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AgileCamp 2014 Keynote: Extending agility, Ryan Martens CEO of Rally Software

AgileCamp 2014 Keynote: Extending agility, Ryan Martens CEO of Rally Software

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  • Start with the backlog[1] Plan the iteration, based on the capacity of the team[2] Work the iteration[3] Deliver an increment[4] Retrospect
  • Start with the backlog, feeding the Ready Queue[1] Flow items into the available slots, which represent the capacity of the team[2] This is the Work in Progress, which is explicitly limited in Kanban.[3] Other activities occur at cadences that are determined independently.
  • 5000 - the number of problems a typical engineering undergraduate is given to solve, each one having a unique solution. In business the trick is finding the right problem to solve, not coming up with the one solution.
  • Start with the backlog[1] Plan the iteration, based on the capacity of the team[2] Work the iteration[3] Deliver an increment[4] Retrospect
  • Start with the backlog, feeding the Ready Queue[1] Flow items into the available slots, which represent the capacity of the team[2] This is the Work in Progress, which is explicitly limited in Kanban.[3] Other activities occur at cadences that are determined independently.
  • Daniel Kahnman - Thinking Fast and Slow
  • 25-55% - imagine you run an experiment where you expect over a week that 25% of your userbase will give it a try. At the end of the experiment you get 55% to give it a try, if you don't write down the 25%, in your excitement you will skip confronting why your initial estimate was off by a factor of 2. Even in success you need to learn from comparing what you expected will happen vs. what actually happened
  • Richard Feynman

AgileCamp 2014 Keynote: Extending Agility, Ryan Martens AgileCamp 2014 Keynote: Extending Agility, Ryan Martens Presentation Transcript

  • www.rallydev.com @RallyOn ©2014 Extend Agility: 3 Key Steps to Remaining Competitive Ryan Martens – Founder, CTO
  • www.rallydev.com @RallyOn ©2014 Ryan Martens @RallyO nChief Technology Officer Rally Software
  • www.rallydev.com @RallyOn ©2014 To remain competitive
  • www.rallydev.com @RallyOn ©2014 Extend agility beyond your development teams
  • www.rallydev.com @RallyOn ©2014 EXTEND AGILITY…?
  • www.rallydev.com @RallyOn ©2014 An example…
  • www.rallydev.com @RallyOn ©2014 Consumer data company
  • www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 1 80% market share
  • www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 2 “ We need a native mobile app.”
  • www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 3 App specification begins
  • www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 4 Startup competitor ships 1.0
  • www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 5 Startup competitor ships 1.1
  • www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 6 App development begins
  • www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 7 Startup competitor ships 1.2
  • www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 8 Native app ships
  • www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 1 80% market share 2 “ We need a native mobile app.” 3 App specification begins 4 Startup competitor ships 1.0 5 Startup competitor ships 1.1 6 App development begins 7 Startup competitor ships 1.2 8 Native app ships
  • www.rallydev.com @RallyOn ©2014 12 months to write specification" Market$Share$ 3 6 3 App specification begins 6 App development begins
  • www.rallydev.com @RallyOn ©2014 Market$Share$ 6 8 6 App development begins 8 Native app ships 9 months to build app"
  • www.rallydev.com @RallyOn ©2014 21 months to respond"Market$Share$ 3 3 App specification begins 8 8 Native app ships
  • www.rallydev.com @RallyOn ©2014 Market$Share$ 5 8 12 months to forever lose half the market share"
  • www.rallydev.com @RallyOn ©2014 Gut wrenching
  • www.rallydev.com @RallyOn ©2014 What’s going on here?
