Dissa=sfac=on Driver for Change Understand the It Involves hours Most projects go PM’s life of meetings over budget
What can lean/agile oﬀer a project manager? Fast and accurate The opportunity to spend reporting! their days doing more ! More structure! value-adding activities" Shared responsibility Better relationships with Less time spent for success! co-workers and clients! in CYA activities!
The 50,000 foot viewThe primary role is facilitating continuous improvementLess up front planning, more ongoing planningLess reports, lots more talkingFewer long meetings, more short meetingsLess CYA, more collaborative problem-solving
Building self-‐directed teamsChoose the right Help them to Give them And you get: people understand the space, 8me, and a mo8vated business structure team that problem produces be9er quality, faster
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How to Start? 1 Map the value chain and identify Classes of Service 2 Create a visual kanban board 3 Set initial WIP limits (with team and stakeholders) 4 Schedule daily meetings / look for bottlenecks 5 Reﬂect and adapt using objective measures
Key points to stress 1 The beneﬁts of lean and agile are easy to understand 2 Happy clients lead to repeat business and referrals Experienced buyers know the cost of poor quality and 3 inexperienced buyers fear it. Quality is an easy sell. 4 You can use the experience as a diﬀeren@a@ng factor
The life of a soRware salesperson Selling the intangible is just selling promises Salespeople may have stats on past projects, but the key selling points are oKen diﬃcult to describe There is a strong tempta@on to oversell, leading to client dissa@sfac@on and low return business and no referral business
Selling Agile Processes to ClientsSelling Agile and Lean Processes to Clients
Key Points to Stress 1 High quality process leads to far lower maintenance costs 2 The client remains in control of the project 3 The client has an enormous degree of ﬂexibility 4 Lean and Agile processes produce lower cost software 5 Considerable insight into the process
Why does soRware suck? On average, professional coders make 100-‐150 errors in every 1000 lines of code -‐ Carnegie Mellon study The best way to reduce errors and lower cost is to write less code -‐ Boehm, 1988
Chaos Report -‐ 2000 64% of all requested features are a waste of money and introduce bugs
Con=nuous Deployment improves quality Doing high risk and high priority features means that those features are tested much more.
Agile and Lean ﬁx QualityIf the triple constraints are @me/cost, features/scope, and quality then: Sc Sc e – Fixed =me and scope op op Tim project must let e e quality slip because there is always risk – Lean and Agile processes ﬁx quality Quality at the expense of either =me or scope
Stop when you like Release as Beneﬁts of oRen as you Con=nuous or want toitera=ve Change Deployment vendors easily Control scope
Sell the ExperienceThe customer is the master of Put responsibility in the hands of those most able to deliverbusiness value Deﬁne features using the simplest Planning method that is responsible, Deﬁne classes of service and SLAsDevelopment Answer ques8onsDemo Review, reﬂect, feedback
They have to assume that you know what youre talking about and they do. They are not expec8ng you to prove that you know how to build soQware, They are expec=ng you to understand and value them.
In a high-‐risk service businessYour biggest compe8tor isnt another company like you
It’s the client’s fear that none of you are any good.
Therefore, dont cri=cize the compe==on, or the client may give up on all of you and ﬁnd a diﬀerent way to sa=sfy his need.
Your prospect is overwhelmed with op=ons and details
Pick one thing that makes you stand out and hammer it home
The client doesnt want the best possible choice. The comple8on can be be9er, but if you are a li9le less scary, you win. Focus on elimina8ng the prospects fears, not on selling your superiority.
If you can’t explain it to a child, you can’t sell it
The sale starts when the contract is signedIts a common misconcep=on that when the contract is signed, you have won. The client chose you and now its just a =t for tat service rela=onship. The client didnt chose you and doesnt trust you yet. Your new client just did you a huge favor by taking a giant risk and giving you a chance to earn his trust.
Gra=tude, gra=tude, gra=tude. You cant show it enough.
Your clients have very few points of contact.ini8al sales call recep8onist contract le9er planning status reports mee8ngsMake every point of contact into a marke8ng exercise. Make every one be9er, and then make them be9er again.