When to use agile - Edapt ltd.

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The document introduces Agile and provides guidance on when it should be applied. It discusses that decisions should first consider whether a problem is simple, complicated, complex, or urgent. Complex problems that involve unknown unknowns are best suited for Agile, as the methodology accepts uncertainty and manages risks. For a software company like Edapt, new opportunities typically present complex problems, so Agile is recommended. The document also notes that with Agile, scope, time, and cost projections will always be uncertain and should focus on delivering high quality products with a great team.

Business

Applying Agile
An Introduction Workshop
Edapt Ltd.
As of 20/04/2018

A way of getting things
done
Edapt.nzAgile !3

Agile isn’t a cure all,
some things are best
done without Agile
Edapt.nzAgile !4

How do we ﬁgure out
when to apply it?
Edapt.nzAgile !5

What needs to be done?
First need to make a decision about characteristics of the opportunity
Edapt.nzAgile !6
https://hbr.org/2007/11/a-leaders-framework-for-decision-making

What needs to be done?
https://hbr.org/2007/11/a-leaders-framework-for-decision-making
Edapt.nzAgile !7
Simple
• Obvious - not a lot of change
expected
• Everyone agrees on the answer
• Known knowns
• e.g. Approve a loan
First need to make a decision about characteristics of the opportunity

What needs to be done?
Edapt.nzAgile !8
Urgent
• Stop the bleeding
• Taking action more important than
which action
• Unknowables
• e.g. A natural disaster or crisis
Simple
• Obvious - not a lot of change
expected
• Everyone agrees on the answer
• Known knowns
• e.g. Approve a loan
First need to make a decision about characteristics of the opportunity
https://hbr.org/2007/11/a-leaders-framework-for-decision-making

What needs to be done?
Complicated
• The whole = the sum of the parts
• At least one right answer exists
• Known unknowns
• e.g. Build a bridge
Edapt.nzAgile !9
Urgent
• Stop the bleeding
• Taking action more important than
which action
• Unknowables
• e.g. A natural disaster or crisis
Simple
• Obvious - not a lot of change
expected
• Everyone agrees on the answer
• Known knowns
• e.g. Approve a loan
First need to make a decision about characteristics of the opportunity
https://hbr.org/2007/11/a-leaders-framework-for-decision-making

What needs to be done?
Complicated
• The whole = the sum of the parts
• At least one right answer exists
• Known unknowns
• e.g. Build a bridge
Edapt.nzAgile !10
Complex
• The whole > the sum of the parts
• How to get an answer isn’t clear
• Unknown unknowns
• e.g. Take Facebook to +1 billion users
Urgent
• Stop the bleeding
• Taking action more important than
which action
• Unknowables
• e.g. A natural disaster or crisis
Simple
• Obvious - not a lot of change
expected
• Everyone agrees on the answer
• Known knowns
• e.g. Approve a loan
First need to make a decision about characteristics of the opportunity
https://hbr.org/2007/11/a-leaders-framework-for-decision-making

What needs to be done?
Complicated
• The whole = the sum of the parts
• At least one right answer exists
• Known unknowns
• e.g. Build a bridge
Edapt.nzAgile !11
Complex
• The whole > the sum of the parts
• How to get an answer isn’t clear
• Unknown unknowns
• e.g. Take Facebook to +1 billion users
Urgent
• Stop the bleeding
• Taking action more important than
which action
• Unknowables
• e.g. A natural disaster or crisis
Simple
• Obvious - not a lot of change
expected
• Everyone agrees on the answer
• Known knowns
• e.g. Approve a loan
First need to make a decision about characteristics of the opportunity
https://hbr.org/2007/11/a-leaders-framework-for-decision-making

What needs to be done?
Complicated
• The whole = the sum of the parts
• At least one right answer exists
• Known unknowns
• e.g. Build a bridge
Edapt.nzAgile !12
Complex
• The whole > the sum of the parts
• How to get an answer isn’t clear
• Unknown unknowns
• e.g. Take Facebook to +1 billion users
Urgent
• Stop the bleeding
• Taking action more important than
which action
• Unknowables
• e.g. A natural disaster or crisis
Simple
• Obvious - not a lot of change
expected
• Everyone agrees on the answer
• Known knowns
• e.g. Approve a loan
First need to make a decision about characteristics of the opportunity
Waterfall
https://hbr.org/2007/11/a-leaders-framework-for-decision-making