  • www.rallydev.com @RallyOn ©2014 Feasible Will rapidly change markets
  • www.rallydev.com @RallyOn ©2014 Connected tribes https://www.flickr.com/photos/shankbone/6183443813
  • www.rallydev.com @RallyOn ©2014 Time needed to reach: Feasible Desirable and Viable
  • www.rallydev.com @RallyOn ©2014 Some examples…
  • www.rallydev.com @RallyOn ©2014 1984
  • www.rallydev.com @RallyOn ©2014 2006
  • www.rallydev.com @RallyOn ©2014 About 20 years
  • www.rallydev.com @RallyOn ©2014 2001
  • www.rallydev.com @RallyOn ©2014 2006
  • www.rallydev.com @RallyOn ©2014 5 years
  • www.rallydev.com @RallyOn ©2014 2007
  • www.rallydev.com @RallyOn ©2014 2010
  • www.rallydev.com @RallyOn ©2014 3 years
  • www.rallydev.com @RallyOn ©2014 2010
  • www.rallydev.com @RallyOn ©2014 2012
  • www.rallydev.com @RallyOn ©2014 2 years
  • www.rallydev.com @RallyOn ©2014 2008
  • www.rallydev.com @RallyOn ©2014 2012
  • www.rallydev.com @RallyOn ©2014 4 years
  • www.rallydev.com @RallyOn ©2014 “The Tesla Model S outscores every other car in our test Ratings.” – Consumer Reports
  • www.rallydev.com @RallyOn ©2014 1979
  • www.rallydev.com @RallyOn ©2014 1989
  • www.rallydev.com @RallyOn ©2014 10 years
  • www.rallydev.com @RallyOn ©2014 5 years
  • www.rallydev.com @RallyOn ©2014 2.5 years
  • www.rallydev.com @RallyOn ©2014 1.5 years
  • www.rallydev.com @RallyOn ©2014 1966
  • www.rallydev.com @RallyOn ©2014 1998
  • www.rallydev.com @RallyOn ©2014 About 30 years
  • www.rallydev.com @RallyOn ©2014 1998
  • www.rallydev.com @RallyOn ©2014 2005
  • www.rallydev.com @RallyOn ©2014 7 years
  • www.rallydev.com @RallyOn ©2014 Time needed to form a tribe and spread the word
  • www.rallydev.com @RallyOn ©2014 An example…
  • www.rallydev.com @RallyOn ©2014 http://upload.wikimedia.org/wikipedia/commons/9/90/Ford_Pinto_runabout_(1).jpg
  • www.rallydev.com @RallyOn ©2014 8 years
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014 1.5 years
  • www.rallydev.com @RallyOn ©2014 Market expectations can change and spread quickly
  • www.rallydev.com @RallyOn ©2014 Do you have the agility to balance
  • www.rallydev.com @RallyOn ©2014 operating the business and responding to change?
  • www.rallydev.com @RallyOn ©2014 Why does this feel unnatural?
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014 “the greatest prosperity can exist only when that individual has reached his highest state of efficiency; that is, when he is turning out his largest daily output.”
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014 Assumes: Certainty is high Goal: Maximize individual efficiency
  • www.rallydev.com @RallyOn ©2014 100 years later
  • www.rallydev.com @RallyOn ©2014 Status Quo Budgets Comprehensive Analysis Detailed Plans Waterfall Execution
  • www.rallydev.com @RallyOn ©2014 Works when: Certainty is high
  • www.rallydev.com @RallyOn ©2014 Is your business getting more certain?
  • www.rallydev.com @RallyOn ©2014 Agile Execution Lean Thinking
  • www.rallydev.com @RallyOn ©2014 Balance operation and exploration
  • www.rallydev.com @RallyOn ©2014 Assumes: Uncertainty exists Goal: Maximize value delivery
  • www.rallydev.com @RallyOn ©2014 Adaptive Steering Disciplined Exploration Empirical Learning Adaptive Execution
  • www.rallydev.com @RallyOn ©2014 Step 0:
  • www.rallydev.com @RallyOn ©2014 Step 0: Replace Waterfall execution with Agile execution
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014 Product Backlog Iteration 2 Weeks Daily Meeting Iteration Backlog Product Increment ITERATIONMECHANICS Scrum Scrum
  • www.rallydev.com @RallyOn ©2014 FLOWMECHANICS (all independent cadences) Ready queue prioritize retrospectgroom release release WIP Target Kanban Kanban
  • www.rallydev.com @RallyOn ©2014 Step 1:
  • www.rallydev.com @RallyOn ©2014 Step 1: Balance planning with empirical learning
  • www.rallydev.com @RallyOn ©2014 Typical approach
  • www.rallydev.com @RallyOn ©2014 http://www.flickr.com/photos/isaacmao/380257543 Create a plan to predict the future
  • www.rallydev.com @RallyOn ©2014 Budget approval Product definition Product requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CU
  • www.rallydev.com @RallyOn ©2014 Budget approval Market research Product definition Product requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CU
  • www.rallydev.com @RallyOn ©2014 Budget approval Market research Project definition Project requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CU
  • www.rallydev.com @RallyOn ©2014 Budget approval Market research Project definition Project requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CU
  • www.rallydev.com @RallyOn ©2014 Budget approval Market research Project definition Project requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CU
  • www.rallydev.com @RallyOn ©2014 Budget approval Market research Project definition Project requirements Detailed plan Development Final release FIRST CONTACT WITH CU
  • www.rallydev.com @RallyOn ©2014 Budget approval Market research Project definition Project requirements Detailed plan Development Verification FIRST CONTACT WITH CU
  • www.rallydev.com @RallyOn ©2014 Budget approval Market research Project definition Project requirements Detailed plan Development Verification Final release FIRST CONTACT WITH CU
  • www.rallydev.com @RallyOn ©2014 HOW MANY GUESSES?
