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Presented on May 3, 2012 for InnoTech Oregon. All rights reserved.
Citation preview
5/7/2012
1
Agile-To Infinity and Beyond and So Much More Than Just Agile Software
Agile is a tool that is most often associated with the software process but like Buzz Lightyear in the movie Toy
Story it can be applied to so much more. This talk will review some of the foundations of the agile process and
look at the transformational adaptations of the agile framework. The talk will give examples of other applications
and will explore some of the latest applications.a d e p o e so e o t e atest app cat o s
Agile-To Infinity and Beyond and So Much More Than Just Agile Software
David SmithCEO HBMGInc.dsmith@HBMGINC.comlinkedin.com/in/davidsmithaustin
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
2
Outline
1. Review Agile
2 What we have learned2. What we have learned
3. Transformation
4. So What
Delivering business value is hard…
“Of the work executed: “Many (possibly most) organizations lose as much as 45% of their total revenues due to costs associatedrevenues due to costs associated with low quality”– Six Sigma
“Some 75 percent of most large-scale J2EE projects fail by missing both time and budget projections …”– Mark Driver, Gartner
“64% of features actually delivered are either rarely or never used” – Jim Johnson, Standish Group
4
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
3
Why?
Technological innovation is now the most important driver for competitive successp– Many firms earn over one-third of sales on products developed
within last five years
Product life cycles ( time between product introduction to market and its withdrawal)– Software 4-12 months
Copyright, 2011 © HBMG, Inc.
– Computer hardware 12-24 months
– Large home appliances 18-36 months
Business, Knowledge, and Innovation Landscape
• Typically 80% of the key knowledge (and value) is held
by 20% of the people – we need to get it to the right y p p g g
people
• Only 20% of the knowledge in an organization is
typically used (the rest being undiscovered or under-
utilized)
• 80-90% of the products and services today will be80 90% of the products and services today will be
obsolete in 10 years – companies need to innovate &
invent faster
Copyright 2012@ HBMG Inc.
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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Definitions
The term agile can be defined as1) marked by ready ability to move with quick easy grace or1) marked by ready ability to move with quick easy grace, or
2) having a quick resourceful and adaptable character (Merriam-Webster 2002
3) Latin word agilis, which means “easily moved, light, nimble, active”.
Brief History of Development Methodologies
MethodologiesRUP (Rational)
AGILE e.g. XP(Kent Beck)
Incremental, user
WATERFALL (Royce)
Requirements, designimplementation, verification & maintenance
V-MODEL (Anon)
Aligns testing toWaterfall development
SPIRAL MODEL (Barry Boehm)
Iterative
RAD(James Martin)
Prototyping, iterative, time-boxed, user driven
Object oriented, iterative, time-boxed, user driven
driven, low process
Spiral Model
RAD
RUP
8
maintenance
1960 85 9119801970
development
98 99
Waterfall V-Model
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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The Agile Manifesto (2001)
• Not an “ideal” way - this comes from real experience
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
– Individuals and interactions over processes and tools
– Working software over comprehensive documentation
– Customer collaboration over contract negotiation
– Responding to change over following a plan
http://agilemanifesto.org
The Agile Manifesto–a statement of values
Agile Practice favors:
Process and toolsProcess and toolsIndividuals and
i t tiIndividuals and
i t tiover Process and toolsProcess and tools
interactionsinteractionsover
Comprehensive documentationComprehensive documentation
Working ProductWorking Product over
Contract negotiationContract negotiationCustomer
collaborationCustomer
collaborationover
Following a planFollowing a planResponding to
changeResponding to
changeover
collaborationcollaboration
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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What is Agile Software Development?
• Easily moved, light, nimble, active software processes
• Fitting the process to the project
• Avoidance of things that waste time
Agile Methods
Several methods that are often cited to be agile, e.g., – Extreme Programming– Crystal Family– Open SourceOpen Source– Adaptive Software Development (ASD)– SCRUM– Feature Driven Development (FDD)– Dynamic System Development Method (DSDM)
In addition, e.g., Rational Unified Process (RUP) and Capability Maturity Model (CMM) can be evaluated from Agile Manifesto point of view
F th i ti ft d l th i th dFurther, organisations often develop their own methods, or modify existing methods to better suit their objectives– These are called local method development or in-house methods
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Copyright HBMG Inc. 2012
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Characteristics of an Agile Process
• Empirical (relies on observation and experience)• Lightweight
Ad ti• Adaptive• Fast – but never hurried• Exposes wastefulness• Customer-centric• Pushes decision making to lower levels• Fosters trust, honesty and courage• Encourages self-organization
The Big Paradigm Shift
We’re used to Agile Wants
Time Lines We’re done when it’s done.
