Lean/Agile: Deliver More Value, Earlier

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Succeeding today with your product or service requires you to deliver more value, earlier.
In this talk, we look at how Lean/Agile software development can help you to precisely that,

Published in: Technology, Business

Lean/Agile: Deliver More Value, Earlier

  1. 1. More Value, Earlier How Lean & Agile methods power today’s successes © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  2. 2. Christophe Achouiantz Lean/Agile Coach Lean/Agile Coach Kanban Coaching Professional @ChrisAch http://leanagileprojects.blogspot.se © Sogeti 2 Christophe Achouiantz (@ChrisAch) - 2013
  3. 3. We are in the middle of a major Revolution! revolution! © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  4. 4. Internet Social Medias © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  5. 5. The Customers are now in the driver seat! Customers © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  6. 6. Succeeding today requires Delighting Delighting the Customer © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  7. 7. Delighting the customer requires to: • Deliver More Value • Deliver Earlier © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  8. 8. How? © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  9. 9. Value? © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  10. 10. ”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) © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  11. 11. Do not focus on what they want, focus on what customers NEED! NEED ! © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  12. 12. © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  13. 13. 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 © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  14. 14. 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 © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  15. 15. There is a need to eat breakfast fast. But this?! http://lenpenzo.com/blog/id12478-10-grocery-store-products-that-flopped.html © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  16. 16. What do customers need? Try to solve their (right) problems! • • • • © Sogeti Design Thinking Ideation Agile UX (User Experience) Effect Mapping Christophe Achouiantz (@ChrisAch) - 2013
  17. 17. Capturing Needs: User Stories The Story: As a <role>, I want <some feature>, so that <need fullfilled> © Sogeti Scenarios as Examples: Given <context>, when <action>, then <result> Christophe Achouiantz (@ChrisAch) - 2013
  18. 18. Value is not decided, discovered! Value is discovered! © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  19. 19. Discovery is [central in central Product Development! © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  20. 20. Product Development is a Knowledge Creation process © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  21. 21. Product Development is a Knowledge Creation process FEEDBAC …based on FEEDBACK K © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  22. 22. © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  23. 23. Absorb Delivering More Value More Value requires learning how to generate, Generate absorb and generate absorb respond to respond to Respond feedback. © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  24. 24. Absorb Delivering More Value More Value requires learning how to generate, Generate absorb and generate absorb respond to respond to Respond feedback. as early as possible, as often as possible and as fast as possible © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  25. 25. Generate Feedback Fast How to Generate Feeback sooner and more often? © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  26. 26. Generate Feedback Fast [picture: trisslot] © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  27. 27. Generate Feedback Fast ”Lean Startup” Techniques • • • • • © Sogeti Minimal Viable Product (MVP) Continuous Deployment Split (A/B) Testing Actionable Metrics Pivot! Christophe Achouiantz (@ChrisAch) - 2013
  28. 28. Generate Feedback Fast Minimal Viable Product (MVP) (Iterative & Incremental Development) © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  29. 29. Generate Feedback Fast Building a Car using a traditional System Development method © Sogeti Stop! No time/$ left! Christophe Achouiantz (@ChrisAch) - 2013
  30. 30. Generate Feedback Fast Building a Car the Right Way © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  31. 31. Generate Feedback Fast How to create a Minimal Viable Product (MVP)? User Story Mapping! (Eating an Elephant one Sashimi bit at a time…) © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  32. 32. Generate Feedback Fast © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  33. 33. Generate Feedback Fast Cannot get real customer/user feedback? Try Demos with Stakeholders! © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  34. 34. Absorb Feedback Fast How to Absorb all that Feeback? © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  35. 35. Absorb Feedback Fast Absorbing Feedback requires: • The mental capacity for it (focus) • A very short delay (between the time feedback is short delay created and the time it is absorbed) © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  36. 36. Absorb Feedback Fast Focus requires no overburdening! Focus • • • • Not too much on-going! Acceptable stress! No task-switching! No trashing! • • © Sogeti Limit Work in Process! Kanban Christophe Achouiantz (@ChrisAch) - 2013
