Scrum Day 2012 Keynote: Combining Design and Development

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Scrum Day 2012 Keynote together with Martin Fassunge in St. Leon-Rot, Germany

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Scrum Day 2012 Keynote: Combining Design and Development

  1. 1. Design DevCOMBINING DESIGN AND DEVELOPMENT MARTIN FASSUNGE & TOBIAS HILDENBRAND | SAP AG | 5 JULY 2012
  2. 2. WHERE DO WE COME FROM? © SAP 2012 | 2
  3. 3. Source: SAP© SAP 2012 | 3 40 YEARS OF SAP…
  4. 4. © SAP 2012 | 4 …42 YEARS OF WATERFALL
  5. 5. Analyze Design Code Test Fear of delivery Year 1 Year 2 Year 3 Year 4© SAP 2012 | 5 THE WATERFALL – A BUREAUCRATIC APPROACH
  6. 6. WHERE ARE WE TODAY? © SAP 2012 | 6
  7. 7. Das Comeback (FOCUS 22/2012, S. 122ff.)© SAP 2012 | 7 COMPLEMENTING LEAN & SCRUM WITH AGILE ENGINEERING
  8. 8. AGILE = “ABLE TO MOVE QUICKLY & EASILY”* *) Definition from Longman Dictionary of Contemporary English © SAP 2012 | 8
  9. 9. Chief Product product team backlog ? release backlog BUT: sprint “There is surely nothing quite so backlog useless, as doing with great efficiency what should not be done at all” - Peter Drucker© SAP 2012 | 9 INTRODUCTION OF LEAN, AGILE DEVELOPMENT & SCRUM
  10. 10. …SO, WHAT DOES AGILE MEANFROM A BUSINESS PERSPECTIVE? © SAP 2012 | 10
  11. 11. 1. Respond to change 2. Quickly reprioritize 3. Intensive customer interaction 4. Iterative 5. Right-sized delivery processes Source: Charles G.Cobb (2011) - Making Sense of Agile Project Management,© SAP 2012 | 11 WHAT DOES ‘AGILE’ MEAN FROM A BUSINESS PERSPECTIVE?
  12. 12. WHY CAN„T WE JUST MAKE A MASTER PLAN? © SAP 2012 | 12
  13. 13. far from alignment anarchy requirements complex complicated . . . simple close to alignment close to far from certainty technology certainty© SAP 2012 | 13 REQUIREMENTS SPECIFICATION UNDER UNCERTAINTY
  14. 14. Scope fixed variable Teams Timelines© SAP 2012 | 14 FIXED SCOPE IS AN ILLUSION AND PROMISES FALSE SAFETY
  15. 15. Creative Repetitive Physical Intangible© SAP 2012 | 15 PROCESS-WISE, SOFTWARE DEVELOPMENT IS DIFFERENT
  16. 16. WHY DO WE LIKE SCRUM? © SAP 2012 | 16
  17. 17. Split organization Split work into teams Split time Risk Deliver more frequently Risk Retrospectives© SAP 2012 | 17 SCRUM REDUCED RISKS DRAMATICALLY
  18. 18. Partnership Mutual Trust Personal Shared CollaborationResponsibility Purpose Mindset© SAP 2012 | 18 SCRUM IS PEOPLE-CENTRIC AND FOSTERS TEAM WORK
  19. 19. Lean Set of principles ASE Agile Software Engineering Practices Scrum Project Management Framework© SAP 2012 | 19 SCRUM IS CODE-CENTRIC WITH A SHARED SENSE OF QUALITY
  20. 20. © SAP 2012 | 20 COMPLEMENTING SCRUM WITH ENGINEERING PRACTICES
  21. 21. The 1. Take an Economic View Principles of 2. Actively Manage Queues Product Development 3. Exploit Variability FLOW 4. Reduce Batch Size 5. Apply WIP Constraints Second generation 6. Control Flow: Cadence Lean Product and Synchronization Development 7. Apply Fast Feedback Donald G. Reinertsen 8. Decentralize Control? Source: Donald G. Reinertsen (2009) – Lean Product Development Flow© SAP 2012 | 21 DON‘T WAIT ANOTHER 40 YEARS
  22. 22.  Limited team size  Iterative feedback  iteration cycles,  empirical process  limited WIP* control  Velocity understood *) WIP = work-in-progress© SAP 2012 | 22 SCRUM IMPLEMENTS MOST PRINCIPLES OF LEAN
  23. 23. …BUT, WHAT ABOUT THE ECONOMIC VIEW? © SAP 2012 | 23
  24. 24. Source: Ash Maurya (2012) – Running Lean© SAP 2012 | 24 THE LEAN CANVAS TAKES AN ECONOMIC VIEW
  25. 25. Iterate… …but beware of ”vanity metrics”! Source: Eric Ries (2011) – The Lean Startup© SAP 2012 | 25 VALIDATED LEARNING INCLUDING THE ECONOMIC VIEW
  26. 26. Pivot or Pivot or Scaling,dying persevere? persevere? or extending? Problem/ Solution/ Solution/ Solution Customer Market Fit? Fit? Fit? 1 month 1 month 1 month© SAP 2012 | 26 EVOLVE BUSINESS MODELS, NOT JUST PRODUCTS
  27. 27. WHERE DO REQUIREMENTS COME FROM? © SAP 2012 | 27
  28. 28. Idea White paper Detailed specification© SAP 2012 | 28 SCIENTIFIC ANALYSIS WITH A DEDUCTIVE APPROACH
  29. 29. HOW DOES DESIGN WORK? © SAP 2012 | 29
  30. 30. Development „Wicked Less wicked Solvable problem„ problem problem© SAP 2012 | 30 DIVERGING & CONVERGING TO UNDERSTAND THE PROBLEM
  31. 31. WHAT IS DESIGN THINKING? © SAP 2012 | 31
  32. 32. „„A DEVELOPER NEEDS TO BE CURIOUS AND ALSO DEVELOP EMPATHY FOR END USERS“… Source: interview with SAP co-founder Hasso Plattner (2012) © SAP 2012 | 32
  33. 33. 3. Approach 2. Space 1. People© SAP 2012 | 33 DESIGN THINKING PILLARS
  34. 34. Address the right question …and create the right solution Customers Stakeholders Customers Stakeholders© SAP 2012 | 34 SAP‘S DESIGN THINKING APPROACH
  35. 35. HOW DO WE COMBINE DESIGN & DEVELOPMENT TODAY? © SAP 2012 | 35
  36. 36. Product Backlog Product Vision User Story Mapping Prototyping Personas Synthesis Teams User Research© SAP 2012 | 36 COMBINING DESIGN AND DEVELOPMENT IN PRACTICE
  37. 37. Design (Thinking) (Lean) Development Set of shared values and principles© SAP 2012 | 37 DESIGN & DEVELOPMENT ARE COMPLEMENTARY
  38. 38. Thank You!Contact Information:Martin Fassunge Dr. Tobias HildenbrandSAP AG SAP AGDietmar-Hopp-Allee 16 Dietmar-Hopp-Allee 1669190 Walldorf 69190 WalldorfT: +49 6227 7-47474 T: +49 6227 7-47474martin.georg.fassunge@sap.com tobias.hildenbrand@sap.com

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