What needs to be done?
Complicated
• The whole = the sum of the parts
• At least one right answer exists
• Known unknowns
• e.g. Build a bridge
Edapt.nzAgile !13
Complex
• The whole > the sum of the parts
• How to get an answer isn’t clear
• Unknown unknowns
• e.g. Take Facebook to +1 billion users
Urgent
• Stop the bleeding
• Taking action more important than
which action
• Unknowables
• e.g. A natural disaster or crisis
Simple
• Obvious - not a lot of change
expected
• Everyone agrees on the answer
• Known knowns
• e.g. Approve a loan
First need to make a decision about characteristics of the opportunity
Agile Waterfall
https://hbr.org/2007/11/a-leaders-framework-for-decision-making

What needs to be done?
Complicated
• The whole = the sum of the parts
• At least one right answer exists
• Known unknowns
• e.g. Build a bridge
Edapt.nzAgile !14
Complex
• The whole > the sum of the parts
• How to get an answer isn’t clear
• Unknown unknowns
• e.g. Take Facebook to +1 billion users
Urgent
• Stop the bleeding
• Taking action more important than
which action
• Unknowables
• e.g. A natural disaster or crisis
Simple
• Obvious - not a lot of change
expected
• Everyone agrees on the answer
• Known knowns
• e.g. Approve a loan
First need to make a decision about characteristics of the opportunity
Waterfall
https://hbr.org/2007/11/a-leaders-framework-for-decision-making
Urgent means do something
A.S.A.P.
Waterfall v Agile decision is less important than the speed of a decision
Agile
ASAP

For Edapt,
Things done
=
New Software Opportunities
Edapt.nzAgile !15

For Edapt,
Things done
=
New Software Opportunities
=
Complex Opportunity
Edapt.nzAgile !16

For Edapt,
Things done
=
New Software Opportunities
=
Complex Opportunity
Therefore we use Agile
Edapt.nzAgile !17

TimeCost
“How much will it cost?” “How long will it take?”
Two Questions
Edapt.nzAgile !18

TimeCost
“How much will it cost?” “How long will it take?”
Can’t Possibly Know
Edapt.nzAgile !19

Can’t Possibly Know
Accept the Uncertainty
therefore
and
Manage the Risk
Edapt.nzAgile !20

Scope
Time
Cost
Great New
Software Product
Edapt.nzAgile !21
Great Team
Risk Risk Risk

Scope
Time
Cost
Great New
Software Product
Edapt.nzAgile !22
Great Team
Risk Risk Risk
That’s us!

Some Good Resources
• Russell Andrews - Agile Consultant
• https://www.linkedin.com/in/russell-andrews-771b0039/
• Cyneﬁn Framework:
• https://hbr.org/2007/11/a-leaders-framework-for-decision-making
• Also worth checking out is this intro video by the framework’s creator
David Snowden:
• http://cognitive-edge.com/videos/cyneﬁn-framework-introduction/
• Chamath Palihapitiya - “How we put Facebook on the path to 1 billion
users”:
• https://www.youtube.com/watch?v=raIUQP71SBU

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When to use agile - Edapt ltd.

1. Applying Agile An Introduction Workshop Edapt Ltd. As of 20/04/2018

2. What is Agile? Edapt.nzEdapt.nzAgile !2

3. A way of getting things done Edapt.nzAgile !3

4. Agile isn’t a cure all, some things are best done without Agile Edapt.nzAgile !4

5. How do we ﬁgure out when to apply it? Edapt.nzAgile !5

6. What needs to be done? First need to make a decision about characteristics of the opportunity Edapt.nzAgile !6 https://hbr.org/2007/11/a-leaders-framework-for-decision-making

7. What needs to be done? https://hbr.org/2007/11/a-leaders-framework-for-decision-making Edapt.nzAgile !7 Simple • Obvious - not a lot of change expected • Everyone agrees on the answer • Known knowns • e.g. Approve a loan First need to make a decision about characteristics of the opportunity

8. What needs to be done? Edapt.nzAgile !8 Urgent • Stop the bleeding • Taking action more important than which action • Unknowables • e.g. A natural disaster or crisis Simple • Obvious - not a lot of change expected • Everyone agrees on the answer • Known knowns • e.g. Approve a loan First need to make a decision about characteristics of the opportunity https://hbr.org/2007/11/a-leaders-framework-for-decision-making

9. What needs to be done? Complicated • The whole = the sum of the parts • At least one right answer exists • Known unknowns • e.g. Build a bridge Edapt.nzAgile !9 Urgent • Stop the bleeding • Taking action more important than which action • Unknowables • e.g. A natural disaster or crisis Simple • Obvious - not a lot of change expected • Everyone agrees on the answer • Known knowns • e.g. Approve a loan First need to make a decision about characteristics of the opportunity https://hbr.org/2007/11/a-leaders-framework-for-decision-making

