Deliver Double the Value in Half the Time

Being Agile vs Doing Agile
!
Deliver Double the Value in Half
the Time
David Hawks
@austinagile
Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary

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David Hawks
Agile Velocity
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Agile Coach
david@agilevelocity.com
Name
Role
Years of Agile
Experience
(if any)
Company
10 yrs
Email Address
(If you would like to receive periodic information about agile)

David Hawks
CEO of Agile Velocity
Agile Trainer and Coach
Agile Austin Board Member
(Education Chair)
@austinagile
austinagile.com (blog)
Deliver Innovative Products Faster

What is Agile?

Doing Agile

Being Agile
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable
software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the
customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference
to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and
trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team
is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its
behavior accordingly.

You are not Agile unless you are Learning

Agile is about Learning

Team learns…
Scope
!
PO learns…
Cost

Team learns…
How to implement,
Knowledge transfer
!
PO learns…
Team Commitment
Team learns…
Scope
!
PO learns…
Cost

Team learns…
Progress,
Risks,
Daily Plan
Team learns…
How to implement,
Knowledge transfer
!
PO learns…
Team Commitment
Team learns…
Scope
!
PO learns…
Cost

Stakeholders learn…
Implementation progress
!
PO/Team learn…
Feedback
Team learns…
Progress,
Risks,
Daily Plan
Team learns…
How to implement,
Knowledge transfer
!
PO learns…
Team Commitment
Team learns…
Scope
!
PO learns…
Cost

Stakeholders learn…
Implementation progress
!
PO/Team learn…
Feedback
Team learns…
How to be better
Team learns…
Progress,
Risks,
Daily Plan
Team learns…
How to implement,
Knowledge transfer
!
PO learns…
Team Commitment
Team learns…
Scope
!
PO learns…
Cost

Let’s assume we can get
100% of the value in
100% of the time today.
1V = 1T

Let’s assume we can get
100% of the value in
100% of the time today.
1V = 1T
By learning can we get
Double the Value in
Half the Time?
2V = .5T

Feature/function usage in the software industry
45%$
19%$
13%$
16%$
7%$
Never$
Rarely$
Some5mes$
O8en$
Always$
What causes us to build features
which are rarely or never used?
From: A Standish Group study

Problem #1
We make tough decisions
too early and lock them in
Image Credit: http://i.qkme.me/3unlv7.jpg

Defer Decisions to the
last Responsible Moment
x

x
z

Smartest Point??
x
z

SDmuamrtbeesstt PPooiinntt??
x
z

SDmuamrtbeesstt PPooiinntt??
x
z
Accelerate Learning

Problem #2
The team doesn’t have a Shared
Understanding of their purpose

We want to Shift the Process from a Requirements Delivery Process…
14

False Assumptions:
14

False Assumptions:
1. The customer knows what he wants
14

False Assumptions:
2. The developers know how to build it
14

False Assumptions:
2. The developers know how to build it
3. Nothing will change along the way
14

…To a Requirements Discovery Process
15

…To a Requirements Discovery Process
Reality:
1. The customer discovers what he wants
2. The developers discover how to build it
3. Many things change along the way 15

Technique to Learn
about Customer Needs
User Story Mapping

A
sample
story
map:
E-‐commerce
site

A
sample
story
map:
E-‐commerce
site
Search
by
keyword

A
sample
story
map:
E-‐commerce
site
Search
by
keyword View
description
&
photo

A
sample
story
map:
E-‐commerce
site
Search
by
keyword View
description
&
photo
Select
item
for
purchase

A
sample
story
map:
E-‐commerce
site
Search
by
keyword View
description
&
photo
Select
item
for
purchase
Enter
shipping
info

A
sample
story
map:
E-‐commerce
site
Search
by
keyword View
description
&
photo
Pay
by
credit
card
Select
item
for
purchase
Enter
shipping
info

A
sample
story
map:
E-‐commerce
site
Search
by
keyword View
description
&
photo
Pay
by
credit
card
Select
item
for
purchase
Enter
shipping
info
Search
products
Shopping
cart
Create
account
Pay
&
Ship
Compare
products

