The Agile Methodology For Cross-Functional Teams
•
2 likes•2,456 views
When it comes to deal with different interests that need to go in the same direction using an Agile style, definitely you are facing many challenges. Some of them are predictable but some others are not. Learn from real experiences and discover great tips for an effective Agile implementation, productivity and an functional communication across the team. The presentation addresses the current challenges of product leaders and it unveils key development aspects great results – from learning to say “NO” to building a cross-functional product team, from building a great product story and promoting like hell to communicate, communicate, communicate, plus a study case with the challenges and the way we did it.
Recommended
Recommended
More Related Content
Viewers also liked
Viewers also liked (15)
Recently uploaded
Recently uploaded (20)
The Agile Methodology For Cross-Functional Teams
- 1. Agile for Cross-Functional Teams Daniel Nicolescu Chief Product Officer at Avangate
- 3. Agile software development refers to a group of software development methodologies based on iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. -- Wikipedia (http://en.wikipedia.org/wiki/Agile_software_development) What is Agile?
- 5. Acknowledge change as a standard
- 7. Work in short iterations
- 8. Focus on business priorities
- 9. Inspect and adaptAgile principles
- 11. High level of customer satisfaction
- 12. Working software is delivered all the time
- 13. Quick implementation time for feedback
- 14. Excellence by innovationAgile benefits
- 16. Hard to provide an accurate time and cost estimate at the beginning of the development cycle
- 17. Hard to maintain FOCUSAgile disadvantages
- 20. Make it profitableCase study: Vendor Cross Sales
- 22. Make it an “easy sale”
- 23. Deal with different interests within the same team
- 24. Make it workCase study: Vendor Cross Sales
- 26. Business requirements for company leaders
- 27. Product specifications (mockups, usability)
- 28. Feedback meetings on development stages
- 29. Final version presentation in front of the company
- 30. Official launch – a great success?
- 31. Clients feedback – final touch!Case study: Vendor Cross Sales
- 33. Get feedback
- 34. Write down requirements and constantly update them
- 35. Agile does not require fewer written requirements but collaboration to identify themCase study: Vendor Cross Sales
- 36. Build a cross-functional product team Define and agree the product strategy Implement and promote feedback and collaboration tools Define “personas” and build for them Communicate, communicate, communicate 5 Tips for an agile implementation
- 37. Switch off instant messenger and email notifications Take one day a week to work outside the office Sleep at least 7 hours a day Go jogging in the morning Learn to say “NO” 5 Tips for productivity
- 38. Communicate, communicate, communicate Build a great product story and promote it like hell Make sure you respond to each feedback Don’t forget about the BUGs Fix them as they appear Define a “quick response” team Case studies about business value generated by ideas 5 Tips for a great collaboration
- 39. “Behind every great product there is a great product manager.” Marty Cagan – Silicon Valley Product Group Source: http://www.avangate.com/interviews/marty-cagan_15.htm One more thing…
- 40. ?!? Questions
- 41. Thank you! Daniel Nicolescu Chief Product Officer daniel.nicolescu@avangate.com
Editor's Notes
- Hope everyone knows that picture. Allof us know what big difference can be between what customers ask and what they receive in the end. Not anymore! How? Using Agile as methodology/development framework.
- There is a delicate balance between being agile and maintaining a certain level of focus. One of the great things about agile is that stakeholders can change their mind. Scrum (a flavor of agile) protects the team from too much change with the rule that scope cannot be changed in the middle of an iteration. This enables the development team to focus for at least 2-4 weeks at a time. However, the product manager needs to help enforce additional focus. Changing direction every 2-4 weeks will not result in the powerful and successful product releases of which you dream.
- 1. Recommended team members: 7-9
- Internal discussion lists, announcements, pre-launch actions Start every meeting by reminding the BIG pictureHard work but you HAVE to do itSoftware? Then we will always have BUGs!