Improve software development speed beyond your customer’s dreams with Lean

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Improve software development speed beyond your customer’s dreams with Lean by Benoit Charles-Lavauzelle Co-founder and CEO of Theodo.
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Improve software development speed beyond your customer’s dreams with Lean

  1. 1. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France How combining agility and lean increases velocity? From theory to practice
  2. 2. Copyright © Institut Lean France 2012 Back to 2011: Theodo is a promising twelve people software development company Theodo in 2011 12
  3. 3. Copyright © Institut Lean France 2012 Theodo is growing… and is facing 3 big problems People are leaving Techically strong 2x ¼ of the team Coincidence?
  4. 4. Copyright © Institut Lean France 2012 Theodo is growing… and is facing 3 big problems Clients are unhappy No flexibility Frustration
  5. 5. Copyright © Institut Lean France 2012 Theodo is growing… and is facing 3 big problems Operating margin is too low Extra time No Budget
  6. 6. Copyright © Institut Lean France 2012 Back to basics: a service company should make its clients happier The problem we chose to pick
  7. 7. Copyright © Institut Lean France 2012 We consider different hypothesis trying to find the cause of our problem A set of hypothesis 1. Is our technical team good enough? 2. Is our development methodology efficient enough? 3. Do we develop the right features to make our clients happy? 4. Do we invest enough in nurturing our relationship with our customers? 5. Are we too expensive? 6. Do we select the proper clients? 7. Are we in the right market?
  8. 8. Copyright © Institut Lean France 2012 And pick one: is our development methodology efficient enough? The cause of our problem 1. Is our technical team good enough? 2. Is our development methodology efficient enough? 3. Do we develop the right features to make our clients happy? 4. Do we invest enough in nurturing our relationship with our customers? 5. Are we too expensive? 6. Do we select the proper clients? 7. Are we in the right market?
  9. 9. Copyright © Institut Lean France 2012 We take a look at what web leaders do The 4 web leaders 9
  10. 10. Copyright © Institut Lean France 2012 What do the web leaders do to develop great softwares? The web leaders software development methodology Agility Scrum
  11. 11. Copyright © Institut Lean France 2012 We give agile methodology a try on a new project: Suivi+ Mobile This is a complete disaster Development times x 3 Developed Features =
  12. 12. Copyright © Institut Lean France 2012 Though we implemented every artifacts of Scrum The Scrum methodology
  13. 13. Copyright © Institut Lean France 2012 The Scrum Guide urge the product owner to get involved Quote from the Scrum Guide about Product Owner’s responsibility “For the Product Owner to succeed, the entire organization must respect his or her decisions” PO = Theodo developer Client = “I don’t have time”
  14. 14. Copyright © Institut Lean France 2012 How can we involve our client in his project? A new set of hypothesis 1. De we have to better explain the benefits of Scrum to our clients? 2. De we work on the right projects? 3. De we work with the right clients? 4. Are we expensive enough? Maybe the budget is not important enough to make our clients involved 5. Does the fixed price contract create enough incentives for our client to get involved? 6. De we need a project leader after all? 7. Is actually this Scrum thing just hippy stuff?
  15. 15. Copyright © Institut Lean France 2012 We tried to investigate the hypothesis number 5 The cause of our problem 1. De we have to better explain the benefits of Scrum to our clients? 2. De we work on the right projects? 3. De we work with the right clients? 4. Are we expensive enough? Maybe the budget is not important enough to make our clients involved 5. Does the fixed price contract create enough incentives for our client to get involved? 6. De we need a project leader after all? 7. Is actually this Scrum thing just hippy stuff?
  16. 16. Copyright © Institut Lean France 2012 Web leaders rely on their own internal teams We look again at the web leaders’ model Technical teams are employees Time = money Productivity
  17. 17. Copyright © Institut Lean France 2012 In our organization the price is fixed Theodo project organization Fixed price model 1 week to get feedbacks 3 month to get proper validation
  18. 18. Copyright © Institut Lean France 2012 Of course charging on a time spent basis is harder to sell Clients are reluctant to uncertainty Risk averse client