A
sample
story
map:
E-‐commerce
site
Search
products
Search
by
keyword View
description
&
photo
Filter
by
price
Pay
by
credit
card
Select
item
for
purchase
Enter
shipping
info
Filter
by
brand
Clear
search
criteria
Shopping
cart
Create
account
Pay
&
Ship
Compare
products

A
sample
story
map:
E-‐commerce
site
Search
products
Search
by
keyword View
description
&
photo
Filter
by
price
Pay
by
credit
card
Select
item
for
purchase
Enter
shipping
info
Filter
by
brand
Clear
search
criteria
Shopping
cart
Create
account
Pay
&
Ship
Compare
products
Read
product
reviews
Detailed
product
specs

A
sample
story
map:
E-‐commerce
site
Search
products
Search
by
keyword View
description
&
photo
Filter
by
price
Pay
by
credit
card
Select
item
for
purchase
Enter
shipping
info
Filter
by
brand
Clear
search
criteria
Shopping
cart
Create
account
Pay
&
Ship
Compare
products
Read
product
reviews
Detailed
product
specs
Select
multiple
items
for
purchase
Remove
from
cart
Modify
item
quantity
Estimate
total
w/
tax
shipping

A
sample
story
map:
E-‐commerce
site
Search
products
Search
by
keyword View
description
&
photo
Filter
by
price
Pay
by
credit
card
Select
item
for
purchase
Enter
shipping
info
Filter
by
brand
Clear
search
criteria
Shopping
cart
Create
account
Pay
&
Ship
Compare
products
Select
multiple
items
for
purchase
Read
product
reviews Update
Detailed
product
specs
profile
Order
status
View
open
orders
Confirm
payment
&
shipping
info
Remove
from
cart
Modify
item
quantity
Estimate
total
w/
tax
shipping

A
sample
story
map:
E-‐commerce
site
Search
products
Search
by
keyword View
description
&
photo
Filter
by
price
Pay
by
credit
card
Select
item
for
purchase
Enter
shipping
info
Filter
by
brand
Decreasing
priority
Clear
search
criteria
Shopping
cart
Create
account
Pay
&
Ship
Compare
products
Select
multiple
items
for
purchase
Read
product
reviews Update
Detailed
product
specs
profile
Order
status
View
open
orders
Confirm
payment
&
shipping
info
Remove
from
cart
Modify
item
quantity
Estimate
total
w/
tax
shipping

A
sample
story
map:
E-‐commerce
site
Search
products
Search
by
keyword View
description
&
photo
Filter
by
price
Pay
by
credit
card
Select
item
for
purchase
Enter
shipping
info
Filter
by
brand
Decreasing
priority
Clear
search
criteria
Shopping
cart
Create
account
Pay
&
Ship
Compare
products
Read
product
reviews
Detailed
product
specs
Facebook
for
login
Search
by
SKU
Persist
payment
info
Zoom
on
photos
Product-‐
specific
filters Side
by
side
comparison
Pay
by
PayPal
Update
profile
Order
status
View
open
orders
Confirm
payment
&
shipping
info
Select
multiple
items
for
purchase
Remove
from
cart
Modify
item
quantity
Estimate
total
w/
tax
shipping

A
sample
story
map:
E-‐commerce
site
Search
by
keyword View
description
&
photo
Filter
by
price
Pay
by
credit
card
Select
item
for
purchase
Enter
shipping
info
Filter
by
brand
Decreasing
priority
Clear
search
criteria
Select
multiple
items
for
purchase
Modify
item
quantity
MVP
1
above
this
line
Search
products
Shopping
cart
Create
account
Pay
&
Ship
Compare
products
Read
product
reviews
Detailed
product
specs
Facebook
for
login
Search
by
SKU
Persist
payment
info
Zoom
on
photos
Product-‐
specific
filters Side
by
side
comparison
Pay
by
PayPal
Update
profile
Order
status
View
open
orders
Confirm
payment
&
shipping
info
Remove
from
cart
Estimate
total
w/
tax
shipping

Problem #3
Long/ No Feedback or Validation Cycles
http://www.skinit.com/assets/catalog/jumbo_shot/jumbo_shot57479340.jpg

Validated Learning
Learn Build
Minimize time
thru the loop
Measure
Lean Startup/ Lean UX

Validated Learning
Learn Build
Minimize time
thru the loop
Measure
1) What do we
need to
learn?