Project Managers Disciplined self managing teams.
Fixed Budgets Assumed change means no fixed cost.
Predictable, all at once deliverables Incremental deliverables driven by value and constant learning.
Multiple matrixed units in multiple Co-location – one team.u t p e at ed u ts u t p elocations make up team
Co ocat o o e tea
Communication by Document Information Radiators.
Customer is removed Customer is part of team.
Certain Knowledge Action
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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Agile Project Management
Can wrap around most existing practices– But most effective when the practices are also Agile
Supports Iterative and incremental developmentSupports Iterative and incremental development
Uses Inspect/Adapt principles– For project planning (daily/iteration/release)
– To ensure highest customer value
Tracks time remaining only– Does not track
People Accuracy of estimates Task dependencies• People. Accuracy of estimates. Task dependencies
Example methodologies: Scrum, Crystal
The Scrum Framework
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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Agile Engineering
Essential Practices– Regular refactoring (many times daily)
• This produces well componentized designs clear APIs and clean• This produces well-componentized designs, clear APIs and clean code without duplications
– Frequent check ins (many times daily)
– Unit Testing
• Leading to Test Driven Development (TDD)
– Continuous Build and Integration
• Running automated tests on each buildRunning automated tests on each build
– Just-in-time code reviews (e.g. pair programming)
Example methodologies: XP, Agile Modeling
Agile - XP
The ValuesCommunicationSimplicityFeedbackCourageRespect
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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Agile Testing
Early involvement– An Agile project begins when testers convert high-level
requirements into testable specifications.q p
Work as part of the development team– The testers work with the developers to pick unit test and
acceptance test frameworks, and to test the software in parallel with development. This requires a shift in thinking.
Automate everything– (wherever possible)
Test early, test often– Never leave the testing until the end
Customer R i t Project
Customer requirements
Iteration Requirements Management
Project ManagementEstimated CR
plan
Testing scenarios
Design
EstimationsCommunication
Project planning
scenarios
Code
Test
Test-before-code
Coding standard
software product
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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The Agile Customer
“Customer’ is a role, not a person– Also known as Product Manager, Product Owner
– Proxy for the entire customer group
R ibl f th R l PlResponsible for the Release PlanResponsible for managing the Product BacklogDetermines business value & priority on a regular
basisProvides information to development team for
estimation purposesW k ith t t t d l t t blWorks with testers to produce clear, testable user
stories for each iterationInspects software regularly (e.g. runs acceptance
tests) and provides feedback to the development team
Ericsson Approach
Objectory Process
Late ’60s
‘87 –’96
40 years of process* development
CMM
* Process, Method, Methodology, whatever...
The Unified Process
Objectory Process
IBM RUP
‘96 –’00
Agile Manifesto
XP, SCRUM & “Lightweight
Methods”
‘01 –’06
Everyone's Agile
CMMI
SW-CMM
XX-CMM
The Rise of Practices ?‘07 –> ?
Everyone's AgileEssUP
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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Adoption Detractors
• Inconsistent and diverse definitions• Lack of theoretical grounding• Different way of thinking
– Role changes– Situational customization
• Solid people skills required• Short iterations inhibit long-term
perspective• Risks
– Harder to manage feature creep and customer expectations
– Difficult to quantify cost, time, quality.
Outline
1. Review Agile
2. What we have learned
3. Transformation
4. So What
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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What have we learn? They’re hard to learn…
You can get knowledge from books . . .….or from a web-site.
