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3 formorebusinessvaluenow agilertp 3 formorebusinessvaluenow agilertp Presentation Transcript

  • MORE BUSINESS VALUE NOW ! “Transforming the World of Work” ! © Joseph Little 2014 !1
  • Joe Little, CST & MBA • Agile Coach & Trainer (CST)! • 20+ years in senior level consulting to well-known firms in New York, London and Charlotte, and elsewhere.! • Focus on delivery of Business Value; interest in Lean ! • CST (CSP, CSPO, CSM); MBA! • Was Senior Manager in Big 6 consulting! • Head of Kitty Hawk Consulting, Inc. since 1991! • Head of LeanAgileTraining.com! • Started trying to do [Agile] before reading The Mythical Man-Month! ! – http://agileconsortium.blogspot.com – jhlittle@kittyhawkconsulting.com © Joe Little 2014 !2
  • Basics © Joseph Little 2014 !3
  • Test There will be a test at the end. ! ! Or: two questions that you each must answer. © Joe Little 2014 !4
  • Key Issue Having better lives (the good life - Cf Socrates) ! ! Smaller version: Getting more from Scrum. © Joe Little 2014 !5
  • Would it be good to have more Business Value? My opinion: Improving the Business Value is our biggest problem. Getting more efficient is secondary. © Joe Little 2014 !6
  • What’s in it for you? (Scrum) More business value for the firm More for the customers More, cheaper, faster, better Faster delivery (TTM) Better way to work (for the workers) More fun It just makes sense © Joe Little 2014 !7
  • If you are a Team member... If you deliver more real business value, your life has a higher purpose.... ! You have done something for another person (or persons). This is a wonderful thing. © Joe Little 2014 !8
  • What is the problem? We are not delivering enough Business Value. ! Large success does happen often...why not much more often?? ! And a larger success more often... © Joe Little 2014 !9
  • Put another way We need more... Beauty Innovation WOW factor Inventiveness Creativity Sex appeal…. (BIWICS) Neat, cool, wonderful solutions to hard technical and business problems © Joe Little 2014 !10
  • Per Tom DeMarco Project A will eventually cost about $1 million and will produce value of about $1.1 million ! Project B will eventually cost about $1 million and will produce value of about $50 million. ! ! What do we learn from this? ! © Joe Little 2014 !11
  • Why is business value so hard? A. B. C. D. E. F. G. H. I. We don’t talk to the customer We don’t understand the problem well enough The customer can’t explain what they want Communication is hard (all along the line) Many people are involved Change in every dimension Rampant disruptions It depends on benefits vs costs It takes too much time to build the stuff © Joe Little 2014 !12
  • What we do now in Scrum © Joseph Little 2014 !13
  • What does Scrum do ‘out of the box’ to get more business value? 1. Business and Technology collaborate 2. We have a Product Owner for each Team 3. We have a Product Backlog 4. Ordered mainly by Business Value 5. Each sprint we have working product (per the DOD)…enabling management of progress 6. Each demo, we show the working product to ‘business stakeholders’ and get their feedback As in: ‘Did we build the best possible stuff for you this Sprint?’ 7. We release earlier © Joe Little 2014 !14
  • But we can do more... © Joe Little 2014 !15
  • What else can we do? In small teams, with stickies. And large pens. One items per sticky... ! What are some concrete things we could start doing tomorrow that could raise BV? ! You have 2 minutes. The Team with the most stickies wins.... © Joe Little 2014 !16
  • 3 More Ideas © Joseph Little 2014 !17
  • The 3 ideas to try Priority Poker / CBA ! Business Value Engineering ! The Pareto Principle © Joe Little 2014 !18
  • Priority Poker Similar to Planning Poker, which you know and love ! Puts BV Points on each #$%@ user story ! Done with the Team (by the right people) ! ‘It’s the conversations, stupid.’ ! Then add benefit-cost analysis (R Factor). © Joe Little 2014 !19
  • Business Value Engineering A framework for continuously improving how you deliver more and more business value. ! Steals from Value Stream Mapping (Lean) ! Steals from Deming (Plan-Do-Check-Act) ! Uses ideas similar to the scientific method © Joe Little 2014 !20
