Selling lean development


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Paul Klipp's presentation concerning Selling Lean and Agile Development

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Selling lean development

  1. 1. Selling  Lean  and  Agile  Development  How  to  sell  the  idea  of  lean/agile  development  to  your  managers,  sales  team,  and  clients
  2. 2. Programmers
  3. 3. Testers
  4. 4. ScrumMasters/Coaches
  5. 5. Project  Managers
  6. 6. Sales  People
  7. 7. AgendaManagers TodaySales  Teams We will talk about how to sell lean and agile practices to:ClientsLean/Agile  Contracts In Addition If we have time, we’ll review types:
  8. 8. Project  Managers Project  Managers
  9. 9. Dissa=sfac=on  Driver  for  Change Understand the It Involves hours Most projects go PM’s life of meetings over budget
  10. 10. 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!
  11. 11. The  50,000  foot  viewThe primary role is facilitating continuous improvementLess up front planning, more ongoing planningLess reports, lots more talkingFewer long meetings, more short meetingsLess CYA, more collaborative problem-solving
  12. 12. Building  self-­‐directed  teamsChoose  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
  13. 13. Documenta=on rt a n expo ary I ca m d oc tor, nt sum er e th As a treatm ail to o nt m p atie ort to e ivers. s. rep reg 8 pt ca John
  14. 14. Daily  trackingStandup(mee+ng( Featurereleases
  15. 15. Meaningful,  Objec=ve  Tools 16
  16. 16. 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
  17. 17. Sales  People
  18. 18. 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
  19. 19. 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
  20. 20. Selling  Agile   Processes  to  ClientsSelling  Agile  and  Lean  Processes  to  Clients
  21. 21. 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
  22. 22. In  the  buyer’s  shoes
  23. 23. 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
  24. 24. Chaos  Report  -­‐  2000 64%  of  all  requested   features  are  a  waste   of  money  and   introduce  bugs
  25. 25. Con=nuous  Deployment  improves  quality      Doing  high  risk  and  high  priority  features  means  that  those  features  are  tested  much  more.
  26. 26. Agile  and  Lean  fix  QualityIf  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
  27. 27. Stop  when   you  like Release  as  Benefits  of   oRen  as  you  Con=nuous  or   want  toitera=ve Change  Deployment vendors  easily Control  scope
  28. 28. Sell  the  ExperienceThe  customer  is  the  master  of   Put  responsibility  in  the  hands  of   those  most  able  to  deliverbusiness  value Define  features  using  the  simplest  Planning method  that  is  responsible,   Define  classes  of  service  and  SLAsDevelopment Answer  ques8onsDemo Review,  reflect,  feedback
  29. 29. They  have  to  assume  that  you  know  what  youre  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.
  30. 30. In  a  high-­‐risk  service  businessYour  biggest  compe8tor  isnt  another  company  like  you
  31. 31. It’s  the  client’s  fear  that  none  of  you  are  any  good.
  32. 32. Therefore,  dont  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.
  33. 33. Your  prospect  is  overwhelmed  with  op=ons  and  details
  34. 34. Pick  one  thing  that  makes  you  stand  out  and  hammer  it   home
  35. 35. The  client  doesnt  want  the  best  possible  choice.  The  comple8on  can  be  be9er,  but  if  you  are  a  li9le  less  scary,  you  win.  Focus  on  elimina8ng  the  prospects  fears,  not  on  selling  your  superiority.
  36. 36. Tell  the  straight  truth  without  embellishment
  37. 37. If  you  can’t  explain  it  to  a  child,  you  can’t  sell  it
  38. 38. The  sale  starts  when  the  contract  is  signedIts  a  common  misconcep=on  that  when  the  contract  is  signed,  you  have  won.  The  client  chose  you  and  now  its  just  a  =t  for  tat  service  rela=onship.  The  client  didnt  chose  you  and  doesnt  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.  
  39. 39. Gra=tude,  gra=tude,  gra=tude.   You  cant  show  it  enough.
  40. 40. Your  clients  have  very  few  points  of  contact.ini8al  sales  call recep8onist contract  le9er planning   status  reports mee8ngsMake  every  point  of  contact  into  a  marke8ng  exercise.  Make  every  one  be9er,  and  then  make  them  be9er  again.
  41. 41. That’s  it!