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Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
Agile Techniques as Business Acceleration Tools
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Agile Techniques as Business Acceleration Tools

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Agile Techniques as Business Acceleration Tools by Ralph Jocham

Agile Techniques as Business Acceleration Tools by Ralph Jocham

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  • 1. Agile Techniques as Business Acceleration ToolsRalph Jocham effective agile. ralph.jocham@effectiveagile.com
  • 2. Ralph Jocham•  Started as programmer; discovered process as a problem early on•  First Unified Process with UML•  Agile since 2000 with XP•  Scrum in 2003•  Oracle, LinkedIn, Roche, Google, The Gap, Swisscom, Texas Instruments, ThoughtWorks, Siemens Medical, JPMorgan•  Did come around, different cultures and domains•  Founder of effective agile.•  Trainer with Scrum.orgRalph Jocham effective agile. ralph.jocham@effectiveagile.com
  • 3. Business = Opportunities31-­‐May-­‐2012   effective agile. 3
  • 4. Opportunity = Products31-­‐May-­‐2012   effective agile. 4
  • 5. Product = Features31-­‐May-­‐2012   effective agile. 5
  • 6. Feature = Risks31-­‐May-­‐2012   effective agile. 6
  • 7. Risk Mitigation Feedbac k Validation Quick Often31-­‐May-­‐2012   effective agile. 7
  • 8. Scientific Method Ask   Ques0on   Do   Retest   Background   Research   Publish   Construct   Results   Hypothesis   Analyze   Test  with  an   Results   Experiment  31-­‐May-­‐2012   effective agile. 8
  • 9. Deming Cycle Ask   Ques0on   Do   Retest   Background   Research   Act   Plan   Publish   Construct   Results   Hypothesis   Check   Do   Analyze   Test  with  an   Results   Experiment  31-­‐May-­‐2012   effective agile. 9
  • 10. Agile Continuous Delivery New  Product   Idea   Gather   Data  /  Define   UAT   Acceptance   Criteria   Act   Plan   Write  User   Deploy   Story   Check   Do   Validate  &   Implement   Verify   Test  Driven  31-­‐May-­‐2012   effective agile. 10
  • 11. Speed is of essence31-­‐May-­‐2012   effective agile. 11
  • 12. How does this approach work? Plan   Analyze       Design   Code   Test   Release  31-­‐May-­‐2012   effective agile. 12
  • 13. Scrum Waterfall (Defined)" Plan for the entire Plan   Analyze   Design   Code   Test   Release   project up-front   Scrum (Empirical)" Plan   Plan   Plan   Plan   Design   Design   Design   Design   Plan   Plan a little for the Plan   Plan   Plan   Plan   Code   Code   Code   Code   entire project and then Test   Test   Test   Test   a little for each Sprint" Release   Release   Release   Release   intern   intern   intern  (source:  ADM)   extern   extern   extern  31-­‐May-­‐2012   effective agile. 13
  • 14. MVP – Minimum Viable ProductA minimum viable product (MVP) is a development technique in whicha new product or website is developed with sufficient features to satisfyearly adopters. The final, complete set of features is only designed anddeveloped after considering feedback from the products initial users.1.  It  has  enough  value  that  people  are  willing  to  use  it  or  buy  it  ini0ally  2.  It  demonstrates  enough  future  benefit  to  retain  early  adopters  3.  It  provides  a  feedback  loop  to  guide  future  development  (source:  techopedia.com)  31-­‐May-­‐2012   effective agile. 14
  • 15. How long is your runway?31-­‐May-­‐2012   effective agile. 15
  • 16. 35% of Requirements Change31-­‐May-­‐2012   effective agile. 16
  • 17. >60% of features are rarely or never used (source:  Standish  Group)  31-­‐May-­‐2012   effective agile. 17