10. What needs to be done? Complicated • The whole = the sum of the parts • At least one right answer exists • Known unknowns • e.g. Build a bridge Edapt.nzAgile !10 Complex • The whole > the sum of the parts • How to get an answer isn’t clear • Unknown unknowns • e.g. Take Facebook to +1 billion users Urgent • Stop the bleeding • Taking action more important than which action • Unknowables • e.g. A natural disaster or crisis Simple • Obvious - not a lot of change expected • Everyone agrees on the answer • Known knowns • e.g. Approve a loan First need to make a decision about characteristics of the opportunity https://hbr.org/2007/11/a-leaders-framework-for-decision-making

11. What needs to be done? Complicated • The whole = the sum of the parts • At least one right answer exists • Known unknowns • e.g. Build a bridge Edapt.nzAgile !11 Complex • The whole > the sum of the parts • How to get an answer isn’t clear • Unknown unknowns • e.g. Take Facebook to +1 billion users Urgent • Stop the bleeding • Taking action more important than which action • Unknowables • e.g. A natural disaster or crisis Simple • Obvious - not a lot of change expected • Everyone agrees on the answer • Known knowns • e.g. Approve a loan First need to make a decision about characteristics of the opportunity https://hbr.org/2007/11/a-leaders-framework-for-decision-making

12. What needs to be done? Complicated • The whole = the sum of the parts • At least one right answer exists • Known unknowns • e.g. Build a bridge Edapt.nzAgile !12 Complex • The whole > the sum of the parts • How to get an answer isn’t clear • Unknown unknowns • e.g. Take Facebook to +1 billion users Urgent • Stop the bleeding • Taking action more important than which action • Unknowables • e.g. A natural disaster or crisis Simple • Obvious - not a lot of change expected • Everyone agrees on the answer • Known knowns • e.g. Approve a loan First need to make a decision about characteristics of the opportunity Waterfall https://hbr.org/2007/11/a-leaders-framework-for-decision-making

13. What needs to be done? Complicated • The whole = the sum of the parts • At least one right answer exists • Known unknowns • e.g. Build a bridge Edapt.nzAgile !13 Complex • The whole > the sum of the parts • How to get an answer isn’t clear • Unknown unknowns • e.g. Take Facebook to +1 billion users Urgent • Stop the bleeding • Taking action more important than which action • Unknowables • e.g. A natural disaster or crisis Simple • Obvious - not a lot of change expected • Everyone agrees on the answer • Known knowns • e.g. Approve a loan First need to make a decision about characteristics of the opportunity Agile Waterfall https://hbr.org/2007/11/a-leaders-framework-for-decision-making

14. What needs to be done? Complicated • The whole = the sum of the parts • At least one right answer exists • Known unknowns • e.g. Build a bridge Edapt.nzAgile !14 Complex • The whole > the sum of the parts • How to get an answer isn’t clear • Unknown unknowns • e.g. Take Facebook to +1 billion users Urgent • Stop the bleeding • Taking action more important than which action • Unknowables • e.g. A natural disaster or crisis Simple • Obvious - not a lot of change expected • Everyone agrees on the answer • Known knowns • e.g. Approve a loan First need to make a decision about characteristics of the opportunity Waterfall https://hbr.org/2007/11/a-leaders-framework-for-decision-making Urgent means do something A.S.A.P. Waterfall v Agile decision is less important than the speed of a decision Agile ASAP

15. For Edapt, Things done = New Software Opportunities Edapt.nzAgile !15

16. For Edapt, Things done = New Software Opportunities = Complex Opportunity Edapt.nzAgile !16

17. For Edapt, Things done = New Software Opportunities = Complex Opportunity Therefore we use Agile Edapt.nzAgile !17

18. TimeCost “How much will it cost?” “How long will it take?” Two Questions Edapt.nzAgile !18

19. TimeCost “How much will it cost?” “How long will it take?” Can’t Possibly Know Edapt.nzAgile !19

20. Can’t Possibly Know Accept the Uncertainty therefore and Manage the Risk Edapt.nzAgile !20

21. Scope Time Cost Great New Software Product Edapt.nzAgile !21 Great Team Risk Risk Risk

22. Scope Time Cost Great New Software Product Edapt.nzAgile !22 Great Team Risk Risk Risk That’s us!

23. Some Good Resources • Russell Andrews - Agile Consultant • https://www.linkedin.com/in/russell-andrews-771b0039/ • Cyneﬁn Framework: • https://hbr.org/2007/11/a-leaders-framework-for-decision-making • Also worth checking out is this intro video by the framework’s creator David Snowden: • http://cognitive-edge.com/videos/cyneﬁn-framework-introduction/ • Chamath Palihapitiya - “How we put Facebook on the path to 1 billion users”: • https://www.youtube.com/watch?v=raIUQP71SBU

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