Agile vs. Plan Driven Processes
1. Small products and teams; scalability limited
1. Large products and teams; hard to scale downlimited
2. Untested on safety-critical products
3. Good for dynamic, but expensive for stable environments.
4. Require experienced Agile personnel
down2. Handles highly critical
products; hard to scale down
3. Good for stable, but expensive for dynamic environments
4. Require experienced g e pe so ethroughout
5. Personnel thrive on freedom and chaos
equ e e pe e cedpersonnel only at start if stable environment
5. Personnel thrive on structure and order
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Copyright HBMG Inc. 2012
5/7/2012
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Eras of evolution
There are 100’s of so-called practices…
Risk-DrivenIterative
Development
Test-DrivenDevelopment
Business Modeling
Scrum Product-Line Engineering
Systems Engineering
Development
Use-CaseDriven
Development
Robustness Analysis
Aspect Orientation
Retro-spectives
Business ProcessRe-Engineering
Pair Programming
…but are really all the same kind of thing?
Use-CaseModeling
User StoriesPSP SOA Prince2 ProgramManagement
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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EssUP Practices
Practices are ’end-to-end’ aspects of process
Practices cross-cut the traditional software engineering disciplines
Use Case
Product
Architecture
$
Component
Iteration
Process ModelingTeam
Self Adaptive Process
Changes over time
Alters itself to the task at hand
• Starts off with a problem that can be improved as a project continues
• Should adapt to the • Should adapt to the team that uses it as well as the problem
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Copyright HBMG Inc. 2012
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1. Review Agile
2. What we have learned
3. Transformation
4. So What
• During the 1990s, management commentators such as Peter Senge were pursuing learning organizations, systems thinking and dynamicorganizations, systems thinking and dynamic business as the new orthodoxy in organizational studies (Senge, 1990)
• General Motors, for example tried to become a ‘boundary less organization’, characterized by fluid boundaries between hierarchies and units, between inside and outside, and across ,different geographic locations.
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Copyright HBMG Inc. 2012
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Traditional Approach to Business Operations
• Vertical structure that focuses only on own area
• Areas that carry out similar tasks tend to have• Areas that carry out similar tasks tend to have their own distinct set of procedures
• Often different areas have their own terminology for what is in effect the same thing
• Vital information is often stored locally and not available centrally
• Communications between different areas canCommunications between different areas can be patchy
Problems with Traditional Approach
• Over time processes tend to become overly complex
• Flexibility and mobility is difficult• Flexibility and mobility is difficult
• Often there is duplication of work and information
• Can lead to poor customer service and customer relationships
• Plethora of IT Systems doing similar work– Growing maintenance bill
– Not best use of resources
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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Approach to Change
Models to introduce change into the organisation– Incremental approachpp– Step change– Thin threads
Scope of change island or wholesale
Prerequisites for changeBlockers & enablers - timing
K i fl– Key influencers– Other changes– Disasters
What to change – Best Practices
Collaborative working
Iterative projects
Most Useful
Iterative projects
Visual Modelling
Risk based prioritisation
Requirements Management
Change Management
Configuration Management
Tools
Traceability
36Least Useful
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Copyright HBMG Inc. 2012
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Agile organizations
• Agile organizations are ‘hyper strategic’, tackling challenges wrought by turbulenttackling challenges wrought by turbulent external environments, while also preparing for future changes that are not yet apparent
• They move through an agility cycle, seeking out and interpreting information to inform short, medium and long term decision making and action.action.
In practice, agility features the following four characteristics:
• Short term frontline responsiveness
• Strategic adaptation• Strategic adaptation
• Outcomes focus
• Preventing or reducing problems before they arise.
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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AGILITY CYCLE
futureenvironments emerging
trends andissueshape issue
opportunities to
shape scanandforecast
Sensed
AGILITYCYCLE
opportunities totranslate informationinto actionablesolutions and products
Innovationopportunitiesand risks
and designrespond
1. Review Agile
2. What we have learned
3. Transformation
4. So What
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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How the World Has Changed
• Most businesses are global at launch• Businesses are increasingly real time• Convergence has become a way of life• Science, product development, and product
cycles are compressing• The source of value has shifted for
manufacturing• Competencies, future capabilities, and “ultraCompetencies, future capabilities, and ultra
tech” are the prime driver• The traditional value chain is forever dead
Imagine…each time we ordered a meal at our favorite restaurant, the owners went outfavorite restaurant, the owners went out shopping for the ingredients to cook.
