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Accelerate Learning
and Overcome the 6
Traps of Agile
David Hawks
@austinagile
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
45%$
19%$
16%$
13%$
7%$
Never$
Rarely$
Some5mes$
O8en$
Always$
From: A Standish Group study
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
What causes us to build features which
are rarely or never used?
Feature/function usage in the software industry
Find a Partner and Discuss the
following Question.
David Hawks
CEO of Agile Velocity
Agile Trainer and Coach
@austinagile
austinagile.com (blog)
david@agilevelocity.com
Deliver Innovative Products Faster
Problem #1
We make tough decisions
too early and lock them in
Image Credit: http://i.qkme.me/3unlv7.jpg
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Defer Decisions to the
last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
Defer Decisions to the
last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
Defer Decisions to the
last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
Defer Decisions to the
last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
Defer Decisions to the
last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
Defer Decisions to the
last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
Defer Decisions to the
last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
Defer Decisions to the
last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
Defer Decisions to the
last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
z
Smartest Point??
Defer Decisions to the
last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
z
Smartest Point??Dumbest Point
Defer Decisions to the
last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
z
Smartest Point??Dumbest Point
Accelerate Learning
Defer Decisions to the
last Responsible Moment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
x
z
Effective
Communication
Exercise
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Problem #2
The team doesn’t have a Shared
Understanding of their purpose
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
User Story Mapping
Technique to Learn
about Customer Needs
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Problem #3
Long/ No Feedback or Validation
Cycles
http://www.skinit.com/assets/catalog/jumbo_shot/jumbo_shot57479340.jpg
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Lean Startup/ Lean UX
Validated Learning
BuildLearn
Measure
Minimize time
thru the loop
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Lean Startup/ Lean UX
Validated Learning
BuildLearn
Measure
Minimize time
thru the loop
1) What do we
need to learn?
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Lean Startup/ Lean UX
Validated Learning
BuildLearn
Measure
Minimize time
thru the loop
1) What do we
need to learn?
2) How can we measure it?
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Lean Startup/ Lean UX
Validated Learning
BuildLearn
Measure
Minimize time
thru the loop
1) What do we
need to learn?
2) How can we measure it?
3) What is the
simplest thing
to build to
measure it?
(MVP)
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Assume the team was working in value
order, when would you release this product?
What would be the benefit of releasing
early?
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
45%$
19%$
16%$
13%$
7%$
Never$
Rarely$
Some5mes$
O8en$
Always$
What keeps us from delivering
products faster?
http://www.captivations.com.au/wp-content/uploads/2013/03/Fast-delivery.jpg
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Problem #4
Drowning in a Sea of Opportunity
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Working on
many items in
parallel
Impact of Change
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Working on
many items in
parallel
Impact of Change
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Working on
many items in
parallel
HighestValue
Impact of Change
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Working on
many items in
parallel
Working on
items in value
order
HighestValue
Impact of Change
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Working on
many items in
parallel
Working on
items in value
order
HighestValue
Impact of Change
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Problem #5
Not Getting to Done
Image Credit: http://files.smashingmagazine.com/wallpapers/april-13/images/its_not_done_until_it_ships__15.png
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Illusion of Progress
Requirements
Design
Development
Test
Release
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Illusion of Progress
Requirements
Design
Development
Test
Release
80%done??
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Working Software is your primary
Measure of Progress
Requirements
Design
Development
Sprint 1
Test
Requirements
Design
Development
Sprint 2
Test
Requirements
Design
Development
Sprint 3
Test
Requirements
Design
Development
Sprint 4
Test
Potentially Shippable Product Increment
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
The Plan:
10 Weeks to Deliver 80 Points
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
}
2 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
The Plan:
10 Weeks to Deliver 80 Points
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
20 Points
}
2 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
The Plan:
10 Weeks to Deliver 80 Points
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
20 Points 20 Points
}
2 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
The Plan:
10 Weeks to Deliver 80 Points
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
20 Points 20 Points 20 Points
}
2 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
The Plan:
10 Weeks to Deliver 80 Points
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
20 Points 20 Points 20 Points 20 Points
}
2 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
The Plan:
10 Weeks to Deliver 80 Points
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
20 Points 20 Points 20 Points 20 Points
}
2 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
Done = Feature Complete and Feature Tested
*But defects were deferred to the end
The Plan:
10 Weeks to Deliver 80 Points
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening
20 Points 20 Points 20 Points 20 Points
}8 Weeks
1 2 3 4 Hardening
}
8 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
}
2 Weeks
Done = Feature Complete and Feature Tested
*But defects were deferred to the end
The Plan:
10 Weeks to Deliver 80 Points
Reality:
16 Weeks to Deliver 80 Points (10 Points per 2 Weeks)
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Go Slow to Go Fast!
