How do you know if you are building the right product ? Use agile principles and guidelines to help your organisation!!

1. AGILE
PROJECTS
Follow the value
MODTAGER: S&M Oticon DATO: 19-12-2014 ANSVARLIG: Martin Nymann Vinther

2. AGILE IS NOT MAGIC !
… It’s just much better than traditional approaches

3. ”EARLY DELIVERY OF
BUSINESS VALUE”
Agile is…
Alistair Cockburn

4. Assume
you
are
building
the
WRONG
thing!

5. Follow the value
Everything
decided
(and
locked)
up-­‐front
Something
decided
up-­‐front
X
$
X
X?
Y
Y
$
A
liAle
decided
up-­‐front
$
!
?

6. Demo on REAL Users/Customers

7. Minimum Viable Product
• Assume you are
building the WRONG
thing!
• How can we find out as
quickly as possible?
• List your hypotheses
• Build an MVP to
validate/invalidate it

8. Example:
Hypotheses:
1.
File
sync
is
a
problem
for
people
2.
Our
product
will
solve
the
problem
3.
People
will
buy
our
product
Demo
video:
Ref:
Henrik
Kniberg

10. Paper Prototyping = Lo-tech MVP

11. Minimum Viable Product
• It is simply the fastest way to start learning how to
build a sustainable business with the minimum
amount of effort
• The goal of the MVP is to begin the process of
learning, not end it. Unlike a prototype or concept
test, an MVP is designed not just to answer
product design or technical questions. Its goal is to
test fundamental business hypotheses.

12. Don’t fall in love with you product
Google
Buzz
Launched:
2010
DisconLnued:
2011
Google
Wave
Launched:
2010
DisconLnued:
2012
Google
Answers
Launched:
2003
DisconLnued:
2006

13. Does it solve the problem ?
To
do
In
progress
In
ProducFon
People
actually
use
it
Solves
the
problem
…
in
a
way
that
is
beAer
than
before
Done
?

14. Did we add value ?
Value
of
soluLon
Value
of
soluLon
RelaLve
gain
SLll
a
good
business
case
?

15. Big Projects usually fail. Regardless of Process
76%
20%
4%
Small
Projects
<
$1
million
10%
52%
38%
Larger
Projects
>
$1
million
Successful
Challanged
Failed
”The
Standish
Group
has
categorically
stated
with
much
convicLon—backed
by
intense
research—that
the
secret
to
project
success
is
to
strongly
recommend
and
enforce
limits
on
size
and
complexity.”
”These
two
factors
trump
all
other
factors.”
Henrik
Kniberg

16. Big Bang = Big Risk
Ref:
Henrik
Kniberg

17. Incremental development

18. Don’t build up risk… build up value!!

19. Fastest learner wins!
Ref:
Henrik
Kniberg

20. AGILE PROJECT MANAGEMENT
IS PUPOSELY DIFFERENT FROM
TRADITIONAL
PROJECT MANAGEMENT

21. Agile project leadership

22. 22
Individuals and
interactions
over
Processes and
tools
Working
software
over
Comprehensive
documentation
Customer
collaboration
over
Contract
negotiation
Responding to
change
over
Following a
plan

23. 23
THANKS
FOR
LISTENING
GET IN TOUCH VIA:
VINTHER@UGILIC.DK
TWITTER:
@MARTINVINTHER
(+45) 29 89 53 10
UGILIC.DK/VINTHER