How I learned to stop worrying and love flexible scope - at JFokus 2014

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How I learned to stop worrying and love flexible scope - at JFokus 2014

  1. 1. Gojko Adzic gojko@gojko.com
  2. 2. HOW DO WE DO THIS, BUT NOT IN A CRISIS?
  3. 3. Unless scope is flexible, organisations do not benefit from agile
  4. 4. As a Sales Manager ● In order to monitor inventory ● I want …. report ●
  5. 5. http://blogs.coldfusion.com/assets/content/roadmap/ColdFusion%20RoadMap.pdf
  6. 6. Flexible scope without big-picture thinking is a disaster
  7. 7. variation: seek out new ides and try new things “Palchinsky Principles” from Adapt, Tim Harford
  8. 8. survivability: do it on a scale where failure is survivable “Palchinsky Principles” from Adapt, Tim Harford
  9. 9. selection: seek out feedback and learn from your mistakes “Palchinsky Principles” from Adapt, Tim Harford
  10. 10. http://blogs.coldfusion.com/assets/content/roadmap/ColdFusion%20RoadMap.pdf
  11. 11. http://blog.mindmup.com/p/storage-options.html
  12. 12. VARIATION: PLAN TO LEARN
  13. 13. USER STORIES ARE JUST OPTIONS, NOT COMMITMENT
  14. 14. SELECTION: PLAN TO DISCARD MISTAKES
  15. 15. As a Sales Manager ● In order to monitor inventory ● I want …. report ●
  16. 16. ● In order to monitor inventory
  17. 17. ● In order to monitor inventory faster
  18. 18. USER STORIES NEED BUSINESS METRICS
  19. 19. SURVIVABILITY: PLAN TO NOT KILL THE COMPANY
  20. 20. BIG PICTURE THINKING!
  21. 21. USER STORIES ARE SURVIVABLE EXPERIMENTS
  22. 22. Story Maps Compulsive book buyer Receive books quicker Order books online Find book I want Collect books Commit order Deliverable achieving impact (Scenario delivers output) Wait for book Receive book user activities necessity time browse best sellers put into basket enter address receive delivery notificat. search book by title create wish list pay with credit card inquiry order status receive delivery slip user stories
  23. 23. Great results happen when People know why they are doing their work ● Organisations focus on delivering outcomes and impacts rather than features ● Teams decide what to do next based on immediate and direct feedback from the use of their work ● Everyone cares ●
  24. 24. Gojko Adzic gojko@gojko.com

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