-that-flopped.html

There is a need to eat breakfast fast. But this?!




What do customers need?

Try to solve their (right)

problems!• Design Thinking• Ideation• Agile UX (User Experience)• Effect Mapping


Capturing Needs:User Stories

The Story:As a <role>, I want <some feature>, so that <need fullfilled>

Scenarios as Examples:Given <context>, when <action>, then <result>


Value is not

decided,

Value is

discovered!

discovered

!


Discovery is [central in

Product Development!

centra

l


Product Development is a

Knowledge Creation process


Product Development is a

Knowledge Creation process

…based on FEEDBACKFEEDBAC

K


Delivering More Value

requires learning how to

generate, absorb and respond

to

feedback.

Generate

Absorb

Respond

More Value

generat

e

absor

b

respond to


Delivering More Value

requires learning how to

generate, absorb and respond

to

feedback.

Generate

Absorb

Respond

More Value

generat

e

absor

b

respond to

as early as possible, as often as possible and

as fast as possible


How to Generate Feeback

sooner and more often?

Generate Feedback

Fast


[picture: trisslot]

Generate Feedback

Fast


• Minimal Viable Product (MVP)

• Continuous Deployment• Split (A/B) Testing• Actionable Metrics• Pivot!

”Lean Startup”

Techniques

Generate Feedback

Fast


Minimal Viable Product (MVP)

(Iterative & Incremental

Development)

Generate Feedback

Fast


Generate Feedback

FastBuilding a Car using a traditional System Development method

Stop!No time/$ left!


Generate Feedback

FastBuilding a Car the Right Way


How to create a Minimal Viable Product

(MVP)?

Generate Feedback

Fast

User Story Mapping!(Eating an Elephant one Sashimi bit at a time…)


Generate Feedback

Fast


Cannot get real customer/user

feedback?

Generate Feedback

Fast

Try Demos with Stakeholders!


How to Absorb all that Feeback?

Absorb Feedback Fast


Absorbing Feedback requires:

• The mental capacity for it (focus)• A very short delay (between the time

feedback is created and the time it is absorbed)


mental

capacity short delay


Focus requires no overburdening!

• Limit Work in Process!

• Kanban


• Not too much on-going!• Acceptable stress!• No task-switching!• No trashing!

Focus


1) Almost no waiting (very short queues)• Few things in process• No bottlenecks

• Limit WIP• Kanban• Value Stream Mapping


Very short delays require:short

delays


Christophe Achouiantz @ChrisAchhttp://leanagileprojects.blogspot.se

• • •

Definition of Done• • •


Definition of Done

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DevelopTo Do DonePrepare Validate

Doing DoingDone (Q) Doing Done (Q)

• • •

Definition of Ready

Urgent

Standard

Low

(2) (4) (4)Incomming

X

Absorb Feedback FastKanban: See & Understand Bottlenecks, Blocks, Priority

http://leanagileprojects.blogspot.se/



See What to Improve!(Including the Board & Policies)

Christophe Achouiantz @ChrisAchhttp://leanagileprojects.blogspot.se

• • •



Definition of Done

S2013-09-15

XYZ

MABC

S2013-09-17

ERT

MQWE

XLDFG

XLIOP

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SASD

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GGG

Bottleneck!

Too Much Ongoing!

Too many Incidents!Better Quality?

Another Class-of-Service?

Remove Blocks! M

GHG

A

DevelopTo Do DonePrepare Validate

Doing DoingDone (Q) Doing Done (Q)

• • •

Definition of Ready

Urgent

Standard

Low

(2) (4) (4)Incomming

X

Absorb Feedback FastKanban: See Improvement Opportunites




Statistical Control Chart1 dot = how long time it took to complete a work item

Upper Control Limit 85% of the time we deliver a work item under 135 days

Average Lead-time 50% of the time we deliver a work item under 60 days

What do we need to improve to not reproduce these in the future?(Opportunities & Threats)

Absorb Feedback FastKanban: See Improvement Opportunites


95%27 days

85%19 days

75%14 days

50%9 days

Num

ber

of

item

s

Time to Complete in days (Lead-time)

Lead-times Distribution DiagramHere looking at XS work items (<1 man-day)

5 10 15 20 25 30

5

10

15

20

25

Absorb Feedback FastKanban: Understand your Capability


2) Limited Failure demand & re-work• Build quality in (not ’after’…)• Know what is expected and when you are done

• Testers in the development team • Test Automation• Testers engaged from the start discussing ”requirements”• Clear ”definition of done”



delays


3) Smaller chunks of work• More targeted/efficient feedback• Less administration• Less features (get rid of ”just-in-

case”)

4) Simpler chunks of work• No ”gold-plating”

• MVP• Iterative & Incremental

development



delays


How to Respond to all that

Feeback?

Respond to Feedback

Fast


Responding to Feedback requires Fast communication.

“The speed of the project is proportional to the speed at which information moves

between people's heads.”- Alistair Cockburn

• Co-located teams, or excellent collaboration equipment

• Card walls• Information radiators

Respond to Feedback

Fast


Responding to Feedback requires constant re-planning.

Respond to Feedback

Fast

re-planning


Respond to Feedback

FastVisualize your Plan


as early as possible, as often as possible

and as fast as possible

Minimum Viable Product

Limit Work in Progress

User Stories

Build Quality In

Short Delays

Delight the Customer by delivering

More Value Earlier


”It’s not the # of hours I work in a day that measure progress, it’s the number of

feedback loops I complete!”feedback loopsnumber of


Real Feedback 1/ Year

Feedback 1/ Quarter + Automated Acceptance Tests+ Refactoring+ Continuous Integration+ ”Subcription” business model

Feedback 1/ Month + Developer testing+ Stand-up meetings+ Cards on wall+ Scrum ”sprints”+ ”Pay-per-use” business model

- Q/A department- Analysis team- Build team- Multiple deployed versions- Design document

Feedback 1/ Week + Live, two-way data migration + Temporary branches+ Kanban + ”Boot-strap” financing model

- Test team- 1 way data migration- Release branch- Patches- Up-front usability design

Feedback 1+/ Day + Immuzination+ A/B testing

- Staging- Operation Teams- Stand-up meetings

Feedback

The speed at which you need feedback to succeed transforms the shape of product development

Need to Start doing: Need to Stop doing:

Based on Kent Beck ”Software G-Forces” talk at LKCE11


Christophe Achouiantz

Lean/Agile CoachKanban Coaching Professional

@ChrisAchhttp://leanagileprojects.blogspot.se

52

Lean/Agile Coach

Thanks for

Listening!