Validated Learning
Learn Build
Minimize time
thru the loop
Measure
1) What do we
need to
learn?
2) How can we measure it?

Validated Learning
Learn Build
Minimize time
thru the loop
Measure
1) What do we
need to
learn?
3) What is the
simplest thing
to build to
measure it?
2) How can we measure it?
(MVP)

45%$
7%$
19%$
13%$
16%$
Never$
Rarely$
Some5mes$
O8en$
Always$
Assume the team was working in value order,
when would you release this product?
What would be the benefit of releasing early?

If we don’t waste time:
!
• Building the wrong features
• Building low value features
• Over-engineering features (due
to lack of clarity)

If we don’t waste time:
!
• Building the wrong features
• Building low value features
• Over-engineering features (due
to lack of clarity)
We Could Deliver 80% of
the Value in 20% of the time
.8V = .2T
or
2V = .5T

What keeps us from delivering
products faster?
http://www.captivations.com.au/wp-content/uploads/2013/03/Fast-delivery.jpg

Problem #4
Drowning in a Sea of Opportunity

Lots of WIP slows things down
Working
on many
items in
parallel
10 20 30 40

Lots of WIP slows things down
Working
on many
items in
parallel
Working
on items
one at a
time
10 20 30 40

Little’s Law
WIP
Throughput
= Avg. Cycle
Time

Problem #5
Not Getting to Done
Image Credit: http://files.smashingmagazine.com/wallpapers/april-13/images/its_not_done_until_it_ships__15.png

Illusion of Progress
Requirements
Design
Development
Test
Release

Illusion of Progress
Requirements
Design
Development
Test
Release
80% done??

Working Software is your primary
Measure of Progress
Sprint 1
Requirements
Design
Development
Test
Sprint 2
Requirements
Design
Development
Test
Sprint 3
Requirements
Design
Development
Test
Sprint 4
Requirements
Design
Development
Test
Potentially Shippable Product Increment

Impact of Change
Working on
many items in
parallel

Impact of Change
Working on
many items in
parallel Highest Value

Impact of Change
Working on
many items in
parallel
Working on
items in value
order Highest Value

Solution
Stop Starting, Start Finishing

Problem #6
Everything is Important
Image Credit: http://d.wildapricot.net/images/newsblog/bigstock-important-very-high-priority-i-46052392.jpg?sfvrsn=0

How we Normally
Assign Work
Alex
Carter
James
Camryn
Janet
Will

How we Normally
Assign Work
Alex
Project 1 Carter
James
Camryn
Janet
Will

How we Normally
Assign Work
Project 1
Project 2
Alex
Carter
James
Camryn
Janet
Will

How we Normally
Assign Work
Project 1
Project 2
Project 3
Alex
Carter
James
Camryn
Janet
Will

How we Normally
Assign Work
Project 1
Project 2
Project 3
Alex
Carter
James
Camryn
Janet
Will
All High Priority
How does Alex decide what to work on next?

How we should
prioritize work in Agile
Alex
Carter
James
Camryn
Janet
Will
Agile Team
Prioritized
Team Backlog

How we should
Alex
Project 1 Carter
James
Camryn
Janet
Will
Agile Team
Prioritized
Team Backlog

How we should
Project 1
Project 2
Alex
Carter
James
Camryn
Janet
Will
Agile Team
Prioritized
Team Backlog

How we should
Project 1
Project 2
Project 3
Alex
Carter
James
Camryn
Janet
Will
Agile Team
Prioritized
Team Backlog

What can you change so your
product can deliver value faster?

If we don’t lose focus working:
!
• On too many items at once
• In silos instead of swarming
• On the wrong things first

If we don’t lose focus working:
!
• On too many items at once
• In silos instead of swarming
• On the wrong things first
We Could Deliver 100% of
the Value in 25% of the time
V = .25T
or
2V = .5T

Deliver Double the Value in Half the Time

Deliver Double the Value in Half the Time

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