Loading…

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

Like this presentation? Why not share!

Like this? Share it with your network

Share

Selling Agile

on

  • 1,583 views

This presentation looks at questions surrounding how to best sell agile in your organization. Presented by Michele Sliger.

This presentation looks at questions surrounding how to best sell agile in your organization. Presented by Michele Sliger.

Statistics

Views

Total Views
1,583
Views on SlideShare
1,573
Embed Views
10

Actions

Likes
0
Downloads
63
Comments
0

1 Embed 10

http://www.agile-school.com 10

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Selling Agile Presentation Transcript

  • 1. Selling Agile Michele Sliger michele@sligerconsulting.com
  • 2. Michele Sliger Sliger Consulting, Inc. www.sligerconsulting.com   Over 20 years of software development experience, with the last 8 in Agile   Certified Scrum Trainer   BS-MIS, MBA, PMP   Co-author along with Stacia Broderick of: Preview chapters from The Software Project Manager’s Bridge to Agility at: www.informit.com/title/0321502752 www.amazon.com © 2009 Sliger Consulting, Inc. 2
  • 3. What We’ll Cover •  What do we mean by “selling agile”? •  To pitch or not to pitch •  Selling agile to management •  Selling agile to the business •  Selling agile to the team •  Selling by not selling: alternative techniques •  Time for your questions – let’s play Stump the Presenter! © 2009 Sliger Consulting, Inc. 3
  • 4. Let’s Define “Selling” •  First answering “why agile?” •  Learning what people are interested in •  Exploring alternatives to a current problem or issue •  Ultimately answering the question “what’s in it for me?” © 2009 Sliger Consulting, Inc. 4
  • 5. VersionOne’s 2008 Survey Agile development is delivering meaningful and measurable business results. Respondents reporting specific improvements greater than 10% include: * Increased Productivity – 89% of respondents * Reduced Software Defects – 84% of respondents * Accelerated Time-to-Market – 83% of respondents * Reduced Cost – 65% of respondents © 2009 Sliger Consulting, Inc. 5
  • 6. Amazing Results! Industry Average  Folle2 (using XP)  ∆  18 – Engineers 6 – Testers Project Cost  3.5 million  2.2 million  ‐1.3 million  1 – Writer Schedule  12.6 months  7.8 months  ‐4.8 months  2 – Program Leads 1 – Customer Proxy Cumula?ve Defects  2890  1450  ‐50%  7 – added later in Staffing  35  35 (co‐located)  n/a  the project Industry Average  BMC (using Scrum)  ∆  11 – Mgmt support Project Cost  5.5 million  5.2 million  ‐.3 million  33 – Developers 37 – QA Schedule  15 months  6.3 months  ‐8.7 months  2 – Integration Defects During QA  713  635  ‐11%  3 – I18N 2 – Build team Staffing  40  93 (distributed)  +52  5 – Other BMC: a larger than average team with faster than average builds and average bug rates. Studies show an increase in bugs when using offshore development: there is a 280% increase from Industry Average to Offshore Average in a standard waterfall environment. Therefore BMC’s success and average bug count while using offshore teams is quite remarkable. Source: Michael Mah for the Cutter Consortium and QMS Case Study: The Impact of Agile on Productivity at Five Companies (webinar) © 2009 Sliger Consulting, Inc. 6
  • 7. Let’s Define “Selling” •  First answering “why agile?” •  Learning what people are interested in •  Exploring alternatives to a current problem or issue •  Ultimately answering the question “what’s in it for me?” © 2009 Sliger Consulting, Inc. 7
  • 8. “Selling”? “Are we selling or building trust?” – Hubert Smits “I really don't "sell" anything, and don't even think that I can do so very well. What I can do, on my best days, is to listen to what someone wants, what they are having trouble with, and suggest a specific thing to do to make that part of their life better.” – Ron Jeffries © 2009 Sliger Consulting, Inc. 8
