VoIP Service and Marketing using Odoo and Asterisk PBX
Agile and Lean Business Proposition
1. Delivering value early
and often, giving
ourselves the best
opportunity to beat the
competition to market,
realize revenue and
discover insights that
we can use to help us
improve
The Business Proposition
2. Roadmap to “being” agile
• Delivery of commercial or operational value early and
often, giving ourselves the best opportunity to beat the Agile
competition to market, realize revenue and discover Coaching &
insights that we can use to help us improve Training
• Cross-functional, collaborative and adaptive teams
developing and delivering value-added product (system-
software) increments in a continuous flow from
requirements to deployment Agile Scrum
• Avoiding the high cost of discovering defects late in the Cultural Adoption Coaching &
Renewal Training
development cycle by discovering defects early in the
development cycle which is accomplished by
eliminating waste, increasing feedback loops and
developing code from the point of view of provability
and outside-in design
Organizational
• Emphasis is placed on the need for teams to nurture Change
Management
group cohesion, and paying attention to norms that
serve as a guide that strengthens positive practices
• Minimizing frustration levels and making the art and
science of system-software development enjoyable and Delivering value early and
not a burden or death march often, giving ourselves the
best opportunity to beat the
• The what, why, and how of agile/lean product (system-
competition to market,
software) development and delivery is not one persons realize revenue and
vision alone; to become reality it needs to be a "shared" discover insights that we
vision through negotiation and compromise between can use to help us improve
individuals, the team and the organization
2
3. Recent
Data Points
Russell Pannone (805) 910-6481 3
6. Gain
feedback Accept Lower
through change project risk
iterative without through
incremental slowing higher
value down visibility
delivery
Delivering
value early
and often,
giving
ourselves
the best
opportunity
to beat the
competition
to market,
realize
revenue
and
discover
insights
that we can
use to help
us improve
6
7. Four Spheres
of Influence
CMU/SEI-2002-TR-009, ESC-TR-2002-009, July 2002
1. Sphere 1 - Stakeholder Needs and Business Processes: This sphere denotes requirements (including
quality attributes such as performance, security and reliability), end-user business processes, business
drivers and operational environment.
2. Sphere 2 - Architecture and Design: This sphere denotes the essential elements of the system, the
relationships between them, and how they fit with the enterprise system. The elements include
structure, behavior, usage, functionality, performance, resilience, reuse, comprehensibility, economic
and technologic constraints and tradeoffs.
3. Sphere 3 - Marketplace: This sphere denotes available and emerging technology and products, non-
development items and relevant standards.
4. Sphere 4 - Program/Project Management: This sphere denotes the management aspects of the
project. These aspects consider the cost, schedule and risk of building, fielding and supporting the
solution. Key to these management aspects are the cost, schedule and risk of changing the necessary
business processes.
These four spheres are simultaneously defined and traded through the life of an agile and
lean project because a decision in one sphere will inform and likely constrain the decisions
that can be made in another sphere 7
15. 5 levels of Agile Planning
What, Who, Why, When, Constraints,
Product Vision Assumptions
Releases – Date, Theme/Feature Set,
Product Roadmap Objective, Development Approach
Iteration, Team Capacity, Stories, Priority,
Release Planning Size, Estimates, Definition of Done
Stories – Tasks, Definition of Done
Iteration Planning Level-of Effort, Commitment
1. What did I do yesterday?
Daily Planning 2. What will I do today?
3. What is blocking me?
15
16. A Paradigm Shift
Fixed
Variable
Source: www.dsdm.org
How is Agile Planning Different from Traditional Approaches?
16
20. Reduce Waste Feedback Loops
• Remove what isn’t of • Sprint Review & Planning
value to the customer • Sprint Retrospective
• Quicker delivery of value • Daily Scrum
& ROI
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