  19. 19. Copyright © Institut Lean France 2012 But we seize the opportunity to combine Scrum with time based fees on a new project with Autoplanning.fr The project is a success Client is involved Client is happy No extra time
  20. 20. Copyright © Institut Lean France 2012 However we have hard time selling this new model Almost every clients prefer the flat fee model No Thank You
  21. 21. Copyright © Institut Lean France 2012 But a drink at the end of the Youcare project challenge our commercial strategy Quote from Adrien Falcon “You are the experts, you should give no choice to your client but impose the model that will lead his project to success Adrien Falcon - Cofounder Youcare
  22. 22. Copyright © Institut Lean France 2012 It was a hard decision to make The Theodo dilemna
  23. 23. Copyright © Institut Lean France 2012 But we eventually decided to adopt this model for all new projects Theodo turnover
  24. 24. Copyright © Institut Lean France 2012 With astonishing results Theodo turnover x3
  25. 25. Copyright © Institut Lean France 2012 With astonishing results Theodo turnover x3 30% New clients 70% Loyal clients
  26. 26. Copyright © Institut Lean France 2012 Our clients are satisfied Client recommendation: a key KPI 99% ready to recommend Theodo
  27. 27. Copyright © Institut Lean France 2012 Our clients are satisfied because we are fast Clients testimonials on Theodo speed What do you think about the velocity of the team? Excellent 70% Very good Good Ok Deficient 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
  28. 28. Copyright © Institut Lean France 2012 Three main ingredients make us go fast Theodo recipe 1/ Light open source technologies 2/ High-potential developers 3/ The Theodo Production System Lean
  29. 29. Copyright © Institut Lean France 2012 Three main ingredients make us go fast Theodo recipe 1/ Light open source technologies 2/ High-potential developers 3/ The Theodo Production System Lean
  30. 30. Copyright © Institut Lean France 2012 Boards are a simple yet very powerful tool The power of board Cutting-edge technology concrete open Face to face communication Immediate feedback Non-verbal communication
  31. 31. Copyright © Institut Lean France 2012 Let’s take a look at a specific board The BTP Consultant Board
  32. 32. Copyright © Institut Lean France 2012 Burndown charts enables to raise and address issues fast An on-going burndown chart of the BTP Consultant project « We are late »
  33. 33. Copyright © Institut Lean France 2012 They identified that a lot of tickets were to be validated The cause of the problem
  34. 34. Copyright © Institut Lean France 2012 Burndown charts enables to raise and address issues fast The burndown chart at the end of the sprint
  35. 35. Copyright © Institut Lean France 2012 But the burndown chart does not tell what clients think The Theodo questionnaire Velocity? Coaching Relevancy? Standard 8/10 Client’s voice is the real indicator for success
  36. 36. Copyright © Institut Lean France 2012 I showed it to Antoine Contal who made a relevant comment Antoine Contal statement I can’t see it on the board
  37. 37. Copyright © Institut Lean France 2012 The Theodo Questionnaire has to be communicated to the whole team The Theodo questionnaire is pinned on the board That’s better
  38. 38. Copyright © Institut Lean France 2012 It appears to be a very stimulating tool for the development team Valentin Brajon testimonial It motivates us to go faster That’s better
  39. 39. Copyright © Institut Lean France 2012 Theodo is growing so we hire people Theodo recruitment campaign A new every 2 weeks 50% of were not there last year
  40. 40. Copyright © Institut Lean France 2012 Scrum dojo is the key to sustain growth A Scrum dojo session Practice agility On real projects Improving quality of boards In a workshop Increasing transparency
  41. 41. Copyright © Institut Lean France 2012 Scrum Dojo helped us find ingredients of Theodo success Elements that was created after Scrum Dojo
  42. 42. Copyright © Institut Lean France 2012 Boards became so efficient that we now use them for everything at Theodo The different Theodo boards Project board Sales Board Hiring Board Strategy board
  43. 43. Copyright © Institut Lean France 2012 Theodo growth relies on three main points Theodo key success factors Between clients and the development team Scrum + Lean Respect for
  44. 44. Copyright © Institut Lean France 2012 Questions ? benoitcl@theodo.fr +33 6 62 81 95 50 www.theodo.fr Thank you
  45. 45. Copyright © Institut Lean France 2012 Points are virtual money that can be converted into real one to celebrate the end of the project The team project bonus
  46. 46. Copyright © Institut Lean France 2012 More about Lean IT on the conference website: www.lean-it-summit.com

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