Deliver Double the Value in Half the Time

Being Agile vs Doing Agile !

Deliver Double the Value in Half the TimeDavid Hawks @austinagile

David Hawks Agile Velocity

Agile Coach david@agilevelocity.com

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10 yrs

Email Address(If you would like to receive periodic information about agile)

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…

Team learns… How to implement, Knowledge transfer

!PO learns…

Team Commitment

!PO learns…

Team learns… Progress, Risks, Daily Plan

!PO learns…

Team Commitment

!PO learns…

Stakeholders learn… Implementation progress

!PO/Team learn…

Feedback

!PO learns…

Team Commitment

!PO learns…

Stakeholders learn… Implementation progress

!PO/Team learn…

Feedback

Team learns… How to be better

!PO learns…

Team Commitment

!PO learns…

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

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

Defer Decisions to the last Responsible Moment

Smartest Point??

Smartest Point??Dumbest Point

Accelerate Learning

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

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

False Assumptions:

False Assumptions:1. The customer knows what he wants

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

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

…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

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g priority

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Read product reviews Update

profile

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View open orders

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Pay by credit card

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Decreasin

g priority

Search products

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Compare products

Facebook for login

Search by SKU

Persist payment info

Zoom on photos

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comparison

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Update profile

Order status

View open orders

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Filter by brand

Decreasin

g priority

MVP 1 above this line

Search products

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Create account

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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?

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

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

Lots of WIP slows things down

10 20 30 40

Little’s Law

WIPThroughput = Avg. Cycle

Little’s Law

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

Requirements

Design

Development

Release

Illusion of Progress

Requirements

Design

Development

Release

done??

Working Software is your primary Measure of Progress

Requirements

Design

Development

Sprint 1

Requirements

Design

Development

Sprint 2

Requirements

Design

Development

Sprint 3

Requirements

Design

Development

Sprint 4

Potentially Shippable Product Increment

Working on many items in

parallel

Impact of Change

parallel

Impact of Change

parallel

Impact of Change

parallel

Working on items in value

Impact of Change

parallel

Working on items in value

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

Carter

Camryn

Project 1 Carter

Camryn

Project 1 Carter

Camryn

Project 1 Carter

Camryn

Project 1 Carter

Camryn

Project 1

Project 2

Carter

Camryn

Project 1

Project 2

Project 3

Carter

Camryn

Project 1

Project 2

Project 3

Carter

Camryn

All High Priority

How does Alex decide what to work on next?

How we should prioritize work in Agile

Carter

Camryn

WillAgile Team

Prioritized Team Backlog

Project 1 Carter

Camryn

WillAgile Team

Project 1

Project 2

Carter

Camryn

WillAgile Team

Project 1

Project 2

Project 3

Carter

Camryn

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

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