  • 9. Let’s Define “Selling” •  First answering “why agile?” •  Learning what people are interested in •  Exploring alternatives to a current problem or issue •  Ultimately answering the question “what’s in it for me?” © 2009 Sliger Consulting, Inc. 9
  • 10. Do we really want to make a sales pitch? © 2009 Sliger Consulting, Inc. 10
  • 11. Hurdling Resistance •  From Management: –  Avoid it - fly under the radar –  Advocate using their language –  Share success stories •  From the Business: –  Get them involved early! –  Satisfaction guaranteed or your money back –  Got proxy? –  Start with the technical practices •  From the team: –  Get the right people on the bus (Jim Collins “Good to Great”) AND the wrong people off the bus –  Empower them and give them a guide © 2009 Sliger Consulting, Inc. 11
  • 12. Selling to Management
  • 13. “Things are fine, why do we need to change?” •  Maybe everything really is fine •  What’s the real problem? •  Can you help? © 2009 Sliger Consulting, Inc. 13
  • 14. “Our situation is just too complicated for agile!” •  FDA? - check •  DOD? - check •  SOX? - check •  Banking? - check •  CMM? - check •  Google “companies using scrum” •  Ask/search online forums © 2009 Sliger Consulting, Inc. 14
  • 15. “Agile doesn’t allow for long-term planning—how are we supposed to determine budgets?” Mike Cohn’s “Planning Onion” Product Vision *Annually by the Product Owner *Twice yearly by the Product Owner Product Roadmap *Quarterly by the Product Owner and Teams ReleasePlan Iteration Plan Bi-weekly by the Teams Daily by the Team Members Daily Plan *These timeframes are guidelines, not rules © 2009 Sliger Consulting, Inc. 15
  • 16. And there are more onions… Corporate Strategic Objectives Portfolio Planning © 2009 Sliger Consulting, Inc. 16
  • 17. Budgets are built top-down •  By time: –  Number of iterations times the loaded salaries of the team members, plus other expenses •  By feature set: –  Estimate the backlog using points –  Determine dollar amount per point using average team velocity and loaded salaries © 2009 Sliger Consulting, Inc. 17
  • 18. “Where’s my WBS?” Release Plan Iteration Plan © 2009 Sliger Consulting, Inc. 18
  • 19. “Where’s my Gantt chart?” Graphic © Mountain Goat Software, All rights reserved © 2009 Sliger Consulting, Inc. 19
  • 20. Burndown Charts Estimated Scope Iteration/Time © 2009 Sliger Consulting, Inc. 20
  • 21. Alternatives to Gantt © 2009 Sliger Consulting, Inc. 21
  • 22. Dashboard widgets © 2009 Sliger Consulting, Inc. 22
  • 23. A Virtual Task Board © 2009 Sliger Consulting, Inc. 23
  • 24. “We need to matrix our resources to get maximum efficiency” Source: Gerald Weinberg Quality Software Management Volume 1: Systems Thinking Graphic courtesy of Agile Evolution, Inc. © 2009 Sliger Consulting, Inc. 24
  • 25. “Our people can’t be trusted to self-organize” •  This is a bigger issue than simply choosing a new way to develop software •  Flee! © 2009 Sliger Consulting, Inc. 25
  • 26. Selling to the Business
  • 27. “We don’t have time to work with the teams every single day” •  Remember: they’re time-sliced too •  If you don’t have the time, then who does? •  What is the cost of NOT working with the team? •  Explore alternatives like “office hours” © 2009 Sliger Consulting, Inc. 27
  • 28. “I can’t wait an entire iteration for that feature!” or “I can’t wait an entire iteration before I get to change my mind!” •  Why not? •  You don’t have to •  Is the iteration too long? © 2009 Sliger Consulting, Inc. 28
  • 29. “I have to talk to the engineers? I don’t know how to talk to engineers!” •  Help with introductions •  Eat and drink together © 2009 Sliger Consulting, Inc. 29
  • 30. “But we want a fixed price contract” Try asking these questions: •  Do you often find that your requirements change mid-stream, even after everything has been captured and analyzed? •  Would you like to be able to change your mind every two weeks about the features you’ve requested? •  Would you be willing to spend some time with us to help us better understand what your vision is for the implementation of these new features? •  How often have you seen working software in the past, and how often would you like to see working software on this project? Would you like us to show you what we’ve accomplished by demo’ing the product to you every two weeks? © 2009 Sliger Consulting, Inc. 30
