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Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
Business Agility Platform
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Business Agility Platform

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  1. Radically Better Innovation PipelinesBusiness Innovation Pipelines Where Agile Is Headed Next © Gear Stream, Inc.
  2. Brad Murphy, Founder / CEO 32 Yrs of Custom Software Development SDLC Innovator since 1990 Agile & Lean Pioneer since 1996 Large Enterprise Agile Focus Since 2002Page 2 © Gear Stream, Inc.
  3. Agile Level-SetPage 3 © Gear Stream, Inc.
  4. Agile Timeline ? Steven Blank Brant Cooper ? ? Patrick Vlaskovits 1996 2001 2003 2010 Copyright © Gear Stream, Inc. | Confidential | www.gearstream.com
  5. Kanban History Copyright © Gear Stream, Inc. | Confidential | www.gearstream.com
  6. Kanban History 16th Century Venetian Warship 1574 King Henry III – Lean Copyright © Gear Stream, Inc. | Confidential | www.gearstream.com
  7. TheAgileManifesto Individuals and Interactions over processes and tools Working Software over comprehensive documentation Customer Collaboration over contract negotiation Responding to change over following a planPage 7 © Gear Stream, Inc.
  8. 12 Principles of Agile01 04 Our highest priority is to satisfy Business people and the customer through early and developers must work continuous delivery of valuable together daily throughout the software. project.02 05 Welcome changing requirements, Build projects around even late in development. Agile motivated individuals. Give processes harness change for the them the environment and customer’s competitive support they need, and trust advantage. them to get the job done.03 06 Deliver working software Agile processes promote frequently, from a couple of weeks sustainable development. to a couple of months, with a The sponsors, developers, and preference to the shorter users should be able to timescale. maintain a constant pace indefinitely.Page 8 © Gear Stream, Inc.
  9. 12 Principles of Agile01 04 Our highest priority is to satisfy Business people and the customer through early and developers must work continuous delivery of valuable together daily throughout the software. project.02 05 Welcome changing requirements, Build projects around even late in development. Agile motivated individuals. Give processes harness change for the them the environment and customer’s competitive support they need, and trust advantage. them to get the job done.03 06 Deliver working software Agile processes promote frequently, from a couple of weeks sustainable development. to a couple of months, with a The sponsors, developers, and preference to the shorter users should be able to timescale. maintain a constant pace indefinitely.Page 9 © Gear Stream, Inc.
  10. 12 Principles of Agile01 04 Our highest priority is to satisfy Business people and the customer through early and developers must work continuous delivery of valuable together daily throughout the software. project.02 05 Welcome changing requirements, Build projects around even late in development. Agile motivated individuals. Give processes harness change for the them the environment and customer’s competitive support they need, and trust advantage. them to get the job done.03 06 Deliver working software Agile processes promote frequently, from a couple of weeks sustainable development. to a couple of months, with a The sponsors, developers, and preference to the shorter users should be able to timescale. maintain a constant pace indefinitely.Page 10 © Gear Stream, Inc.
  11. CEO Level SetPage 11 © Gear Stream, Inc.
  12. What Keeps Your CEO Up At Night? #1 Rate of Innovation #6 Cost OptimizationPage 12 © Gear Stream, Inc.
  13. CEO Bottom Line? #1 Build The RIGHT THING #2 Build the Right Thing FAST #3 Build the Right Thing WELLPage 13 © Gear Stream, Inc.
  14. Are We Too Focused On BUILDING THINGS WELL?Page 14 © Gear Stream, Inc.
  15. What’s the Right Thing?Page 15 © Gear Stream, Inc.
  16. Scrums Says = Product Owner Decides User Stories / Features PriorityPage 16 © Gear Stream, Inc.
  17. You can’t just ask customers what they want andthen try to give it to them. By the time youget it built, they’ll want something new.
  18. TheAgileManifesto Individuals and Interactions over processes and tools Working Software over comprehensive documentation Customer Collaboration over contract negotiation Responding to change over following a planPage 18 © Gear Stream, Inc.
  19. Agile is a Capability, NOT Innovation Innovation CapabilityPage 19 © Gear Stream, Inc.
  20. What Might an Agile Innovation Pipeline Look Like?Page 20 © Gear Stream, Inc.
  21. Lean Start-Ups: Hypothesize VS Prioritize What Matters MostPage 21 © Gear Stream, Inc.
  22. Instrumenting Continuous Innovation Pipelines Product Management Continuous Flow, Feedback, and Value CaptureHypothesis Driven Backlogs Transform Backlog to ER Customers Cloud Factory Stealth Features Determine Value Automated Test & Continuous Verification Deployment Page 22 © Gear Stream, Inc.
  23. What is Desirable to Customers? Innovation What is Possible What is Viable in With Technology? The MarketplacePage 23 © Gear Stream, Inc.
  24. TrendWatch Proof For Innovation Pipelines? Copyright © Gear Stream, Inc. | Confidential | www.gearstream.com
  25. TrendWatch Cloud Software Factories Copyright © Gear Stream, Inc. | Confidential | www.gearstream.com
  26. Getting Started#1 Prove Agile at Team Level 1st#2 BluePrint Your Innovation Pipeline > Business Driven Vision > Business & Tech Driven Roadmap > Pragmatic Release Plan > ExecutePage 26 © Gear Stream, Inc.
  27. TheAgileManifesto Individuals and Interactions over processes and tools Working Software over comprehensive documentation Customer Collaboration over contract negotiation Responding to change over following a planPage 27 © Gear Stream, Inc.
  28. Innovation TheAgileManifesto Individuals and Interactions over processes and tools Automating EVERY Repeatable Step You Can.. Over manual, low value tasks Working Software over comprehensive documentation Validated learning over working softwarePage 28 © Gear Stream, Inc.
  29. Innovation TheAgileManifesto Customer Collaboration over contract negotiation Place Empathy for Customer Problems over corporate needs Responding to change over following a plan Initiating Change over reacting to missed expectationsPage 29 © Gear Stream, Inc.
  30. Radically Better Innovation PipelinesBusiness Innovation Platforms Q&A © Gear Stream, Inc.

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