  • www.rallydev.com @RallyOn ©2014 FIRST CONTACT WITH USERS
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014 http://www.flickr.com/photos/oregondot/4132135156
  • www.rallydev.com @RallyOn ©2014 Obscure the uncertainty with details of a false precision
  • www.rallydev.com @RallyOn ©2014 Embrace, reveal and mitigate the uncertainty
  • www.rallydev.com @RallyOn ©2014 Turn Uncertainty Into Knowledge
  • www.rallydev.com @RallyOn ©2014 http://www.flickr.com/photos/memekiller/4564410767
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014 Business Initiative
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014 A s m t o sC n a N m : D t : K y A s m t o D p n e t A s m t o s F l i e A s m t o s O h r A s m t o sO h r A s m t o s K y A s m t o D p n e t A s m t o s K y A s m t o D p n e t A s m t o s I- 1 R m n e s i l h l i t g v r W n w h n g v n e e t w l h p e T x m s a e a e a c p a l r m n e s S g e t o s w l m t v t g v r R c p e t w n g f s n t m W a i e r a o a l s g e t o s W a e r c i e p e e e c d t W a e d t m l e t m s a e P r n r a t r f r a l a s W a a e m n y t r u h p r n r r f r a s W a e e o g p r e i v n o y O r l a s i l b y g f s F c b o d s w l d i e t affic A m b l r t p o u t s r t g
  • www.rallydev.com @RallyOn ©2014 Key assumptions Knowledge
  • www.rallydev.com @RallyOn ©2014 Run experiments
  • www.rallydev.com @RallyOn ©2014 Frame
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014 Build
  • www.rallydev.com @RallyOn ©2014 Product Backlog Iteration 2 Weeks Daily Meeting Iteration Backlog Product Increment ITERATIONMECHANICS Scrum Scrum
  • www.rallydev.com @RallyOn ©2014 FLOWMECHANICS (all independent cadences) Ready queue prioritize retrospectgroom release release WIP Target Kanban Kanban
  • www.rallydev.com @RallyOn ©2014 Measure
  • www.rallydev.com @RallyOn ©2014 Collect http://www.flickr.com/photos/mrpetersononline/4977025601
  • www.rallydev.com @RallyOn ©2014 Analyze http://www.flickr.com/photos/mrpetersononline/4992505907
  • www.rallydev.com @RallyOn ©2014 Organize http://www.flickr.com/photos/mrpetersononline/4992505641
  • www.rallydev.com @RallyOn ©2014 Learn
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014 25%
  • www.rallydev.com @RallyOn ©2014 25% 55%
  • www.rallydev.com @RallyOn ©2014 Empirical Learning
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014 Advice from a master…
  • www.rallydev.com @RallyOn ©2014 http://www.richard-feynman.net/gallery.htm
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014 Step 2:
  • www.rallydev.com @RallyOn ©2014 Step 2: Balance analysis with disciplined exploration
  • www.rallydev.com @RallyOn ©2014 Typical approach
  • www.rallydev.com @RallyOn ©2014 Magic box of innovation https://www.flickr.com/photos/wonderlane/7923402476
  • www.rallydev.com @RallyOn ©2014 Disciplined exploration
  • www.rallydev.com @RallyOn ©2014 Disciplined exploration
  • www.rallydev.com @RallyOn ©2014 Form We have a team with strong conviction to make the vision come alive
  • www.rallydev.com @RallyOn ©2014 Form The vision is big enough it can change adjacent products and markets
  • www.rallydev.com @RallyOn ©2014 Form We have support from the company to pursue the vision
  • www.rallydev.com @RallyOn ©2014 Disciplined exploration
  • www.rallydev.com @RallyOn ©2014 We understand the problem a customer wants solved Discover
  • www.rallydev.com @RallyOn ©2014 Our product idea solves the customer’s problem Discover
  • www.rallydev.com @RallyOn ©2014 Our business model can be profitable Discover
