AGILE PROJECTS

Follow the value

MODTAGER: S&M Oticon DATO: 19-12-2014 ANSVARLIG: Martin Nymann Vinther

AGILE IS NOT MAGIC ! … It’s just much better than traditional approaches

”EARLY DELIVERY OF

BUSINESS VALUE”  

Agile is…  

Alistair Cockburn  

Assume  you  are  building  the  WRONG  thing!    

Follow the value Everything  decided  

(and  locked)  up-­‐front  

Something  decided  up-­‐front  

X   $  

X   X?   Y  

Y   $  

A  liAle  decided  up-­‐front   $  

!  ?  

Demo on REAL Users/Customers

Minimum Viable Product

•  Assume you are building the WRONG thing!

•  How can we find out as quickly as possible?

•  List your hypotheses •  Build an MVP to

validate/invalidate it

Example:

Hypotheses:    1.  File  sync  is  a  problem  for  people  

2.  Our  product  will  solve  the  problem  

3.  People  will  buy  our  product  

Demo  video:  

Ref:  Henrik  Kniberg  

Paper Prototyping = Lo-tech MVP

Minimum Viable Product •  It is simply the fastest way to start learning how to

build a sustainable business with the minimum amount of effort

•  The goal of the MVP is to begin the process of learning, not end it. Unlike a prototype or concept test, an MVP is designed not just to answer product design or technical questions. Its goal is to test fundamental business hypotheses.

Don’t fall in love with you product

Google  Buzz  

Launched:  2010  DisconLnued:  2011  

Google  Wave  

Launched:  2010  DisconLnued:  2012  

Google  Answers  

Launched:  2003  DisconLnued:  2006  

Does it solve the problem ?

To  do   In  progress   In  ProducFon   People  actually  use  it  

Solves  the  problem  

…  in  a  way  that  is  beAer  than  before  

                 

Done  ?  

Did we add value ?

Value  of  soluLon   Value  of  soluLon  

RelaLve  gain  

SLll  a  good  business  case  ?  

Big Projects usually fail. Regardless of Process

76%  

20%  

4%  

Small  Projects  <  $1  million  

10%  

52%  

38%  

Larger  Projects  >  $1  million  

Successful  

Challanged  

Failed  

”The  Standish  Group  has  categorically  stated  with  much  convicLon—backed  by  intense  research—that  the  secret  to  project  success  is  to  strongly  recommend  and  enforce  limits  on  size  and  complexity.”  ”These  two  factors  trump  all  other  factors.”   Henrik  Kniberg  

Big Bang = Big Risk

Ref:  Henrik  Kniberg  

Incremental development

Don’t build up risk… build up value!!

Fastest learner wins!

Ref:  Henrik  Kniberg  

AGILE PROJECT MANAGEMENT IS PUPOSELY DIFFERENT FROM

TRADITIONAL PROJECT MANAGEMENT

Agile project leadership

22

Individuals and interactions

over Processes and

tools

Working software

over Comprehensive documentation

Customer collaboration

over Contract

negotiation

Responding to change

over Following a

plan

23

THANKS FOR

LISTENING

GET IN TOUCH VIA:

VINTHER@UGILIC.DK

TWITTER: @MARTINVINTHER

(+45) 29 89 53 10

UGILIC.DK/VINTHER