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Agile for sales
The document provides an overview of Matrix, an IT solutions company, and discusses key concepts of agile project management and how they can be applied to sales. Some key points: - Matrix is a 31-year-old, privately held IT services company with over 2,300 IT positions filled annually and 1,500 consultants. It has offices across the US and offshore delivery centers. - Agile principles focus on individuals, interactions, working software, customer collaboration, and responding to change. For sales, these emphasize understanding customer value, tying it to company vision/initiatives, and ensuring quick delivery of value. - Key agile metrics for sales include customer value, time to deliver value, and
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Agile for sales
- 1. 1 Prepared By: Fall 2015 www.MatrixRes.com ApplicationDevelopment Agile for Sales Dr. Gail Ferreira Agile Practice Leader
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- 3. 3 1 MATRIX Confidential Foundedin 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 MATRIXOVERVIEW 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.
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- 7. 77 Agile Manifesto 1.Individuals andinteractions 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 Sohow 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 ofValue 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 AgileMetrics 1.Value 2. Time to Value 3. Cost of Value
- 13. 13 8 MATRIX Confidential VALUEOF 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 Whyto the Value
- 15. 1515 How to Tiethe 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 Whyto the Value
- 17. 1717 How Executives canEnsure 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 DrivesValue 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
- 19. 19 Scrum Roles Definesfeatures 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 • Servantleader 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
- 21. 21 Agile Product Owner Accountablefor 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
- 22. 22 Agile Scrum DevelopmentTeam • 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
- 23. 23 Scrum in aNutshell 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. Adaptiveapproach 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
- 26. 26 19 MATRIX Confidential FOCUSON TEAM SUCCESS
- 27. 27 Incremental Delivery • Iterationsare 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
Editor's Notes
- #6 https://hbr.org/1998/11/business-marketing-understand-what-customers-value
- #8 http://agilemanifesto.org/
- #9 http://agilemanifesto.org/
- #10 We need to understand why the executive wants to engage in an initiative https://www.startwithwhy.com/ https://www.youtube.com/watch?v=sioZd3AxmnE
- #11 https://hbr.org/1998/11/business-marketing-understand-what-customers-value
- #12 https://hbr.org/1998/11/business-marketing-understand-what-customers-value
- #13 https://hbr.org/1998/11/business-marketing-understand-what-customers-value
- #15 https://hbr.org/1998/11/business-marketing-understand-what-customers-value
- #16 https://hbr.org/1998/11/business-marketing-understand-what-customers-value
- #17 https://hbr.org/1998/11/business-marketing-understand-what-customers-value
- #18 https://hbr.org/1998/11/business-marketing-understand-what-customers-value
- #26 http://www.methodsandtools.com/archive/agileculture.php http://agilitrix.com/agile-adoption-transformation-resource/ http://www.slideshare.net/rallysoftware/agile-transformations-the-good-the-bad-and-the-ugly