agile presentation for sales presented to MATRIX

1. 1
Prepared By:
Fall 2015
www.MatrixRes.com
Application Development
Agile for Sales
Dr. Gail Ferreira
Agile Practice Leader

2. 2
Agile Project Management

3. 3
1 MATRIX Confidential
Founded in 1983 – 31 Years
IT Solutions Experience
Privately-held, nearly $200M Technology
Services Company – Top 25 in the U.S.
National Firm with IT as Primary Focus.
 Headquartered in Atlanta
 15 offices across the U.S.
 Nationwide and Worldwide recruiting ability
MATRIX OVERVIEW
O N S H O R E
O F F S H O R E
D E L I V E R Y
C E N T E R S
Hyderabad
Bangalore
MATRIX Office
MATRIX Virtual Office
Offshore Delivery Center
MATRIX Office & Delivery Center
States MATRIX has supplied resources
1 MATRIX Confidential
Founded in 1983 – 31 Years
IT Solutions Experience
Privately-held, nearly $200M Technology
Services Company – Top 25 in the U.S.
National Firm with IT as Primary Focus.
 Headquartered in Atlanta
 15 offices across the U.S.
 Nationwide and Worldwide recruiting ability
MATRIX OVERVIEW
O N S H O R E
O F F S H O R E
D E L I V E R Y
C E N T E R S
Hyderabad
Bangalore
MATRIX Office
MATRIX Virtual Office
Offshore Delivery Center
MATRIX Office & Delivery Center
States MATRIX has supplied resources

4. 4
3 MATRIX Confidential
MATRIX OVERVIEW
 2,300+ IT Positions Filled in 2013.
 1,500+ MATRIX Consultants on Staff.
 75+ Recruiters company-wide, plus 30 Offshore Recruiters.
 Solutions Practice successfully delivered 900+ projects for 140 different clients.
 Flexible Solutions Delivery Models–Onsite, Offshore, Hybrid.

5. 55
Common Definition of Agile

6. 6

7. 77
Agile Manifesto
1.Individuals and interactions over processes
and tools
2.Working software over comprehensive
documentation
3.Customer collaboration over contract
negotiation
4.Responding to change over following a plan

8. 88
Agile for Sales
So how do we use these concepts for sales?

9. 99
Understand the Why
Why – How – What? – Simon Sinek
WhatHowWhy?
How?
What?

10. 1010
Understand Value
1.Value – the one key metric to rule them all

11. 1111
Common Definition of Value
1.Value in business markets is the worth in
monetary terms of the technical, economic,
service, and social benefits a customer receives
in exchange for the price it pays for a market
offering.
“Everything is worth what its purchaser will pay for it.”
Anderson & Narus (1998) – Business Marketing: Understanding what
customers want. Harvard Business Review.

12. 1212
Understand Key Agile Metrics
1.Value
2. Time to Value
3. Cost of Value

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8 MATRIX Confidential
VALUE OF W HAT W E DO
Customer/User Value
 What the User likes
 Features focused
 Rewarding UX
 Easy to see
 Easy to measure
Technical Value
 Difficult to see
 Quality code
 Flexible architecture
 Managed technical debt
 Just enough documentation
Business Value
 Increase revenue
 Gain market share
 Generate sales volume
 Reduce costs
 Increase Shareholder value

14. 1414
Tie the Why to the Value

15. 1515
How to Tie the Why to the Value
1. Research company vision (corporate web sites,
Linked In)
2. Use Web 2.0 tools to research executives and
companies (Linked In, Marketo, SalesForce CRM,
Sugar CRM, etc.)
3. Interview executives regarding top 3-5 initiatives
4. Tie in the Agile Value Proposition
5. Create an Agile Value Model
a. Generate a set of value elements
b. Gather data (what is it worth in monetary terms)
c. Create value based sales tools

16. 1616
Tie the Why to the Value

17. 1717
How Executives can Ensure Agile Adoption is
a Success
1. Executive Leadership Support
2. Increased Engagement and Attention to Outcome (over
Output)
3. Agile Principles and Values Align with Company Culture
4. Establish a Continuous Improvement Culture
5. Access to Agile Coaches and Training

18. 18
Product Definition Drives Value Stream
ValueStream
Chief Product Owner
Product
Owner
Business
Stakeholder
Enterprise
Backlog
Enterprise
Backlog
Agile
Teams
Agile
Teams
Agile
Teams
Agile
Teams
Agile
Teams
Agile
Teams
Executive Steering
• Enable Customer
Participation
• Provide Vision
• Resolve Organizational
Impediments & Risks
• Provide Resources
• Resolve Priority
disputes
• Product Owner able to
represent decisions
made with
Stakeholders
• Stakeholders voice is
heard, differences
resolved, vision
clarified, priorities and
value established
• Represent the
Customer and Business
needs
• Use Change
Management
Executive
Backlog
Product
Backlog
Sprint
Backlog
Business
Stakeholder
• Deliver Value
• Partner w/Business
Change Management
Chief
BA
Chief
UX
Dev/Q
A Lead
Deploy
Lead
PMO
Rep
POs
Product Definition Office
Support
Functions
• Architect
• Business
Analyst
• Development
• QA
• Deployment
Business
Stakeholder
Product
Owner
Business
Stakeholder
Business
Stakeholder
Business
Stakeholder
Product
Backlog

