The quest of delivering value - Mobiconf 2019
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The slides for my presentation at Mobiconf 2019, Krakow. More info here: https://2019.mobiconf.org/speaker/manuele-piastra/
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The quest of delivering value - Mobiconf 2019
- 1. “The quest of delivering value” Manuele Piastra Agile Delivery Manager @ manupia
- 2. Hello, I’m Manu Techie guy 2000 Agile Addict 2006 Delivery Optimiser 2010 Britalian 2014now “We put an accessible and affordable health service in the hands of every person on earth”
- 3. Pineapple pizza is good Myth Image Credit: George O'Connor
- 4. Why we’re here ● Build the right thing ● Build it right ● At the right pace From Concept to Cash
- 6. Goal Setting Inception Story Generation Forecasting Kick off Build & Ship Feedback
- 7. Only 32%of employees in the U.S. and 13%worldwide Are engaged in their jobs Only 55%of managers could name company priorities 1 of 5 Gallup Daily Tracking, Jan 2016 Why Business Execution Unravels, HBR - 2015
- 8. What are OKRs OBJECTIVES Broad goal qualitative in nature KEY RESULTS Measure
- 9. Example of OKRs: UBER Objective: Increase Drivers in System Key results: • Increase driver base in each region by 20% • Increase driver average session to 26 hours / weekly in all active regions
- 10. Benefits of OKRs
- 12. Inception Goal Setting Story Generation Forecasting Kick off Build & Ship Feedback
- 14. User Personas ● Photo ● Name ● Roles ● Main Skills ● Frustrations
- 15. User Personas An example Name: Dave Role: Production Support Skills: Troubleshooting, scripting, tooling Frustrations: Wastes time in a lot of manual support that could be automated
- 16. User Personas: a less boring example
- 17. Why User Personas ● Identify with the users ● Focus on reals needs ● Emphasis on great user experience ● Drive optimal design
- 18. Design ● Design Sprint ● Whiteboarding ● Sketching ● Prototyping
- 19. Other stuff in the inception ● Elevator Pitch ● Key product principles ● Data: Build the right thing
- 20. Story generation Goal Setting Inception Forecasting Kick off Build & Ship Feedback
- 21. Story Mapping: What ● Collaborative technique ● Visualize the whole solution ● Two dimensions Outcome ● Identify capabilities ● Identify medium/sized user stories ● Identify milestones
- 22. Find Product Browse Through product category tree Select product Category View product list for a selected category Choose Product to view product details Build category navigation Display list of products for selected category Display product details page with features Ability to filter products based on product specs Ability to sort products by price, popularity Display product full specs Display product image carousel Story Mapping: Example M0 M1 M2
- 23. Story Mapping: How to run it ● Invite team & stakeholders (key players) ● Wall/digital tool ● Capabilities -> User Tasks -> Stories ● Milestones lanes ● Do whiteboarding sessions on architecture/UX
- 24. Story Mapping: Benefits ● Visual of the “whole” ● Shared understanding ● Gap analysis ● Priority ● Avoid waste
- 25. MVP is building a (big) chunk the product Myth
- 26. Forecasting Goal Setting Inception Story Generation Kick off Build & Ship Feedback
- 27. We are Agile & iterative so we don’t forecast Myth Image Credit: George O'Connor
- 28. Affinity Estimation ● Technique to size stories in a batch How to run ● Pile of the stories ● Wall with: XS/S/M/L/XL ● 1st person: place a story ● Others: place or move XS S M L XL NFC ? End: all stories sized & agreement
- 29. Affinity Estimation: benefits ● Collaborative & inclusive ● Fast ● Reliable ● Fun
- 30. Burn up chart
- 31. Velocity is a performance metric Myth Image Credit: George O'Connor
- 32. Kick off Goal Setting Inception Story Generation Forecasting Build & Ship Feedback
- 33. Team Kick off 1/2 ● Introduction/Ice breaker ● Team values ● Roles & Responsibilities ● Working agreement ● Backlog of decisions
- 34. Team Kick off 2/2 ● How do we ○ Prepare the work ○ Build & Test ○ Ship ○ Measure ○ Celebrate Outcome: Documented Ways of Working [signed by the team]
- 36. Sprint/Iteration Zero ● Foundation work ● Risk mitigation ● Uncertainty reduction (Spikes) You can still set a goal.
- 37. Build, Ship & Feedback Loop Goal Setting Inception Story Generation Forecasting Kick off
- 38. Kanban is easier than Scrum Myth Image Credit: George O'Connor Build & Ship
- 39. Feedback Loop: manage expectations ● Don’t go dark for months ● Review and share the progress on your KRs ● Review your forecast/highlight risks ● Showcase your work ● Have your retro
- 40. We don’t need retros Myth Image Credit: George O'Connor
- 42. Q&A
- 43. Thank You!
Editor's Notes
- Welcome. So happy to be here in Krakow. Today we’ll talk about the quest of delivery value, but before...
- Let me tell you who I am. Babylon: UK company expanding quickly to Rwanda, Singapore and the US, we are well on our way to fulfill our mission
- Regarding the Britalian thing
- All stand up please. Think of the last time your team built and shipped a new product/feature/improvement. Now: Sit down if you were not entirely sure of why you were building a new feature/change/product Sit down if you think you could have built it in a better way Sit down if you think that it was very stressful Who am I talking to: The leadership (managers/C-level) of organisations that want to keep competitive on the market and are looking at Agile as a way to achieve their goals Other Agile Delivery managers/Product Managers what worked for me and trigger a two-way communication Everyone working in software development teams, to raise awareness of the end-to-end process, so that they can be involved earlier if they so wish
- Use a goal setting framework. There are several I will talk about OKRs OKR = Objective & Key Result Invented @ Intel Widely used amongst the biggest technology companies in the world (Google & Zynga) Traditional frameworks Management by Objectives S.M.A.R.T. goals KPI New frameworks (more autonomy for employees) The 4 disciplines of execution Objectives and key results
- Use a goal setting framework. There are several I will talk about OKRs OKR = Objective & Key Result Invented @ Intel Widely used amongst the biggest technology companies in the world (Google & Zynga) Traditional frameworks Management by Objectives S.M.A.R.T. goals KPI New frameworks (more autonomy for employees) The 4 disciplines of execution Objectives and key results
- How much clarity on goal do we have in the industry? Here’s some data for you
- Objective: Statement of a broad goal, usually qualitative in nature KR: A statement that measure achievement of a given objective
- 2014 @DavidSacks, Uber investor, tweeted a napkin sketch of the Uber strategy
- Also say that they lead to autonomy for the teams on deciding what to build to achieve the goal. And they provide purpose, two of the 3 items that are at the base of motivated teams, as per “Drive” by Daniel Pink
- Once you have your goal properly set up it’s time to figure out how to achieve those goals. What should be part of the inception?
- I just want to say here: involve early the key players in all your decisions. They should be part of your inception
- Identify your user personas. Keep them simple Consider putting faces https://generated.photos/
- Review content and format
- Review content and format
- Helps contain the scope creep, avoiding building features just because they’re cool Helps reducing the overengineering of the solution
- From analytics, user testing, market research in general
- Championed by Jeff Patton. The story mapping process starts out by listing the key capabilities and features that will make up the product along the top of the map and then showing a prioritized list of user stories underneath each capability
- Championed by Jeff Patton. The story mapping process starts out by listing the key capabilities and features that will make up the product along the top of the map and then showing a prioritized list of user stories underneath each capability
- Fore distributed teams I’ve used StoriesOnBoard, integrated with Jira Go horizontal first, then vertical. When you define milestones ask: is this the minimum valuable thing? Also you might want to prioritise first the work with the highest risk
- Fore distributed teams I’ve used StoriesOnBoard, integrated with Jira
- Main takeaway: try to have your MVP as small as possible MVP is finding the best way to validate is this is an idea worth building It is not necessarily software
- How do we build at the right pace?
- Agile is against a fixed plan that doesn’t adjust when the reality proves it wrong. Agile is fond of planning, not of the plan Explain difference between Estimation and forecasting A forecasting is used to allow the team and business to make informed decisions It’s generated at the start of the product increment => high uncertainty But it will be reviewed every iteration/week, so the more you go into the work the more reliable it gets
- To be able to forecast you need some sort of sizing of your work. We know that sizing done as a team is more reliable (see Planning Poker) but it can be really time consuming with some many stories and a high level of uncertainty The solution is the affinity estimation technique. http://www.gettingagile.com/2008/07/04/affinity-estimating-a-how-to/ Input: all the stories out of the story mapping session Mention that when there is disagreement you put a dot on the card For distributed teams: you can use Trello or even Jira with a custom board Output: all the stories and milestones have a high level estimation fit for forecasting
- Fast: Sized 29 stories in 15 minutes Reliable: the relative sizing is respected and that is the most important thing
- With the outcome of the affinity estimation you are now able to build with a simple spreadsheet a burn up chart for all your milestones
- A good kick off helps to get the team started in the best possible way. It allows to save a lot of time in understanding how we work together
- Bruce Wayne Tuckman (November 24, 1938 – March 13, 2016) carried out research into the theory of group dynamics Professor of educational psychology at The Ohio State University
- How do we build at the right pace?
- Kanban can be appealing, but… We can’t really plan so we go with Kanban Scrum has too many meeting, so we are going with Scrum
- Small stories/Small milestones Managing expectations also allows you to not have to be in death marches, that hinder team happiness and quality of the product
- Kanban can be appealing, but… We can’t really plan so we go with Kanban Scrum has too many meeting, so we are going with Scrum
- Close the circle as quickly as possible (Early feedback)