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Done = Feature Complete, Feature Tested, and defects
fixed
Go Slow to Go Fast!
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Done = Feature Complete, Feature Tested, and defects
fixed
Go Slow to Go Fast!
Sprint 1 Sprint 2 Sprint 3 Sprint 4
}
2 Weeks
15 Points 15 Points 15 Points 15 Points
}
2 Weeks
}
2 Weeks
}
2 Weeks
Sprint 5
}
2 Weeks
15 Points
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Done = Feature Complete, Feature Tested, and defects
fixed
Go Slow to Go Fast!
Sprint 1 Sprint 2 Sprint 3 Sprint 4
}
2 Weeks
15 Points 15 Points 15 Points 15 Points
}
2 Weeks
}
2 Weeks
}
2 Weeks
Sprint 5
}
2 Weeks
15 Points
We Delivered 75 Points in 10 Weeks
15 Points per 2 weeks
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Solution
Stop Starting, Start Finishing
Problem #6
Everything is Important
Image Credit: http://d.wildapricot.net/images/newsblog/bigstock-important-very-high-priority-i-46052392.jpg?sfvrsn=0
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally
Assign Work
Carter
Alex
James
Camryn
Janet
Will
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally
Assign Work
Project 1
Carter
Alex
James
Camryn
Janet
Will
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally
Assign Work
Project 1
Carter
Alex
James
Camryn
Janet
Will
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally
Assign Work
Project 1
Carter
Alex
James
Camryn
Janet
Will
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally
Assign Work
Project 1
Carter
Alex
James
Camryn
Janet
Will
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally
Assign Work
Project 1
Project 2
Carter
Alex
James
Camryn
Janet
Will
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally
Assign Work
Project 1
Project 2
Project 3
Carter
Alex
James
Camryn
Janet
Will
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we Normally
Assign Work
Project 1
Project 2
Project 3
Carter
Alex
James
Camryn
Janet
Will
All High Priority
How does Alex decide what to work on next?
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we should
prioritize work in Agile
Carter
Alex
James
Camryn
Janet
Will
Agile Team
Prioritized
Team Backlog
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we should
prioritize work in Agile
Project 1
Carter
Alex
James
Camryn
Janet
Will
Agile Team
Prioritized
Team Backlog
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we should
prioritize work in Agile
Project 1
Project 3
Carter
Alex
James
Camryn
Janet
Will
Agile Team
Prioritized
Team Backlog
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
How we should
prioritize work in Agile
Project 1
Project 2
Project 3
Carter
Alex
James
Camryn
Janet
Will
Agile Team
Prioritized
Team Backlog
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
The PSPI is the
Answer
The PSPI is the
Answer
It requires:
The PSPI is the
Answer
It requires:
Focus
The PSPI is the
Answer
It requires:
Focus
Breaking Work
Down
The PSPI is the
Answer
It requires:
Focus
Breaking Work
Down
Swarming
The PSPI is the
Answer
It allows us to:It requires:
Focus
Breaking Work
Down
Swarming
The PSPI is the
Answer
It allows us to:
Deliver Often
It requires:
Focus
Breaking Work
Down
Swarming
The PSPI is the
Answer
It allows us to:
Deliver Often
Accelerate
Learning
It requires:
Focus
Breaking Work
Down
Swarming
The PSPI is the
Answer
It allows us to:
Deliver Often
Accelerate
Learning
Pivot
It requires:
Focus
Breaking Work
Down
Swarming
What can you change so your
product can deliver value faster?
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
Agile Velocity Booth

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KAA: Deliver Double the Value in Half the Time

  • 1. Accelerate Learning and Overcome the 6 Traps of Agile David Hawks @austinagile Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 2. 45%$ 19%$ 16%$ 13%$ 7%$ Never$ Rarely$ Some5mes$ O8en$ Always$ From: A Standish Group study Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary What causes us to build features which are rarely or never used? Feature/function usage in the software industry Find a Partner and Discuss the following Question.
