The document discusses how to sell lean and agile development practices to various stakeholders. It covers selling to project managers by highlighting benefits like more structure, faster reporting, and less time spent on non-value adding activities. For sales teams, it stresses focusing on quality and the client experience to eliminate fears. When selling to clients, key points are that agile leads to lower maintenance costs, flexibility, and quality through continuous deployment.

1. Selling
Lean
and
Agile
Development
How
to
sell
the
idea
of
lean/
agile
development
to
your
managers,
sales
team,
and
clients

2. Programmers

3. Testers

4. ScrumMasters/Coaches

5. Project
Managers

6. Sales
People

7. Agenda
Managers
Today
Sales
Teams We will talk about how to sell lean
and agile practices to:
Clients
Lean/Agile
Contracts In Addition
If we have time, we’ll review types:

8. Project
Managers
Project
Managers

10. Dissa=sfac=on
Driver
for
Change
Understand the It Involves hours Most projects go
PM’s life of meetings over budget

11. What
can
lean/agile
offer
a
project
manager?
Fast and accurate The opportunity to spend
reporting! their days doing more !
More structure!
value-adding activities"
Shared responsibility Better relationships with Less time spent
for success! co-workers and clients! in CYA activities!

12. The
50,000
foot
view
The primary role is facilitating continuous improvement
Less up front planning, more ongoing planning
Less reports, lots more talking
Fewer long meetings, more short meetings
Less CYA, more collaborative problem-solving

13. Building
self-­‐directed
teams
Choose
the
right
Help
them
to
Give
them
And
you
get:
people understand
the
space,
8me,
and
a
mo8vated
business
structure team
that
problem produces
be9er
quality,
faster

14. Documenta=on
rt a
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15. Daily
tracking
Standup(mee+ng( Feature'releases'

16. Meaningful,
Objec=ve
Tools
16

17. How
to
Start?
1 Map the value chain and identify Classes of Service
2 Create a visual kanban board
3 Set initial WIP limits (with team and stakeholders)
4 Schedule daily meetings / look for bottlenecks
5 Reflect and adapt using objective measures

18. Sales
People

19. Key
points
to
stress
1 The
benefits
of
lean
and
agile
are
easy
to
understand
2 Happy
clients
lead
to
repeat
business
and
referrals
Experienced
buyers
know
the
cost
of
poor
quality
and
3
inexperienced
buyers
fear
it.
Quality
is
an
easy
sell.
4 You
can
use
the
experience
as
a
differen@a@ng
factor

20. The
life
of
a
soRware
salesperson
Selling
the
intangible
is
just
selling
promises
Salespeople
may
have
stats
on
past
projects,
but
the
key
selling
points
are
oKen
difficult
to
describe
There
is
a
strong
tempta@on
to
oversell,
leading
to
client
dissa@sfac@on
and
low
return
business
and
no
referral
business

21. Selling
Agile
Processes
to
Clients
Selling
Agile
and
Lean
Processes
to
Clients

22. Key
Points
to
Stress
1 High quality process leads to far lower maintenance costs
2 The client remains in control of the project
3 The client has an enormous degree of flexibility
4 Lean and Agile processes produce lower cost software
5 Considerable insight into the process

23. In
the
buyer’s
shoes

25. Why
does
soRware
suck?
On
average,
professional
coders
make
100-­‐150
errors
in
every
1000
lines
of
code
-­‐
Carnegie
Mellon
study
The
best
way
to
reduce
errors
and
lower
cost
is
to
write
less
code
-­‐
Boehm,
1988

26. Chaos
Report
-­‐
2000
64%
of
all
requested
features
are
a
waste
of
money
and
introduce
bugs

27. Con=nuous
Deployment
improves
quality
Doing
high
risk
and
high
priority
features
means
that
those
features
are
tested
much
more.

28. Agile
and
Lean
fix
Quality
If
the
triple
constraints
are
@me/cost,
features/scope,
and
quality
then:
Sc
Sc
e
– Fixed
=me
and
scope
op
op
Tim
project
must
let
e
e
quality
slip
because
there
is
always
risk
– Lean
and
Agile
processes
fix
quality
Quality
at
the
expense
of
either
=me
or
scope

29. Stop
when
you
like
Release
as
Benefits
of
oRen
as
you
Con=nuous
or
want
to
itera=ve Change
Deployment vendors
easily
Control
scope

30. Sell
the
Experience
The
customer
is
the
master
of
Put
responsibility
in
the
hands
of
those
most
able
to
deliver
business
value
Define
features
using
the
simplest
Planning method
that
is
responsible,
Define
classes
of
service
and
SLAs
Development Answer
ques8ons
Demo Review,
reflect,
feedback

31. They
have
to
assume
that
you
know
what
you're
talking
about
and
they
do.
They
are
not
expec8ng
you
to
prove
that
you
know
how
to
build
soQware,
They
are
expec=ng
you
to
understand
and
value
them.

32. In
a
high-­‐risk
service
business
Your
biggest
compe8tor
isn't
another
company
like
you

33. It’s
the
client’s
fear
that
none
of
you
are
any
good.

34. Therefore,
don't
cri=cize
the
compe==on,
or
the
client
may
give
up
on
all
of
you
and
find
a
different
way
to
sa=sfy
his
need.

35. Your
prospect
is
overwhelmed
with
op=ons
and
details

36. Pick
one
thing
that
makes
you
stand
out
and
hammer
it
home

37. The
client
doesn't
want
the
best
possible
choice.
The
comple8on
can
be
be9er,
but
if
you
are
a
li9le
less
scary,
you
win.
Focus
on
elimina8ng
the
prospect's
fears,
not
on
selling
your
superiority.

38. Tell
the
straight
truth
without
embellishment

39. If
you
can’t
explain
it
to
a
child,
you
can’t
sell
it

40. The
sale
starts
when
the
contract
is
signed
It's
a
common
misconcep=on
that
when
the
contract
is
signed,
you
have
won.
The
client
chose
you
and
now
it's
just
a
=t
for
tat
service
rela=onship.
The
client
didn't
chose
you
and
doesn't
trust
you
yet.
Your
new
client
just
did
you
a
huge
favor
by
taking
a
giant
risk
and
giving
you
a
chance
to
earn
his
trust.

41. Gra=tude,
gra=tude,
gra=tude.
You
can't
show
it
enough.

42. Your
clients
have
very
few
points
of
contact.
ini8al
sales
call recep8onist contract
le9er planning
status
reports
mee8ngs
Make
every
point
of
contact
into
a
marke8ng
exercise.
Make
every
one
be9er,
and
then
make
them
be9er
again.

43. That’s
it!