  • The Pareto Principle We know this as the 80-20 rule...although not well enough. ! Vilfredo Pareto: The ‘vital few’ ! Sifting to separate... The gold, platinum, diamonds The silver and copper The dirt (even the dirt gives a decent return) © Joe Little 2014 !21
  • Ummm... These 3 ideas could be done separately.... ! OR... ! They could be done together... © Joe Little 2014 !22
  • Priority Poker & CBA © Joseph Little 2014 !23
  • What is it? Priority Poker is very similar to Planning Poker, except it is about Business Value. ! Other differences: The reference story is the highest BV card. (Not the lowest effort story.) We use the “5 best experts” on Business Value. © Joseph Little 2014 !24
  • 3 roles • Product owner • Scrum master • Team ! Planning poker cards 3 artifacts • Product backlog • Sprint backlog • Sprint burndown ! 4 activities • Sprint planning • Daily scrum • Sprint review • Retrospective http://planningpoker.crisp.se Source: Henrik Kniberg CSM v9.3 © Jeff Sutherland 1993-2008; © Joe Little 2014 !25
  • What happens? They select the reference story. BVP=100 They choose a story (random) to evaluate They discuss They vote. Imagine: 2, 20, 20, 20, 40 The two extremes talk The vote again: 13, 20, 20, 20, 40. It is close enough. The average is 23. (Meaning: On average, they feel it is about 23% of the BV of the reference story) They go to the next story © Joseph Little 2014 !26
  • What is the higher purpose? To put a number on each story card? ! ! OR.... ! ! That the 5 ‘experts’ discussed some important issues, and ‘everyone’ now understands BV much better? © Joseph Little 2014 !27
  • The goal is... ...that now everyone has shared their (key) tacit knowledge about business value. ! ...that now everyone’s motivation is changed. ! ...that now mostly they see the same elephant (of BV). © Joseph Little 2014 !28
  • Daniel Pink: Drive Autonomy ! Mastery ! Purpose © Joseph Little 2014 !29
  • “If you have to be very careful if you don’t know where you are going, because you might not get there.” Yogi Berra © Joseph Little 2014 !30
  • Now... R = BVP / SP for each story. ! We can order the stories mainly by R Factor. ! (Yes, we also must consider Risks, Dependencies, Learning, MMFS, and other factors.) ! We can do more work on the Pareto Idea... (up soon) © Joseph Little 2014 !31
  • Very simple... ...very powerful. © Joseph Little 2014 !32
  • A word of advice... If the ‘wrong’ person explains Priority Poker, they won’t do it ! If the ‘right’ person explains it, they do it easily and see the value ! ! Hard to explain why...but that seems to be the truth © Joseph Little 2014 !33
  • Why Priority Poker & CBA Simple Easy to implement Improves motivation Shares tacit knowledge Herds the cats (business stakeholders) Enables benefit-cost analysis, which is essential © Joseph Little 2014 !34
  • Business Value Engineering © Joseph Little 2014 !35
  • Business Value Engineering A framework for continuously improving how you deliver more and more business value. ! Steals from Value Stream Mapping (Lean) ! Steals from Deming (Plan-Do-Check-Act) ! Uses ideas similar to the scientific method © Joe Little 2014 !36
  • The two essential questions How do we get the BV ideas and the requirements into the Team? ! How do we deliver the ‘product’ to the customer? © Joe Little 2014 !37
  • The BV process is visible and we articulate the underlying Do you understand yours, end-to-end? Customers External ! ! & ! ! ! Internal The Business Customer facing people ! ! ! ! ! ! ! ! The Team Internal groups (Firm oriented) © Joe Little 2014 !38
  • Hallmarks of good BV Engineering 1. The process is visible and articulated & always improving 2. Failures in BV communication are identified and corrected frequently, quickly 3. There are many theories, and a concerted attempt to prove out each theory 4. There is appropriate dynamism and change 5. Business & Technology are partners 6. Success is forecast (modeled) and also measured after the fact 7. Human judgment is involved (the numbers are not a dictator) © Joe Little 2014 !39
  • Some good Theories (examples) - 1 The customer will change her mind 20% in 6 months. The customer does not really know what he wants. The customer can explain clearly what she wants. The customer only knows it when he sees it. The customer does not want software, just a solution to her problem. The Sales guys can explain some customer wants. © Joseph Little 2014 !40