  37. 37. Absorb Feedback Fast © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  38. 38. Absorb Feedback Fast Very short delays require: short delays 1) Almost no waiting (very short queues) • Few things in process • No bottlenecks • • • © Sogeti Limit WIP Kanban Value Stream Mapping Christophe Achouiantz (@ChrisAch) - 2013
  39. 39. Absorb Feedback Fast Kanban: See & Understand Bottlenecks, Blocks, Priority (2) Prepare To Do Incomming Doing S 2013-09-15 XYZ CCC Done (Q) S M GGG HJK Doing 2013-09-12 ZSX A X 2013-06-05 Develop(4) L 2013-09-17 ERT ABC M XL OKN IOP Done (Q) M S M RTY M QWE XL CVB ASD Definition of Ready • • • © Sogeti Christophe Achouiantz @ChrisAch http://leanagileprojects.blogspot.se Definition of Done • • • Definition of Done • • • M GHG A F DFG Done Doing X F S Validate(4) XS ZXC L FGH S S M JKL Urgent AAA L M NMN Standard M BBB Definition of Done • • • Low 39 Christophe Achouiantz (@ChrisAch) - 2013
  40. 40. See What Feedback Fast Absorbto Improve! (Including the Board & Policies) Too Much Ongoing! Kanban: See Improvement Opportunites Bottleneck! (2) Prepare To Do Incomming Doing Remove Blocks! S CCC 2013-09-15 XYZ Done (Q) S M GGG HJK Doing 2013-09-12 ZSX A X 2013-06-05 Develop(4) L 2013-09-17 ERT ABC M XL OKN IOP M M QWE Too many Incidents! Better Quality? Definition of Ready • • • © Sogeti Done (Q) S M RTY XL CVB ASD Definition of Done • • • Christophe Achouiantz @ChrisAch http://leanagileprojects.blogspot.se Definition of Done • • • M GHG A F DFG Done Doing X F S Validate(4) XS ZXC L FGH S S M JKL Urgent AAA L M NMN Standard M BBB Definition of Done • • • Low Another Class-ofService? 40 Christophe Achouiantz (@ChrisAch) - 2013
  41. 41. Absorb Feedback Fast Kanban: See Improvement Opportunites What do we need to improve to not reproduce these in the future? (Opportunities & Threats) 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 Statistical Control Chart 1 dot = how long time it took to complete a work item © Sogeti 41 Christophe Achouiantz (@ChrisAch) - 2013
  42. 42. Absorb Feedback Fast Number of items Kanban: Understand your Capability 50% 75% 25 9 days 14 days 85% 95% 19 days 27 days 20 15 10 5 5 10 15 Lead-times Distribution Diagram Here looking at XS work items (<1 man-day) © Sogeti 20 25 30 Time to Complete in days (Lead-time) 42 Christophe Achouiantz (@ChrisAch) - 2013
  43. 43. Absorb Feedback Fast Very short delays require: short delays 2) Limited Failure demand & re-work • Build quality in (not ’after’…) • Know what is expected and when you are done • • • • © Sogeti Testers in the development team Test Automation Testers engaged from the start discussing ”requirements” Clear ”definition of done” Christophe Achouiantz (@ChrisAch) - 2013
  44. 44. Absorb Feedback Fast Very short delays require: short 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” • • © Sogeti MVP Iterative & Incremental development Christophe Achouiantz (@ChrisAch) - 2013
  45. 45. Respond to Feedback Fast How to Respond to all that Feeback? © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  46. 46. 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 • • • © Sogeti Co-located teams, or excellent collaboration equipment Card walls Information radiators Christophe Achouiantz (@ChrisAch) - 2013
  47. 47. Respond to Feedback Fast Responding to Feedback requires re-planning constant re-planning. © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  48. 48. Respond to Feedback Fast Visualize your Plan © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  49. 49. Delight the Customer by delivering More Value Earlier User Stories Minimum Viable Product Limit Work in Progress Build Quality In Short Delays as early as possible, as often as possible and as fast as possible © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  50. 50. ”It’s not the # of hours I work in a day that number of measure progress, it’s the number of feedback loops feedback loops I complete!” © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  51. 51. The speed at which you need feedback to succeed transforms the shape of product development Need to Start doing: Need to Stop doing: Real Feedback 1/ Year + + + + 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 Feedback Feedback 1/ Quarter + Immuzination + A/B testing - Staging - Operation Teams - Stand-up meetings Based on Kent Beck ”Software G-Forces” talk at LKCE11 © Sogeti Christophe Achouiantz (@ChrisAch) - 2013
  52. 52. Thanks for Listening! Christophe Achouiantz Lean/Agile Coach Lean/Agile Coach Kanban Coaching Professional @ChrisAch http://leanagileprojects.blogspot.se © Sogeti 52 Christophe Achouiantz (@ChrisAch) - 2013

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