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Copyright HBMG Inc. 2012
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But don’t go too far
I’ve got all this guidance but it g
doesn’t help me
Structure – Skunk Works
Lockhead Martin needed to develop secret projects, outside formal controloutside formal control
Formed in June 1943 –Burbank CA
14 rules to ensure efficiency – similar to XP principles
Now seen as technique for
44
Now seen as technique for introducing change – but …
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Copyright HBMG Inc. 2012
5/7/2012
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KELLY'S 14 RULES
Kelly’s rules got their start on the XP-80 project in 1943, but it wasn’t until the early 1950’s that they
were formalized and set in place as the Skunk Works’ rules of operation.
1. The Skunk Works manager must be delegated practically complete control of his program in all aspects. He should report to a division president or higher.
2. Strong but small project offices must be provided both by the military and industry.
3. The number of people having any connection with the project must be restricted in an almost vicious manner. Use a small number of good people (10% to 25% compared to the so-called normal systems)systems).
4. A very simple drawing and drawing release system with great flexibility for making changes must be provided.
5. There must be a minimum number of reports required, but important work must be recorded thoroughly.
KELLY'S 14 RULES
• 6 There must be a monthly cost review covering not only what has been spent and
committed but also projected costs to the conclusion of the program. Don't havecommitted but also projected costs to the conclusion of the program. Don t have
the books ninety days late and don't surprise the customer with sudden overruns.
7. The contractor must be delegated and must assume more than normal
responsibility to get good vendor bids for subcontract on the project. Commercial
bid procedures are very often better than military ones.
8. The inspection system as currently used by the Skunk Works, which has been
approved by both the Air Force and Navy, meets the intent of existing military
requirements and should be used on new projects. Push more basic inspection
responsibility back to subcontractors and vendors. Don't duplicate so much
inspection.
9. The contractor must be delegated the authority to test his final product in flight.
He can and must test it in the initial stages. If he doesn't, he rapidly loses his
competency to design other vehicles.
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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KELLY'S 14 RULES
10. The specifications applying to the hardware must be agreed to well in advance of contracting. The Skunk Works practice of having a specification section stating clearly which important military specification items will not knowingly be complied
ith d th f i hi hl d dwith and reasons therefore is highly recommended.
11. Funding a program must be timely so that the contractor doesn't have to keep running to the bank to support government projects.
12. There must be mutual trust between the military project organization and the contractor with very close cooperation and liaison on a day-to-day basis. This cuts down misunderstanding and correspondence to an absolute minimum.
13. Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures.
14. Because only a few people will be used in engineering and most other areas, ways must be provided to reward good performance by pay not based on the number of personnel supervised.
The Open Economy
• New business models based on collaboration, co-creation & sharing
• Transparency as a normal practice
• Conversations (two way communication)
• Open interfaces to partners, vendors, suppliers customerssuppliers, customers
• Common technology and business standards
• Service and Experience Mentality
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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www.ccplace.con
Forces that drive the practices used…
• Stakeholder relationships
• Stakeholder access
Number of requirements• Number of requirements
• Number of usage scenarios
• Novelty of the system
• Legal requirements
• Business domain
• Severity of errors (safety criticalness)Severity of errors (safety criticalness)
• Team distribution and communication
Select practices based on the nature of the problem not the nature of the process.
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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A.I. Deep Search Intelligent Agents
Weak Signals
Inference Engines
XML
Knowledge Networks
Intelligent Marketplaces Group
Intelligence
Enterprise MindsSemantic Web
K l d
Reed’s -Self Formation io
nal
Virtual Worlds
Evolving—Self Forming
XML
Ontologies
Taxonomics
Knowledge Bases
Knowledge Management
Life Casting
Life LogsGroup Minds
Emergent Groups
Market Places
Search Engines
Content PortalsWebsites
Enterprise Portals
Mobile Technologies
Auctions
Wikis WeBlogs
SocialSOCIAL MEDIA
Knowledge MetawebDigital World
f C
onne
ctiv
ity —
Info
rmat
i
Massive Multiplayer
Games
Databases
File Servers
Websites
Groupware
PIMs
P2P File Sharing IM
Social Networks
Community Portals
SOCIAL MEDIAPeopleWEB
Information
Speed of Connectivity — Social
Spe
ed o
f
Source: David Smith
Phone Calls
Conference Calls
Computer Conferencing
Copyright, 2010 © HBMG, Inc
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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The Big Paradigm Shift – some reality
We’re used to Agile Wants What Works
Time Lines We’re done when it’s done. Time Boxes
Project Managers Disciplined self managing teams.