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Scrum Roles
 Defines features and manages the product
backlog for optimum ROI
 Prioritizes features by business value
 Works directly with the team and accepts or
rejects their work
 Defines features and manages the product
backlog for optimum ROI
 Prioritizes features by business value
 Works directly with the team and accepts or
rejects their work
Product
Owner
Product
Owner
Scrum
Master
Scrum
Master
Team
Member
Team
Member
 Ensures team is functioning and productive
 Removes barriers (impediments)
 Shields team from external interference
 Ensures the process is followed
 Facilitates planning, not a traditional PM
 Ensures team is functioning and productive
 Removes barriers (impediments)
 Shields team from external interference
 Ensures the process is followed
 Facilitates planning, not a traditional PM
 Cross functional, 7 +/- 2 members
 Self directed
 Organizes itself and tasks
 Commits to Sprint and Demos to Product
Owner
 Cross functional, 7 +/- 2 members
 Self directed
 Organizes itself and tasks
 Commits to Sprint and Demos to Product
Owner

20. 20
Agile ScrumMaster
• Servant leader with no authority over team
• Authority over the process, ensures it’s followed
• Personal Trainer and Coach
• Ensures team is functioning and productive
• Tracks and removes barriers or impediments
• Shields team from external interference
• Helps team be accountable to stakeholders
• Facilitates planning, not a traditional PM
• Responsible, Humble, Collaborative, Committed,
Influential, Knowledgeable

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Agile Product Owner
Accountable for Value
•An authorized representative and gatekeeper of customer value
•Bridges the gap between business and IT
•Directs the work of IT in a way to best achieve business value
•Delivers vision of the market, customer, and product
Delivers the Product Backlog
•Clearly communicates vision, goals, and features to the Development Team
•Prioritizes the Product Backlog to deliver the vision and goals
•Helps the Development Team deliver real value
•Ensure the backlog is transparent, understood, and ready to be consumed
by the Development Team
•Clarifies, to the team, the value which the customer hope to receive

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Agile Scrum Development Team
• Cross functional – All needed roles
– Business Analyst, Systems Analyst, Database Administrator,
Systems Architect, UI Designers, Artists, Usability Engineers,
Content Developers, Developers, Testers, Automators, etc.
• Team Size
– 7 +/- 2 full time members
– Too few: big impacts if one person gone
– Too big: poor communication, reduced quality
– Work together in an Open, collocated space
• Self directed and Organized
– Determines task assignments, flow of work, and makes estimates
– Membership static during the Sprint
• Responsible and Accountable
– Commits to Sprint and Demos
– Succeeds together, fails together
– Every member is responsible for ALL work
– Working Agreements
– Responsible and Empowered for Delivery

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Scrum in a Nutshell
Sprint
Backlog
Done
Enhancements
Defects
Customer Value
1. User Story
2. User Story
3. User Story
4. User Story
5. User Story
Product
Backlog
Goal
Feedback
Review
(Demo)
Review
(Demo)
RetrospectiveRetrospective
Sprint
Planning
Sprint
Planning
Business Strategy
Potentially
Shippable
Software
Potentially
Shippable
Software
(Iteration)
Roles
Product Owner - Requirements
Team Member - Delivery
ScrumMaster – Process & Impediments
Release
Planning
Requirements
Discovery
Requirements
Discovery
Daily Standup
or “Scrum”
PULL
FLOW
VALUE
PERFECTION
STREAM
LEARNING
6. …

24. 24
Predictive vs. Adaptive approach
Feasibility Planning Design Develop Test Release
Feasibility
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration N
2 weeks 2 weeks 2 weeks 2 weeks 2 weeks 2 weeks
DONE DONE DONE DONE DONE DONE
Develop
Planning
D
esign
Test
Release
Develop
Planning
Design
Test
Release
Develop
Planning
D
esign
Test
Release
Develop
Planning
Design
Test
Release
Develop
Planning
D
esign
Test
Release
Develop
Planning
Design
Test
Release
Phased (Predictive)
Incremental (Adaptive)

25. 2525
Agile Principles – An Introduction to Scrum
25
Scrum is a framework for
managing the delivery of
a solution, via a series of
sprints (iterations)
Planning Design/Code/Test Review Retrospective
2-4 Weeks
Stand-ups/Scrums
Each sprint follows a
defined process:
Ideally, each sprint will
result in the creation of a
potentially deployable
increment of functionality

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19 MATRIX Confidential
FOCUS ON TEAM SUCCESS

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Incremental Delivery
• Iterations are timeboxed and regular
• All steps needed to complete the work
are done during the iteration
– Planning
– Design
– Test
– Develop
– Release
• DONE software can be released at each
iteration
• Zero defects on release
• Feature set may not be complete but
functional slices are.
Iteration N
2 weeks
DONE
Develop
Planning
Design
Test
Release
Business Value