  • 3. David Hawks CEO of Agile Velocity Agile Trainer and Coach @austinagile austinagile.com (blog) david@agilevelocity.com Deliver Innovative Products Faster
  • 4. Problem #1 We make tough decisions too early and lock them in Image Credit: http://i.qkme.me/3unlv7.jpg Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 5. Defer Decisions to the last Responsible Moment Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary x
  • 6. Defer Decisions to the last Responsible Moment Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary x
  • 7. Defer Decisions to the last Responsible Moment Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary x
  • 8. Defer Decisions to the last Responsible Moment Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary x
  • 9. Defer Decisions to the last Responsible Moment Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary x
  • 10. Defer Decisions to the last Responsible Moment Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary x
  • 11. Defer Decisions to the last Responsible Moment Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary x
  • 12. Defer Decisions to the last Responsible Moment Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary x
  • 13. Defer Decisions to the last Responsible Moment Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary x z
  • 14. Smartest Point?? Defer Decisions to the last Responsible Moment Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary x z
  • 15. Smartest Point??Dumbest Point Defer Decisions to the last Responsible Moment Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary x z
  • 16. Smartest Point??Dumbest Point Accelerate Learning Defer Decisions to the last Responsible Moment Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary x z
  • 17. Effective Communication Exercise Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 18. Problem #2 The team doesn’t have a Shared Understanding of their purpose Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 19. User Story Mapping Technique to Learn about Customer Needs Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 20. Problem #3 Long/ No Feedback or Validation Cycles http://www.skinit.com/assets/catalog/jumbo_shot/jumbo_shot57479340.jpg Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 21. Lean Startup/ Lean UX Validated Learning BuildLearn Measure Minimize time thru the loop Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 22. Lean Startup/ Lean UX Validated Learning BuildLearn Measure Minimize time thru the loop 1) What do we need to learn? Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 23. Lean Startup/ Lean UX Validated Learning BuildLearn Measure Minimize time thru the loop 1) What do we need to learn? 2) How can we measure it? Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 24. Lean Startup/ Lean UX Validated Learning BuildLearn Measure Minimize time thru the loop 1) What do we need to learn? 2) How can we measure it? 3) What is the simplest thing to build to measure it? (MVP) Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 25. Assume the team was working in value order, when would you release this product? What would be the benefit of releasing early? Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary 45%$ 19%$ 16%$ 13%$ 7%$ Never$ Rarely$ Some5mes$ O8en$ Always$
  • 26. What keeps us from delivering products faster? http://www.captivations.com.au/wp-content/uploads/2013/03/Fast-delivery.jpg Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 27. Problem #4 Drowning in a Sea of Opportunity Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 28. Working on many items in parallel Impact of Change Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 29. Working on many items in parallel Impact of Change Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 30. Working on many items in parallel HighestValue Impact of Change Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 31. Working on many items in parallel Working on items in value order HighestValue Impact of Change Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 32. Working on many items in parallel Working on items in value order HighestValue Impact of Change Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 33. Problem #5 Not Getting to Done Image Credit: http://files.smashingmagazine.com/wallpapers/april-13/images/its_not_done_until_it_ships__15.png Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 34. Illusion of Progress Requirements Design Development Test Release Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 35. Illusion of Progress Requirements Design Development Test Release 80%done?? Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 36. Working Software is your primary Measure of Progress Requirements Design Development Sprint 1 Test Requirements Design Development Sprint 2 Test Requirements Design Development Sprint 3 Test Requirements Design Development Sprint 4 Test Potentially Shippable Product Increment Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 37. Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening The Plan: 10 Weeks to Deliver 80 Points Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 38. Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening } 2 Weeks } 2 Weeks } 2 Weeks } 2 Weeks } 2 Weeks The Plan: 10 Weeks to Deliver 80 Points Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 39. Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening 20 Points } 2 Weeks } 2 Weeks } 2 Weeks } 2 Weeks } 2 Weeks The Plan: 10 Weeks to Deliver 80 Points Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 40. Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening 20 Points 20 Points } 2 Weeks } 2 Weeks } 2 Weeks } 2 Weeks } 2 Weeks The Plan: 10 Weeks to Deliver 80 Points Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 41. Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening 20 Points 20 Points 20 Points } 2 Weeks } 2 Weeks } 2 Weeks } 2 Weeks } 2 Weeks The Plan: 10 Weeks to Deliver 80 Points Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 42. Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening 20 Points 20 Points 20 Points 20 Points } 2 Weeks } 2 Weeks } 2 Weeks } 2 Weeks } 2 Weeks The Plan: 10 Weeks to Deliver 80 Points Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 43. Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening 20 Points 20 Points 20 Points 20 Points } 2 Weeks } 2 Weeks } 2 Weeks } 2 Weeks } 2 Weeks Done = Feature Complete and Feature Tested *But defects were deferred to the end The Plan: 10 Weeks to Deliver 80 Points Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 44. Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening 20 Points 20 Points 20 Points 20 Points }8 Weeks 1 2 3 4 Hardening } 8 Weeks } 2 Weeks } 2 Weeks } 2 Weeks } 2 Weeks } 2 Weeks Done = Feature Complete and Feature Tested *But defects were deferred to the end The Plan: 10 Weeks to Deliver 80 Points Reality: 16 Weeks to Deliver 80 Points (10 Points per 2 Weeks) Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 45. Go Slow to Go Fast! Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 46. Done = Feature Complete, Feature Tested, and defects fixed Go Slow to Go Fast! Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 47. Done = Feature Complete, Feature Tested, and defects fixed Go Slow to Go Fast! Sprint 1 Sprint 2 Sprint 3 Sprint 4 } 2 Weeks 15 Points 15 Points 15 Points 15 Points } 2 Weeks } 2 Weeks } 2 Weeks Sprint 5 } 2 Weeks 15 Points Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 48. Done = Feature Complete, Feature Tested, and defects fixed Go Slow to Go Fast! Sprint 1 Sprint 2 Sprint 3 Sprint 4 } 2 Weeks 15 Points 15 Points 15 Points 15 Points } 2 Weeks } 2 Weeks } 2 Weeks Sprint 5 } 2 Weeks 15 Points We Delivered 75 Points in 10 Weeks 15 Points per 2 weeks Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 50. Problem #6 Everything is Important Image Credit: http://d.wildapricot.net/images/newsblog/bigstock-important-very-high-priority-i-46052392.jpg?sfvrsn=0 Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 51. How we Normally Assign Work Carter Alex James Camryn Janet Will Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 52. How we Normally Assign Work Project 1 Carter Alex James Camryn Janet Will Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 53. How we Normally Assign Work Project 1 Carter Alex James Camryn Janet Will Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 54. How we Normally Assign Work Project 1 Carter Alex James Camryn Janet Will Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 55. How we Normally Assign Work Project 1 Carter Alex James Camryn Janet Will Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 56. How we Normally Assign Work Project 1 Project 2 Carter Alex James Camryn Janet Will Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 57. How we Normally Assign Work Project 1 Project 2 Project 3 Carter Alex James Camryn Janet Will Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 58. How we Normally Assign Work Project 1 Project 2 Project 3 Carter Alex James Camryn Janet Will All High Priority How does Alex decide what to work on next? Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 59. How we should prioritize work in Agile Carter Alex James Camryn Janet Will Agile Team Prioritized Team Backlog Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 60. How we should prioritize work in Agile Project 1 Carter Alex James Camryn Janet Will Agile Team Prioritized Team Backlog Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 61. How we should prioritize work in Agile Project 1 Project 3 Carter Alex James Camryn Janet Will Agile Team Prioritized Team Backlog Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 62. How we should prioritize work in Agile Project 1 Project 2 Project 3 Carter Alex James Camryn Janet Will Agile Team Prioritized Team Backlog Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary
  • 63. The PSPI is the Answer
  • 64. The PSPI is the Answer It requires:
  • 65. The PSPI is the Answer It requires: Focus
  • 66. The PSPI is the Answer It requires: Focus Breaking Work Down
  • 67. The PSPI is the Answer It requires: Focus Breaking Work Down Swarming
  • 68. The PSPI is the Answer It allows us to:It requires: Focus Breaking Work Down Swarming
  • 69. The PSPI is the Answer It allows us to: Deliver Often It requires: Focus Breaking Work Down Swarming
  • 70. The PSPI is the Answer It allows us to: Deliver Often Accelerate Learning It requires: Focus Breaking Work Down Swarming
  • 71. The PSPI is the Answer It allows us to: Deliver Often Accelerate Learning Pivot It requires: Focus Breaking Work Down Swarming
  • 72. What can you change so your product can deliver value faster? Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary