Uploaded byUnai Roldán
Agile Budgeting (CAS2016)
The document discusses Agile budgeting, emphasizing a shift from cost-based to investment-based models to enhance efficiency and confidence between clients and vendors. It highlights the importance of stabilization in product teams, backlog refinement, and capacity allocation to foster adaptability in financial practices. The speaker, Unai Roldán, draws from over a decade of experience in IT and Agile transformations across various industries.
Agile Budgeting (CAS2016)
- 1. Agile Practice Agile Budgeting UnaiRoldán Agile Coach @unairoldan unai.roldan@gmail.com unairoldan
- 2. … Saket Bivalkar Guillermo Pérez ChemaGarcía Juanma Gómez Joao Barreiro Unai Roldán Maica Trinidad Jose María Blázquez Daniel Rodríguez Jordi Falguera Richard Trelleria Marc Florit José Sandoval Johnny Ordoñez ··· 2016 UST Global Inc. © Confidential and proprietary. Speaker Unai Roldán Arellano Agile Coach Enterprise Agile Coach passionate by new technologies and Agile management. LEAN & Management 3.0 believer and continuous improvement enthusiast to focus the organizations to an high level of efficiency. I have been in the IT business for 10+ years where I have deep experience leading enterprise software initiatives and software solutions for the Education, Energy & Utilities, Transport and Banking industries. I have participated in enterprise agile transformation engagements and I have 5+ years experience with Agile Methodologies like Scrum, Kanban, Extreme Programming (XP), etc. @unairoldan linkedin.com/in/unairoldan unai.roldan@gmail.com
- 3. 2016 UST GlobalInc. © Confidential and proprietary. …and we perform Agile transformations Speaker 3
- 4. 2016 UST GlobalInc. © Confidential and proprietary. Agile with Fix Price contact Agile Budgeting 4 Improved communication Stakeholders confidence Minimize feedback loops Delivery in cadence Management for changes of scope Three levels of Client-Vendor structure
- 5. 2016 UST GlobalInc. © Confidential and proprietary. Agile with Time & Materials contact Agile Budgeting 5 … Easy to validate hypothesis Product support Team stability Scope based mindset Terminate non-successful products Lack of Client-Vendor confidence
- 6. 2016 UST GlobalInc. © Confidential and proprietary. How we can change our budgeting model? Agile Budgeting 6 Amount of money that is estimated to be needed to meet certain costs
- 7. 2016 UST GlobalInc. © Confidential and proprietary. Agile Budgeting 7 “I didn't get no answers because I was asking the wrong questions” - Bob Sweeney
- 8. 2016 UST GlobalInc. © Confidential and proprietary. Why are we still thinking in a costs based model? Agile Budgeting 8 An amount that has to be paid or spent to buy or obtain a good or service
- 9. 2016 UST GlobalInc. © Confidential and proprietary. We need an investment based model Agile Budgeting 9 Simple Adaptable Investment for Products
- 10. 2016 UST GlobalInc. © Confidential and proprietary. Agile Budgeting 10 How we finance ourselves is a structural issue HR Risk Sales Product IT Legal Audit Finance Security Support Marketing Operation … …… … … … … …
- 11. 2016 UST GlobalInc. © Confidential and proprietary. Agile Budgeting 11 How we finance ourselves is, above all, a mindset issue HR Risk Security Support
- 12. 2016 UST GlobalInc. © Confidential and proprietary. Our Investment model (non value stream based structure) Agile Budgeting 12 a.k.a. Scaling organization
- 13. 2016 UST GlobalInc. © Confidential and proprietary. Agile Budgeting 13 Strategy based Investment Backlog Refinement & Prioritization ¿?
- 14. 2016 UST GlobalInc. © Confidential and proprietary. Agile Budgeting 14 Capacity allocation Cross-functional portfolio team Stable teams based on products Establish a portfolio cadence Capacity allocation € € Product N Product 2 Product … Product 1 Every 3 months
- 15. 2016 UST GlobalInc. © Confidential and proprietary. Agile Budgeting 15 Stable Product teams Iterations with fixed cost Easy cost allocation process Avoid bureaucratic issues Simple contractor management Three months “contract iterations” Easy to respond to market Contract-Relationship alignment Client-Vendor confidence Elastic teams Simple Adaptable
- 16. 2016 UST GlobalInc. © Confidential and proprietary. Agile Budgeting 16 Strategy based Investment Capacity allocation Backlog Refinement & Prioritization
- 17. 2016 UST GlobalInc. © Confidential and proprietary. Our Investment model (value stream based structure) Agile Budgeting 17 a.k.a. Descaling organization
- 18. 2016 UST GlobalInc. © Confidential and proprietary. Agile Budgeting 18 Digital Channels Support Marketing Marketing Core Business Operations
- 19. 2016 UST GlobalInc. © Confidential and proprietary. Agile Budgeting 19 Strategy based Investment Capacity allocation Backlog Refinement & Prioritization ROI measurement
- 20. 2016 UST GlobalInc. © Confidential and proprietary. “20 Agile Budgeting When a flower doesn’t bloom you fix the environment in which it grows, not the flower Alexander Der Heijer
- 21. 2016 UST GlobalInc. © Confidential and proprietary. Questions time 21 Inversion mindset instead of cost mentality Simple instead for Stakeholders Change your System! Not just your teams @unairoldan linkedin.com/in/unairoldan unai.roldan@gmail.com Feedback: https://confagilespain.typeform.com/to/MXPLJF
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