Agile E Business Valtech Agile Edge London March 2010 Al Goerner

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Agile Methods for Ebusiness keynote from Valtech\'s Al Goerner. London March 2nd 2010. …

Agile Methods for Ebusiness keynote from Valtech\'s Al Goerner. London March 2nd 2010.

Whether B2C or B2B, web business applications are increasingly complex & significant investments - with ever greater payoffis it has never been more imoprtant to examine methods for software development that foster
- innovation for market differentiation
- responsiveness for timeliness & change-tolerance
- discipline for quality & reproducibility.
This presentation explores the differences in culture between the creative marketing and detail oriented technology worlds.

For more see www.valtech.co.uk.

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  • Don’t Call Us. We’ll Call You … if We are Desperate and need a Scapegoat.
  • What do I Do? My Job is to produce Documentation … Painstakingly Thorough Documentation which No one Ever Reads.
  • Things didn’t do quite smoothly last time. So, let’s add a couple more reviews, get 3 more people to sign off on it, and institute a formal hand-off to those people over there who are causing all the trouble.
  • After we get this thing signed off, we’re gonna freeze it. … Then, you’ll take what we give you and like it.

Transcript

  • 1. Agile Edge – London
    2 March 2010
    Innovation, Responsiveness, & DisciplineAgile Methods in Web-Business
    Al Goerner
    Chief Agile Strategist
  • 2. Bottom Line… the last time
    AnAgile teamin a non-agile
    environment
    will not long survive.
    Development Agility & Business Agility go Hand-in-Hand.
    2
  • 3. Top Line… this time
    AnEnterprise that doesn’t embrace
    Agile-Lean
    Thinking
    will not long thrive.
    Business Agility & Opportunity Agility go Hand-in-Hand.
    3
  • 4. What’s the Hurry?
    Half-Life of a Requirements Set
    1980 – 8-12 years
    2000 – 2-3 years
    2010 – 6-18 months
    Need to Respond to Change
    4t – 6t
    t
    How many of your requirements are obsolete before you even complete the project?
    How many new requirements do you discoveras you are executing the project?
    4
  • 5. “We have met the Enemy and He is Us.”
    In 1971, Walt Kelly (cartoonist-author of Pogo) gave us this famous quote in honor of the first Earth Day.
    It is oddly appropriate to Business at the turn of the 21st century.
    5
  • 6. Portrait of a Dysfunctional Family?
    Nearly all aspects of a Modern Business are intimately connected to electronic media & means.
    Yet, we don’t communicate with each other well. We often don’t share …
    Working vocabularies.
    Goals.
    Values.
    Timeframes.
    Planning methods.
    Trust.
    Who is the Ugly Other? We are.
    6
  • 7. A Question of Cultures & Concerns
    Executive Management
    Shareholder Value
    Middle Management
    Resource Utilization
    Marketing
    Marketshare
    Sales
    Quarterly Sales Growth
    Governance
    Global Risk Management
    Graphic Design
    Compelling Imagery
    UX Design
    Ease-of-Use
    Software Engineering
    Function & Maintainability
    QC Engineering
    Quality
    Data Center Operation
    Reliability & Cost-of-Operation
    Elegance, n. the property of being gracefully concise and simple;
    the effective synergy of beauty and utility.
    7
  • 8. Issues of Scale … Anywhere in the Enterprise
    8
    PreciserCoordination
    Concurrent Devlpmt.
    Version/Config. Mgmt.
    Product Integration
    WiderDiversity
    People & Cultures
    Disciplines & Skills
    Sites & Timezones
    CloserAlignment
    To Business/Market
    To Strategic Plan
    LargerComplexity
    Architecture
    Configurations
    3rd-party Software
    Stds Conformance
    QuickerResponsiveness
    Half-Life of Reqmts.
    Time-to-Market
    BroaderRisk Profile
    Regulatory Compliance
    Security
    Reliability
    Product
    People
    Process
    ImprovedAccountability
    Satisfaction-of-Need & Maturity
    Timeliness & Health
    Quality & Fitness-for-Release
    Efficiency & Productivity
  • 9. What is E-Business, any way?
    “Electronic business … may be defined as the utilization of information and communication technologies (ICT) in support of all the activities of business.” – Wikipedia
    “e-business” is a term created by IBM marketing, according to Louis Gerstner in his 1996 book Who says Elephants can’t Dance?.
    Web-Business simply limits the focus to interactive services via Web technology.
    Portal
    Transaction
    B2C (i.e., e-Commerce)
    B2B
    B2G
    B2E
    Portal,
    Transaction,
    Web Service
    What is the rate-of-change in these relationships?
    9
  • 10. The Challenge of Web-Business- Searching for an Elegant Solution
    How do we get these 3 parties to talk?
    Shared Vocabulary & Values
    How do we get these 3 parties to coordinate & collaborate?
    Shared Process & Planning Methods
    How do we get the process to flow?
