BW2
Concurrent Session
11/13/2013 10:15 AM

"Validating Assumptions:
From Unknown to Known"
Presented by:
Ade Shokoya
Agil...
Ade Shokoya
AgileTV
Ade Shokoya is a Certified ScrumMaster and Scrum Professional,
business analyst, and agile consultant ...
A Presentation by Ade Shokoya
•  A father and his two sons, a mother and her two
daughters, a thief and a policeman are on one si
of a river.
•  There’s...
"There are known knowns; there are things w

know that we know. There are known unknown
that is to say, there are things t...
“Unknowns lead to uncertainty...
Uncertainty leads to anxiety...
Anxiety leads to cognitive biases!”

(Scrum) Master Yoda
…a deviation of judgment from accuracy or logic - can lead to
erceptual distortion, inaccurate judgment, or illogical
nter...
Original Plan
ates made during product
tion stage typically out by
a factor of x16

The more precise you
the less accurate you
orilla basketball video here…
tendency to search for or interpret informat
in a way that confirms one's preconceptions

Cost: $125,000,000
Sequence
2,4,6

Fits Rule?

equence: 2,4,6

attempts to discover the underlying rule of this 3 number
equence
knowledge comes from experience and making decisions based on
hat is known

Best Plan

Inspect & Adapt – because things ra...
erfall
Define: Up front
Deliver: In single batch

emental
uild a bit at a time.
Calls for fully formed idea upfront

tive
...
ver a product inline with the following requirements:
A gasoline-powered engine
Top speed of 130mph
Go from 0-60mph in fou...
wisest man [person] is [the one] who
that [they] know nothing“ ~ Socrates

Valida
t
L e a r n ed
ing
The minimum viable product is that product
has just those features (and no more) that al
you to ship a product that resona...
Spotify
Zappos
Facebook
Dropbox

Copyright Ade Shokoya 2012-20113
Validating Assumptions: From Unknown to Known
Validating Assumptions: From Unknown to Known
Validating Assumptions: From Unknown to Known
Validating Assumptions: From Unknown to Known
Validating Assumptions: From Unknown to Known
Validating Assumptions: From Unknown to Known
Validating Assumptions: From Unknown to Known
Validating Assumptions: From Unknown to Known
Validating Assumptions: From Unknown to Known
Validating Assumptions: From Unknown to Known
Validating Assumptions: From Unknown to Known
Validating Assumptions: From Unknown to Known
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Validating Assumptions: From Unknown to Known

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Although many organizations are successfully using agile practices to develop higher quality, customer-satisfying solutions faster and cheaper, an increasing number of companies are using the same practices to develop the wrong solutions—faster and with a higher level of quality, too. Why is that? Even though most people know that assumptions are the mother of all things that go badly wrong, many “agile” adopting organizations still invest time, money, and resources developing “solutions” based solely on assumptions, opinions, and guesses. Typically, in instances where opinions conflict, the person with the “biggest stick” wins—and when things go wrong, the blame game begins. Drawing on agile principles, lean practices, and personal experience, Ade Shokoya shares a scientifically proven approach for validating assumptions and minimizing the risks inherent in software development projects. Leave knowing where to get the empirical evidence that will enable you to confidently support or challenge—in a non-confrontational way, of course—the key assumptions made on your projects.

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Validating Assumptions: From Unknown to Known

  1. 1. BW2 Concurrent Session 11/13/2013 10:15 AM "Validating Assumptions: From Unknown to Known" Presented by: Ade Shokoya AgileTV Brought to you by: 340 Corporate Way, Suite 300, Orange Park, FL 32073 888 268 8770 904 278 0524 sqeinfo@sqe.com www.sqe.com
  2. 2. Ade Shokoya AgileTV Ade Shokoya is a Certified ScrumMaster and Scrum Professional, business analyst, and agile consultant who specializes in multi-million dollar agile transition projects. With more than eleven years of experience and a client list that includes internationally recognized companies including News Corps, Tesco, Metro, LexisNexis, and Capita, Ade Shokoya adopts a K.I.S.S (Keep It Simple & Straightforward) approach to agile transition. Ade is the author of Waterfall to Agile: A Practical Guide to Agile Transition and the founder of AgileTV.com where he regularly interviews world-leading agile experts and thought leaders.
  3. 3. A Presentation by Ade Shokoya
  4. 4. •  A father and his two sons, a mother and her two daughters, a thief and a policeman are on one si of a river. •  There’s a boat by the river bank, but it can only two people at a time. •  Only the father, the mother and the policeman k how to operate the boat. •  The father can not be with any of the daughters without their mother around. •  The mother can not be with any of the sons with their father around. •  The thief can not be with anyone else without th policeman around. How can you get everyone across to the other side the river?
  5. 5. "There are known knowns; there are things w know that we know. There are known unknown that is to say, there are things that we now kno we don't know. But there are also unknown unknowns - there are things we do not know w don’t know.“ ~ United States Secretary of Defense, Donald Rumsfeld "We do know of certain knowledge that he [Osa Bin Laden] is either in Afghanistan, or in some other country, or dead."
  6. 6. “Unknowns lead to uncertainty... Uncertainty leads to anxiety... Anxiety leads to cognitive biases!” (Scrum) Master Yoda
  7. 7. …a deviation of judgment from accuracy or logic - can lead to erceptual distortion, inaccurate judgment, or illogical nterpretation Copyright Ade Shokoya 2012-20113
  8. 8. Original Plan
  9. 9. ates made during product tion stage typically out by a factor of x16 The more precise you the less accurate you
  10. 10. orilla basketball video here…
  11. 11. tendency to search for or interpret informat in a way that confirms one's preconceptions Cost: $125,000,000
  12. 12. Sequence 2,4,6 Fits Rule? equence: 2,4,6 attempts to discover the underlying rule of this 3 number equence
  13. 13. knowledge comes from experience and making decisions based on hat is known Best Plan Inspect & Adapt – because things rarely go as plan
  14. 14. erfall Define: Up front Deliver: In single batch emental uild a bit at a time. Calls for fully formed idea upfront tive d a rough version, validate it, then ly build up quality Source: Jeff Patton - http://www.agileproductdesign.com/blog/dont_know_what_i
  15. 15. ver a product inline with the following requirements: A gasoline-powered engine Top speed of 130mph Go from 0-60mph in four seconds A steering wheel CD Player/Digital Radio Drop Top Roof Heated Seats Four wheels Rubber tires mounted to each wheel 0.  A steel body in racing red colour Build Cost = $40,000 Purchase Price: Cost $1,000 each First team to deliver what I want wins!
  16. 16. wisest man [person] is [the one] who that [they] know nothing“ ~ Socrates Valida t L e a r n ed ing
  17. 17. The minimum viable product is that product has just those features (and no more) that al you to ship a product that resonates with ear adopters; some of whom will pay you money give you feedback.” 
  18. 18. Spotify Zappos Facebook Dropbox Copyright Ade Shokoya 2012-20113

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