  • 18. How long is your runway?31-­‐May-­‐2012   effective agile. 18
  • 19. Scrum in a Nutshell Review   Poten0ally  Roles   Releasable  Product  Owner  Development  Team  Scrum  Master   Retrospec0ve     Increment     Daily  Ar0facts   Scrum  Product  Backlog  Sprint  Backlog   Sprint  Increment   Sprint   Sprint   Backlog     Planning     Mee0ng  Events   Product  Sprint  Planning   Backlog  Sprint  Daily  Scrum  Sprint  Review  Retrospec0ve   ScrumMaster  (source:  ADM)   31-­‐May-­‐2012   effective agile. 19
  • 20. Agile vs Waterfall Visibility   Ability  to  Change   Business  Value   Risk  (source:  ADM)   Waterfall   Scrum  31-­‐May-­‐2012   effective agile. 20
  • 21. Practices - MetricsA/B or Split TestingTrying different solutions on the same customer base. Depending on feed-backthe better option is chosen.How Agile Helps:•  Continuous Delivery based on Continuous Integration•  Continuous customer feedback through Sprint Reviews•  Flexible tested and instrumented code base (Branching by Abstraction)31-­‐May-­‐2012   effective agile. 21
  • 22. Practices - MetricsCohort AnalysisLook at data in the context of the ‘experiment’ not cumulative totals or gross-numbers.How Agile Helps:•  Continuous Delivery based on Continuous Integration•  Continuous customer feedback through Sprint Reviews•  Flexible tested and instrumented code base (Branching by Abstraction)31-­‐May-­‐2012   effective agile. 22
  • 23. Practices – Root Cause AnalysisRoot Cause AnalysisFix the root cause not the symptom. Ask ‘Why’ five times, the fifth answer is youroot cause.How Agile Helps:•  Review•  Retrospective•  Continuous Improvement (Kaizen) thinking31-­‐May-­‐2012   effective agile. 23
  • 24. Practices – Small BatchesSmall BatchesThink in features not in activities. Deliver working, tested, releasable softwareevery sprint.How Agile Helps:•  Continuous Delivery based on Continuous Integration•  Cross-Functional Development Teams•  Product Backlog•  Definition of Done31-­‐May-­‐2012   effective agile. 24
  • 25. 100%   50%   40%   Planning   Analysis   Design   Design   Dev   Tes0ng   Dev   Release   Release   Tes0ng   Release   Major  Release   Planning   Analysis   Design   Dev   Dev   Tes0ng   Release   Major  Release   100%   Planning   Analysis   Design   Dev   Tes0ng   Release   Major  Release   Planning   Analysis   Design   Dev   Tes0ng   Release   Major  Release   Point  Release   Point  Release   V1   V1.5   Point   Point  Release   Release  V4   V4.2   Func0onal   Release   FR   FR   FR   FR   Stop   FR   FR   FR   FR   FR   V1  ©  2012  Ralph  Jocham  31-­‐May-­‐2012   effective agile. effective agile. 25 www.effectiveagile.com
  • 26. The Lean Startup and Scrum Agile   Lean  Startup   Product  Roadmap   Business  Model  Canvas   Product  Vision   Product  Market  Fit   Release  Plan   Minimum  Viable  Product   On-­‐Site  Customer   ‘Get  out  of  the  Building’   Sprint  /  Itera0on   Build-­‐Measure-­‐Learn  Loop   Itera0on  /  Sprint  Review   Persevere  or  Pivot   User  Story   Hypothesis   Acceptance  Test   A/B    or  Split  Test   Defini0on  of  Done   Validated  Learning   Con0nuous  Integra0on   Con0nuous  Deployment   Customer  Feedback   Cohort-­‐based  Metrics   Product  Owner   Entrepreneur  (source:  Mary  Poppendieck)   Scrum  Master   Customer  Success  Manager     31-­‐May-­‐2012   effective agile. 26
  • 27. Questions?31-­‐May-­‐2012   effective agile. 27
  • 28. Ralph Jocham www.effec6veagile.com  effective agile.   ralph.jocham@effec0veagile.com   @rjocham  31-­‐May-­‐2012   effective agile. 28

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