    Shared Units-of-Work
    & Work-Streams
    10
  • 11. Effective Solutions are always and only the Result of Active Collaboration among the parties of a Value Streamthat begins and ends with the Customer.
    The effectiveness of a solution and the efficiency of its development & deployment
    are directly related to how closely and directly these parties communicate and collaborate. Reducing communication and stepping away from collaboration
    always produces an inferior solution.
    Virtue of Feedback:
    Feedback is Essential to Understanding.
    Where there is no Feedback,
    there is no Understanding.
    ─ 50 Tenets of the Valtech Way
    Virtue of Dialog:
    Regular conversational dialog
    about a tangible artifact
    is the most effective kind of feedback cycle.
    ─ 50 Tenets of the Valtech Way
    Virtue of Collaboration:
    Even Better than Talking-together is Working-together,
    where we share Goals and produce Results jointly.
    ─ 50 Tenets of the Valtech Way
    Client-Centric:
    Always seek to improve the client experience.
    ─ 50 Tenets of the Valtech Way
    Agile-Lean Manifesto (2nd-Gen) (1/4)
    11
  • 12. Agile-Lean Manifesto (2nd-Gen) (2/4)
    A Working Solution is the objective of any project, not its Documentation.
    Documentation may have value to manage certain kinds of risks, but it does not, in itself, solve the problem addressed by the project. Documentation is, ultimately, not the primary Deliverable of the project.
    12
    Dialog with Validation:
    The most efficient and effective method of
    conveying information to, and within, a development team is in face-to-face dialog,
    where critical aspects of the conversation are thereafter restated and confirmed in another media.
    ─ 50 Tenets of the Valtech Way
    Analysis, not Contract-Drafting:
    Prefer Exploration over Specification.
    Our job in analysis is not to write binding contracts.
    Such contracts are a legacy of distrust.It is, instead, to manage the key analysis risks: (1) How much work are we not aware of?
    (2) What do we not understand about the problem domain and the needed solution?
    (3) How good is good-enough?
    ─ 50 Tenets of the Valtech Way
    Evolving Requirements:
    Produce Nothing which is Not Consumed
    by Someone making a Decision.
    ─ 50 Tenets of the Valtech Way
  • 13. Agile-Lean Manifesto (2nd-Gen) (3/4)
    Work Process is essentially about Effective Cooperative Work and Risk Management.
    Work together, enforcing just enough process to coordinate your efforts and manage your project’s risks – and no more.
    A process that inhibits cooperation and introduces risk is a bad process.
    13
    Paraphrasing Eisenhower:
    The Plan is Worthless,
    but the Planning is Priceless.
    We engage in (continuous) Agile Planning,
    But we don’t have a (fixed) Plan.
    ─ 50 Tenets of the Valtech Way
    Results breed Trust:
    Seeing a Process work and deliver Value, even if just a little at a time,
    is the surest way of building Trust.
    ─ 50 Tenets of the Valtech Way
    Lean – Decision-making:
    Make Decisions at the Last Responsible Moment,
    such that the decision closes depreciated real options
    and opens higher-valued ones.
    Implement these Decisions Quickly.
    ─ 50 Tenets of the Valtech Way
    Necessity & Sufficiency:
    We always do what is Necessary to Mitigate Risk,
    But We only do what is Sufficient to Mitigate Risk.
    ─ 50 Tenets of the Valtech Way
  • 14. Agile-Lean Manifesto (2nd-Gen) (4/4)
    Change is a force of Nature.
    Change can, and should, be Managed.
    It cannot be Controlled.
    Lest we deliver yesterday’s solution to tomorrow’s problem,
    we must allow Change to occur, adapting our projects to Change,
    rather than trying to ban Change from our projects.
    14
    Lean – Strive for Excellence:
    At regular intervals, a team should reflect on how it can become more effective, and then it should adjust and tune its behavior accordingly.
    Continuous process improvement is an Agile-Lean value.
    ─ 50 Tenets of the Valtech Way
    Pacing the Market:
    Our solution development process
    must match the pace of the Market,
    because surely the Market will not slow down to match the pace of our process.
    ─ 50 Tenets of the Valtech Way
    Evolving Requirements:
    The only thing that you guarantee
    when you freeze requirements
    is that you will deliver the wrong thing.
    ─ 50 Tenets of the Valtech Way
  • 15. Agile-Lean Ecosystem
    15
    Different Techniques;
    Same Process Framework.
  • 16. Coordinating Workstreams
    The only really unique aspect of multidisciplinary Agile-Lean process is …
    Synchronization Stories & Synchronization Sprints
    Synchronize Schedules
    Exchange of Information and Artifacts
    Integration Builds
    Joint Testing
    Working as a Single Team from a Common Backlog is preferable
    provided that the Natural Rhythms of the two disciplines are identical.
    16
  • 17. Thank you for attending!
    Questions???
    17