  • 31. “But we want a fixed price contract” •  How should we mitigate against time constraints? Or against potentially building the wrong thing? –Do you have a prioritized list of work that could help us with this? •  People typically role on and off projects, which can cause delays as information needs to be transferred and absorbed (and can sometimes be lost). How would you like us to handle this? •  Would you like the right to close or cancel the project at any time with only 30 days’ notice? And if all that doesn’t work, then try: •  Let’s spend $5k and build a backlog of work that we can estimate, and confirm if we can do it based on a fixed price © 2009 Sliger Consulting, Inc. 31
  • 32. “But we want a fixed price contract” •  Check out Jeff Sutherland’s “Money for Nothing and Change for Free” http://agile2008toronto.pbwiki.com/Agile2008+Sessions –  Start with a fixed price and include T&M for changes –  Insert a “Change for Free” option: working with the team every iteration allows the customer to make changes for “free” –  Insert a “Money for Nothing” option: Customer may terminate contract early if value has been satisfied for 20% of remaining unbilled contract value © 2009 Sliger Consulting, Inc. 32
  • 33. Selling to the Team
  • 34. “There are too many meetings!” •  In your current process, how do you know what to work on? –  And how is that working out for you and your customers? •  How much time would you normally spend on planning a quarterly release? –  4 hours x 6 two-week sprints = 24 hours •  How much time would you normally spend on your weekly status meetings? –  4 days x 15 minutes = 60 minutes •  What are these other meetings you’re going to and what do you get out of them? © 2009 Sliger Consulting, Inc. 34
  • 35. “If we don’t do any detailed planning, our architecture will fail!” •  Do prepare a high-level architectural vision/plan –  Don’t load it up with detail –  Don’t try to implement it all at once •  Build an architecture runway –  This is part of the cake slice; just build out 1-2 iterations ahead •  60% of software features are rarely or never used –  Don’t build something to support a 60%-er © 2009 Sliger Consulting, Inc. 35
  • 36. “We aren’t co-located so we can’t be agile” •  It will be more work to ensure that communications are working properly, but it can be done •  “the most efficient and effective means of communication is via face-to-face”… true enough, so we’ll be a bit less efficient, and sometimes less effective •  You’ll need tools, lots and lots of tools •  You’ll need more documentation •  You’ll need to be watchful of how easy it is to slip back into old waterfall-type habits © 2009 Sliger Consulting, Inc. 36
  • 37. The Unspoken Reasons •  I’m afraid of change •  I’m afraid I will have nothing to do •  I’m afraid I will lose my job •  I’m afraid people will see how little I actually do •  I’m afraid I won’t be able to keep up •  I’m afraid I won’t be able to learn the new software •  I’m afraid this will mean hard work •  I’m afraid I’ll be fired if the decisions we make don’t work out •  I’m afraid I won’t get raises or promotions anymore •  I’m afraid of conflict and trying to reach consensus •  Nuts! there go my 3-hour lunches •  Nuts! that means I can’t mosey in at 10:30 anymore •  Nuts! that means I’ll have to really think now •  Nuts! that means I’ll actually have to talk to people now •  It’s just so much easier and safer when someone else tells me exactly what to do •  It’s just so much easier and safer when I can tell them exactly what I want them to do © 2009 Sliger Consulting, Inc. 37