  • Good Theories (examples) - 2 We can learn something about BV using better metrics (maybe even money). While we need some documentation, it is also very important to give the Team the Tacit knowledge. The telephone game effect should be minimized. Let’s have real customers come to some demos. © Joseph Little 2014 !41
  • Good Theories (examples) - 3 Customers disagree. And customers and our shareholders disagree on what is highest BV. We are always separating the diamonds from the dirt. It helps for the Team to understand BV, even the monetary return from the new product. We expect to revise the NPV estimates over time, for many reasons. © Joseph Little 2014 !42
  • Good Theories (examples) - 4 It is helpful to identify different ‘roles’ for the product. We should optimize delivery ‘end-to-end’. “End-to-end” starts when the customer has an idea, and ends when the customer is successfully using the product (achieving their business value). © Joseph Little 2014 !43
  • Good Theories (examples) - 5 There are important benefit-cost trade-offs in our work. Only by having BusinessTechnology as partners, can we make the better trade-offs. Knowledge about these trade-offs evolves over time. Understanding knowledge creation and knowledge decay are key to achieving ever higher business value. © Joseph Little 2014 !44
  • Good Theories (examples) - 6 Every customer has a high demand for simplicity and speed of delivery. And high quality. ...even if unstated. Some projects will be cancelled if the benefitcost ratio declines enough. Every representative of ‘the customers’ is problematic to some degree. We are always looking to reduce the bias. Let’s let the coder talk to some of the end users. Testers must understand business value more. © Joseph Little 2014 !45
  • Good Theories (examples) - 7 The business value of the (next) release can often change significantly in a month or two. (While we are building it.) Often customers need our help in prioritizing the “requirements” that the diverse people from that firm have given us The best possible feedback comes after it goes into production. (release sooner) By using working software, we will learn faster how much we are misunderstanding what they really want. © Joseph Little 2014 !46
  • Good Theories (examples) - 8 Watching a person working if often the best way to identify the real needs. Use cases can be helpful in articulating the requirements. Showing some real users working software frequently can be very useful for learning about requirements. The customer often does not understand his problem, and is more often far from articulating well the ‘better’ solution for it. (eg, does not understand what is possible) © Joseph Little 2014 !47
  • Good Theories (examples) - 9 Exogenous variables (war, weather, economic) add more reasons to deliver something smaller faster. No one person at the customer firm ‘knows’ what the customer (firm) wants. We need to re-train some customers to trust us enough to want more frequent releases. And give them the necessary support (eg, for testing). We must have higher quality so that customer testing costs and ‘pain’ reaches an acceptably lower level. © Joseph Little 2014 !48
  • Some Outputs A BV ‘process’ map (~30 objects/stickies) A list of underlying theories (~20) An ‘operational’ definition of BV for the next release A BV Model A specific improvement to make (later: approved & completed) Something changes A way(s) of measuring (higher) BV (eg, after the release is in production) A way of evaluating success (later: success evaluated) © Joseph Little 2014 !49
  • Why BV Engineering? Comprehensive Enables you to identify what to fix next More long-term benefit © Joseph Little 2014 !50
  • The Pareto Idea © Joseph Little 2014 !51
  • The Pareto idea 80-20 ! The vital few ! Less is more... ! Example: The iPod, not the Zune © Joseph Little 2014 !52
  • Pareto’s Rule (you must prioritize!) Pareto Curve 100 80 60 40 20 0 1st Quint. 2nd Quint. 3rd Quint. 4th Qunit. 5th Quint. © Joe Little 2014 !53
  • Why is this important? Time is far more important to the customer than we ever understand ! Partially done work is terrible ! They ‘say’ they want ‘everything’, but they really want it ‘simple’. © Joe Little 2014 !54