  • www.rallydev.com @RallyOn ©2014 Pivot or Persevere? Disciplined exploration
  • www.rallydev.com @RallyOn ©2014 Disciplined exploration
  • www.rallydev.com @RallyOn ©2014 The founders can: Understand the flow of money and sell the offer Validate
  • www.rallydev.com @RallyOn ©2014 Our draft sales plan will close or activate customers Validate
  • www.rallydev.com @RallyOn ©2014 We understand our go to market strategy Validate
  • www.rallydev.com @RallyOn ©2014 Pivot or Persevere? Disciplined exploration
  • www.rallydev.com @RallyOn ©2014 Disciplined exploration
  • www.rallydev.com @RallyOn ©2014 We have budget and assembled a cross- department transition team Transition
  • www.rallydev.com @RallyOn ©2014 Transition Departments can take on our new offer
  • www.rallydev.com @RallyOn ©2014 We no longer need our inventors on the team Transition
  • www.rallydev.com @RallyOn ©2014 Advice from a master…
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014 Step 3:
  • www.rallydev.com @RallyOn ©2014 Step 3: Replace budget as strategy with adaptive steering
  • www.rallydev.com @RallyOn ©2014 Typical approach
  • www.rallydev.com @RallyOn ©2014 Budget as strategy
  • www.rallydev.com @RallyOn ©2014 “Plus or minus the price of a Hyundai, how much will you make with this spend next year?”
  • www.rallydev.com @RallyOn ©2014 Adaptive Steering
  • www.rallydev.com @RallyOn ©2014 3 – 5 Year Vision
  • www.rallydev.com @RallyOn ©2014 Possible futures
  • www.rallydev.com @RallyOn ©2014 This year’s strategy
  • www.rallydev.com @RallyOn ©2014 This year’s execution
  • www.rallydev.com @RallyOn ©2014 Flow of information
  • www.rallydev.com @RallyOn ©2014 Creating space, safety, and accountability with horizons
  • www.rallydev.com @RallyOn ©2014 Horizon budgeting
  • www.rallydev.com @RallyOn ©2014 Today’s spend buys options on future high growth offers with an expected return in 36 to 72 months. Horizon 3
  • www.rallydev.com @RallyOn ©2014 Today’s spend fuels high growth offers with an expected return in 12 to 36 months. Horizon 2
  • www.rallydev.com @RallyOn ©2014 Today’s spend funds offers with a predictable return within the current budget cycle. Horizon 1
  • www.rallydev.com @RallyOn ©2014 Horizon allocation 70%20%10%
  • www.rallydev.com @RallyOn ©2014 Goals, Metrics, and the Three Horizons Different Metrics for Each Horizon TIME FRAME HORIZON 1 (0 - 12 mos) HORIZON 2 (12 - 36 mos) HORIZON 3 (36 - 72 mos) Create a Category Maximize Economic Returns Become a Going Concern Driving Goal Key Performance Indicators Revenue vs. plan Bookings Contribution margin Market share Wallet share Target accts vs. plan Sales velocity Deal size Segment share Time to tipping point Name-brand customers Deal size Name-brand partners PR buzz Flagship projects “Opex” “Timex” “Capex” Figure 2.6
  • www.rallydev.com @RallyOn ©2014 Adaptive Steering Disciplined Exploration Empirical Learning Adaptive Execution
  • www.rallydev.com @RallyOn ©2014 One last thing to keep in mind
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014 Technology adoption is a human phenomenon
  • www.rallydev.com @RallyOn ©2014 An example…
  • www.rallydev.com @RallyOn ©2014
  • www.rallydev.com @RallyOn ©2014 Need an Agile and human centered approach
  • www.rallydev.com @RallyOn ©2014 Start with empathy
  • www.rallydev.com @RallyOn ©2014 Balance operation and exploration
  • www.rallydev.com @RallyOn ©2014 Link strategy and execution
  • www.rallydev.com @RallyOn ©2014 LEARN MORE… rallydev.com/els rallydev.com/frame
  • www.rallydev.com @RallyOn ©2014@yourTwitterhandle