  • 38. “How do we work with non-agile parts of the organization?” Project Using Approval “Barely Process Sufficient” To Guidelines Customer Provisional Approval Release Backlog Iteration 1 Iteration 2 Iteration 3 Iteration 4 •  Project Approval •  Feature 1 •  Project •  Feature 2 •  Feature 3 •  Feature 6 •  Feature 2 Approval •  Arch. •  Feature 4 •  Feature 7 •  Arch. Approval •  Feature 1 Approval •  Feature 5 •  Feature 3… © 2009 Sliger Consulting, Inc. 38
  • 39. “How do we work with non-agile parts of the organization?” © 2009 Sliger Consulting, Inc. 39
  • 40. “How do we work with non-agile parts of the organization?” © 2009 Sliger Consulting, Inc. 40
  • 41. Beyond the sales pitch…. •  Be an example •  Socialize, don’t evangelize •  Host brown-bag lunches •  Invite others to join you at local chapter meetings •  Get an outside consultant to do the job © 2009 Sliger Consulting, Inc. 41
  • 42. Additional Resources •  www.apln.org •  www.agilealliance.org •  www.scrumalliance.org •  http://groups.yahoo.com/group/scrumdevelopment/ •  http://finance.groups.yahoo.com/group/ agileprojectmanagement/ © 2009 Sliger Consulting, Inc. 42
  • 43. Additional Resources •  “Stretching Agile to Fit CMMI Level 3,” an experience report by David J. Anderson: http://www.agilemanagement.net/Articles/Papers/StretchingAgiletoFitCMMIL.html •  “5 Levels of Agile Planning: From Enterprise Product Vision to Team Stand-up,” a white paper by Hubert Smits: http://library.theserverside.com/detail/RES/1169212374_955.html Books: •  Lean Thinking by James P. Womack and Daniel T. Jones •  Scaling Software Agility by Dean Leffingwell •  Agile Estimating and Planning and User Stories Applied by Mike Cohn Sites and Search terms: •  InfoQ •  STSC Crosstalk •  Jeff Sutherland •  Israel Gat •  Mary Poppendieck © 2009 Sliger Consulting, Inc. 43
  • 44. Let’s play Stump the Presenter!
  • 45. Thank you! www.sligerconsulting.com michele@sligerconsulting.com You may claim 1 PDU under “Category 4 – Other Providers” www.pmi.org
  • 46. Agile Adoption Statistics © 2009 Sliger Consulting, Inc. 46
  • 47. More Statistics CNN cites Agile as #18 in people, products, trends and ideas that are transforming the world of business. CNN, The 50 Who Matter Now money.cnn.com Davidfrico.com © 2009 Sliger Consulting, Inc. 47
  • 48. Amazing Results! Industry Average  Folle2 (using XP)  ∆  18 – Engineers 6 – Testers Project Cost  3.5 million  2.2 million  ‐1.3 million  1 – Writer Schedule  12.6 months  7.8 months  ‐4.8 months  2 – Program Leads 1 – Customer Proxy Cumula?ve Defects  2890  1450  ‐50%  7 – added later in Staffing  35  35 (co‐located)  n/a  the project Industry Average  BMC (using Scrum)  ∆  11 – Mgmt support Project Cost  5.5 million  5.2 million  ‐.3 million  33 – Developers 37 – QA Schedule  15 months  6.3 months  ‐8.7 months  2 – Integration Defects During QA  713  635  ‐11%  3 – I18N 2 – Build team Staffing  40  93 (distributed)  +52  5 – Other BMC: a larger than average team with faster than average builds and average bug rates. Studies show an increase in bugs when using offshore development: there is a 280% increase from Industry Average to Offshore Average in a standard waterfall environment. Therefore BMC’s success and average bug count while using offshore teams is quite remarkable. Source: Michael Mah for the Cutter Consortium and QMS Case Study: The Impact of Agile on Productivity at Five Companies (webinar) © 2009 Sliger Consulting, Inc. 48
  • 49. VersionOne’s 2008 Survey Agile development is delivering meaningful and measurable business results. Respondents reporting specific improvements greater than 10% include: * Increased Productivity – 89% of respondents * Reduced Software Defects – 84% of respondents * Accelerated Time-to-Market – 83% of respondents * Reduced Cost – 65% of respondents © 2009 Sliger Consulting, Inc. 49
  • 50. VersionOne’s 2008 Survey © 2009 Sliger Consulting, Inc. 50
  • 51. VersionOne’s 2008 Survey © 2009 Sliger Consulting, Inc. 51
  • 52. VersionOne’s 2008 Survey © 2009 Sliger Consulting, Inc. 52