  • Pareto said... You can re-apply the Pareto idea at every level of the population ! ! ! THUS: ! Every time you break down an Epic, part of it is high value, part medium, part low © Joe Little 2014 !55
  • Advice Smaller stories!!!!!! ! OK?... ! Smaller stories!!! © Joe Little 2014 !56
  • More importantly... You have been brainwashed, for years, into the 100%-100% rule ! And everyone around you has been brainwashed ! AND... we are still learning how to sift & see: gold, platinum, diamonds silver, copper dirt © Joe Little 2014 !57
  • Advice: Learn to say ‘NO’ ...in a nice way ! ! See: The Power of a Positive No, by William Ury © Joe Little 2014 !58
  • Advice: First do the 85%-50% rule 85% of $3 million is $2,550,000 ! 50% of 12 months is 6 months.... ! ! THUS: a 70% improvement with just the 85-50 rule © Joe Little 2014 !59
  • Advice: Work on it every day Work on it HARD every day ! Every day there is some additional work (feature) you can identify NOT to do in the Release. ! Identifying that is hard. ! Saying NO is hard; getting it to stick is hard. © Joe Little 2014 !60
  • Why use the Pareto Principle Conceptually easy (but in practice hard) Avoids the Death March The right thing to do Time is soooo important Minimize PDW / WIP © Joe Little 2014 !61
  • Killing Babies or Sizzling Steak © Joseph Little 2014 !62
  • You have finished Release Planning... P.B. By Apr 30th! © Joe Little 2014 !63
  • You have finished Release Planning... P.B. NO !!! By Apr 30th! © Joe Little 2014 !64
  • You meet with the business stakeholders immediately “Killing my babies” ! I don’t recommend it © Joe Little 2014 !65
  • Show a Pareto Chart R Factor Bar Chart - Stories - Width is SPs © Joe Little 2014 !66
  • You have finished Release Planning... P.B. By Apr 30th! © Joe Little 2014 !67
  • Sizzling Steak! Yes! We have to show the sizzling steak! © Joe Little 2014 !68
  • You seduce them into the right thing Better for them ! Better for the customer and the firm ! Better for the Team ! Easier than ‘killing babies’ © Joe Little 2014 !69
  • Other basic ideas © Joseph Little 2014 !70
  • Some simple things - 1 Benefit-cost analysis Let the coder talk to the real user Agile Specs Ask the Doers to think about business value frequently Create a BV Model Modify the BV Model once per month Learn to cancel projects when better projects come along © Joe Little 2014 !71
  • Some simple things - 2 Identify & fix more technical debt Make the PO better Get more PO time for the team Teach the PO about the product Give the PO time to talk to end users and customers Let the PO watch a master PO Improve the quality of the Agile Specs © Joe Little 2014 !72
  • Some more simple things - 3 Get more creative Make the product more elegant or beautiful Get better business stakeholders More feedback from the business stakeholders More time from the business stakeholders A better relationship between the business stakeholders and the PO Bring real end users to the Demo © Joe Little 2014 !73
  • More simple things - 4 Map the stories (in several possible ways) The Doers should watch what the end users do (in a typical day) Re-calculate the BV Model more frequently Integrate more between Team planning and firm planning Study competitive products Remove ‘bottom’ features from the release (Pareto) © Joe Little 2014 !74
  • More simple things - 5 Have more fun!?! Ask: “What will delight the customer?” Measure BV delivered (measure after a release) Focus on TTM (time to market). Measure it. Identify the BV drivers specific to your effort Clarify the acceptance criteria (functional tests) more Automate the functional tests (more) © Joe Little 2014 !75
  • Summary © Joseph Little 2014 !76
  • Try these!!! Business value engineering ! Priority Poker ! Execute on the Pareto Principle © Joe Little 2014 !77
  • If you do, you’ll have more fun! ! Yes, even hard work can be fun, if you do it the right way.... © Joe Little 2014 !78
  • Question 1. Which one do you want to do first? BV Engineering Priority Poker Pareto Rule © Joe Little 2014 !79
  • Question 2. Which will give you more long-term benefit? BV Engineering Priority Poker The Pareto Principle © Joe Little 2014 !80
  • Thank you. Please contact me here: ! Joseph Little jhlittle@kittyhawkconsulting.com LeanAgileTraining.com LeanAgileTraining.com/blog Twitter: jhlittle Office: 704-376-8881 Cell: 917-887-1669 © Joe Little 2014 !81