Collaboration between Coach and P.O.
Fixed Budgets Assumed change means no fixed cost.
Cost Boxes – not more than x to spend.
Predictable, all at once deliverables
Incremental deliverables driven by value and constant
learning.
Pre-project user story sessions
Team spread out Co location Core time in room or onTeam spread out Co-location. Core time in room or on phone
Communication by Document
Information Radiators & Conversations
Information Radiators captured electronically and
posted. Daily Meetings
Customer is removed Customer is in room as part of team.
Core time in room and end user interaction
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
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Agile is a Process and Method to deliver Strategic Business Outcomes (Not Just Software!):
▬ Bringing New Business Models to life faster with “Product & Process Innovation”with Product & Process Innovation .
▬ Integrating the new Business Model with the existing one seamlessly without causing dysfunction to the current operations.
▬ Generating Productivity Innovating on the existing Processes (Out of the Box).
I t ti th P I ti ith th▬ Integrating the Process Innovation with the Operational Continuous Improvement practices (Reengineering).
In essence, Agile is about the business being able to achieve growth and productivity; without compromising one for the other
Problem Finding Problem
Firm InfrastructureHuman Resources ManagementTechnology DevelopmentProcurement
InfrastructureSupport
Firm Infrastructure
Human Resources Management
Technology Development
Procurement
Competing in a Global Business EnvironmentTaylor’s Law(1910 – 1950s)Scientific Management
Sarnoff’s Law(1960 - 1980)“Human Side” Management
Metcalfe’s Law(1980 - 2000)Quality Management Era
Reed’s Law(2000 - Future)E-Manufacturing
Value Chain Value Shop
Problem Finding& Acquisition Solving
Control/ Evaluation Execution
ChoiceSimon’s Problem Solving ModelInbound Logistics
Operations OutboundLogistics
Marketing & Sales
After-sales Service
Value Created by Transforming Inputs Into Products
Value Created by Providing Solutions, Not Services
•Standardization Parts and Processes
•Economies of Scale
•Producer-Centric Design, Mfg., and Delivery
•Stable Relationships
•Price Conscious
•Producer Led Design
•Global Companies
Regionalism
•Lean Manufacturing
•Shift to Horizontal Structure
•Focus on Core Competency
•Reliability and Durability
•Consumer Centric Design and Delivery
•Flat Corporate Structures
•Collaborative Virtual Networks
Value Created in the AssemblyLine (Operations)
Value Created By Self Forming Groups
HBMG Inc. Copyright 2009
Delivery
•Vertical Orientation
•Required inventory buffers
•Locally Oriented
•Regionalism
•Productivity
•Subsidiaries
•Plant Replication by Region
y y
•Producer Led Design
•Multinational Trade
•Market CentricDesign & Delivery
Networks
•Mass Customization
•Transparency
•Speed and Agility
•Global Orientation
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Copyright HBMG Inc. 2012
5/7/2012
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Key Points
• The future of business is relationships
• A collective mentality to• A collective mentality to problems
• People are human and digital
• The relationship comes firstfirst
• Today requires FAST, AGILE, and COLLABORATIVE
“Planning” is everything
DWIGHT EISENHOWER
Planning is everything.A Plan is NOTHING!
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
5/7/2012
30
In Parting: Be Paranoid
“Sooner or later, something fundamental in your business“Sooner or later, something
fundamental in your businessfundamental in your business world will change.”
Andrew S. Grove, Founder, Intel“Only the Paranoid Survive”
fundamental in your business world will change.”
Andrew S. Grove, Founder, Intel“Only the Paranoid Survive”
Copyright @2008 HBMG Inc.
In Parting: Be Paranoid
“Sooner or later, something fundamental in your business“Sooner or later, something
fundamental in your businessfundamental in your business world will change.”
Andrew S. Grove, Founder, Intel“Only the Paranoid Survive”
fundamental in your business world will change.”
Andrew S. Grove, Founder, Intel“Only the Paranoid Survive”
Copyright @2008 HBMG Inc.
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Lean Canvas
David Smith dsmith@hbmginc.com
Copyright HBMG Inc. 2012
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