KAA: Deliver Double the Value in Half the Time

Accelerate Learning and Overcome the 6

Traps of Agile

David Hawks @austinagile

Copyright @ 2014 Agile Velocity, LLC All Rights Reserved. Agile Velocity Proprietary

45%$

19%$

16%$

13%$7%$

Never$Rarely$Some5mes$O8en$Always$

From: A Standish Group study


What causes us to build features which are rarely or never used?

Feature/function usage in the software industry

Find a Partner and Discuss the following Question.

David Hawks

CEO of Agile VelocityAgile Trainer and Coach

@austinagile

austinagile.com (blog)

[email protected]

Deliver Innovative Products Faster

mailto:[email protected]

Problem #1 We make tough decisions

too early and lock them in

Image Credit: http://i.qkme.me/3unlv7.jpg


http://i.qkme.me/3unlv7.jpg

Defer Decisions to the last Responsible Moment


x



x



x



x



x



x



x



x



xz

Smartest Point??



xz

Smartest Point??Dumbest Point



xz

Smartest Point??Dumbest Point

Accelerate Learning



xz

Effective Communication

Exercise


Problem #2 The team doesn’t have a Shared Understanding of their purpose


User Story Mapping

Technique to Learn about Customer Needs


Problem #3 Long/ No Feedback or Validation

Cycles

http://www.skinit.com/assets/catalog/jumbo_shot/jumbo_shot57479340.jpg


http://www.skinit.com/assets/catalog/jumbo_shot/jumbo_shot57479340.jpg

Lean Startup/ Lean UX

Validated Learning

BuildLearn

Measure

Minimize time thru the loop



Validated Learning

BuildLearn

Measure


1) What do we need to learn?



Validated Learning

BuildLearn

Measure



2) How can we measure it?



Validated Learning

BuildLearn

Measure



2) How can we measure it?

3) What is the simplest thing to build to measure it?

(MVP)


Assume the team was working in value order, when would you release this product? What would be the benefit of releasing early?


45%$

19%$

16%$

13%$7%$

Never$Rarely$Some5mes$O8en$Always$

What keeps us from delivering products faster?

http://www.captivations.com.au/wp-content/uploads/2013/03/Fast-delivery.jpg


Problem #4 Drowning in a Sea of Opportunity


Working on many items in

parallel

Impact of Change



parallel

Impact of Change



parallel

Highe

st V

alue

Impact of Change



parallel

Working on items in value

order

Highe

st V

alue

Impact of Change



parallel

Working on items in value

order

Highe

st V

alue

Impact of Change


Problem #5 Not Getting to Done

Image Credit: http://files.smashingmagazine.com/wallpapers/april-13/images/its_not_done_until_it_ships__15.png


http://files.smashingmagazine.com/wallpapers/april-13/images/its_not_done_until_it_ships__15.png

Illusion of Progress

Requirements

Design

Development

Test

Release


Illusion of Progress

Requirements

Design

Development

Test

Release

80%

done??


Working Software is your primary Measure of Progress

Requirements

Design

Development

Sprint 1

Test

Requirements

Design

Development

Sprint 2

Test

Requirements

Design

Development

Sprint 3

Test

Requirements

Design

Development

Sprint 4

Test

Potentially Shippable Product Increment


Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening

The Plan: 10 Weeks to Deliver 80 Points



}2 Weeks }2 Weeks }2 Weeks }2 Weeks}2 Weeks




20 Points





20 Points 20 Points





20 Points 20 Points 20 Points





20 Points 20 Points 20 Points 20 Points







Done = Feature Complete and Feature Tested *But defects were deferred to the end





}8 Weeks

1 2 3 4 Hardening }8 Weeks


Done = Feature Complete and Feature Tested *But defects were deferred to the end


Reality: 16 Weeks to Deliver 80 Points (10 Points per 2 Weeks)


Go Slow to Go Fast!


Done = Feature Complete, Feature Tested, and defects fixed

Go Slow to Go Fast!



Go Slow to Go Fast!

Sprint 1 Sprint 2 Sprint 3 Sprint 4}2 Weeks


}2 Weeks }2 Weeks }2 Weeks

Sprint 5

}2 Weeks

15 Points



Go Slow to Go Fast!

Sprint 1 Sprint 2 Sprint 3 Sprint 4}2 Weeks


}2 Weeks }2 Weeks }2 Weeks

Sprint 5

}2 Weeks

15 Points

We Delivered 75 Points in 10 Weeks 15 Points per 2 weeks


Solution Stop Starting, Start Finishing

Problem #6 Everything is Important

Image Credit: http://d.wildapricot.net/images/newsblog/bigstock-important-very-high-priority-i-46052392.jpg?sfvrsn=0


http://d.wildapricot.net/images/newsblog/bigstock-important-very-high-priority-i-46052392.jpg?sfvrsn=0

How we Normally Assign Work

Carter

Alex

James

Camryn

Janet

Will



Project 1 Carter

Alex

James

Camryn

Janet

Will



Project 1 Carter

Alex

James

Camryn

Janet

Will



Project 1 Carter

Alex

James

Camryn

Janet

Will



Project 1 Carter

Alex

James

Camryn

Janet

Will



Project 1

Project 2

Carter

Alex

James

Camryn

Janet

Will



Project 1

Project 2

Project 3

Carter

Alex

James

Camryn

Janet

Will



Project 1

Project 2

Project 3

Carter

Alex

James

Camryn

Janet

Will

All High Priority

How does Alex decide what to work on next?


How we should prioritize work in Agile

Carter

Alex

James

Camryn

Janet

WillAgile Team

Prioritized Team Backlog



Project 1 Carter

Alex

James

Camryn

Janet

WillAgile Team




Project 1

Project 3

Carter

Alex

James

Camryn

Janet

WillAgile Team




Project 1

Project 2

Project 3

Carter

Alex

James

Camryn

Janet

WillAgile Team



The PSPI is the Answer


It requires:


It requires:

Focus


It requires:

Focus

Breaking Work Down


It requires:

Focus

Breaking Work Down

Swarming


It allows us to:It requires:

Focus

Breaking Work Down

Swarming


It allows us to:

Deliver Often

It requires:

Focus

Breaking Work Down

Swarming


It allows us to:

Deliver Often

Accelerate Learning

It requires:

Focus

Breaking Work Down

Swarming


It allows us to:

Deliver Often

Accelerate Learning

Pivot

It requires:

Focus

Breaking Work Down

Swarming

What can you change so your product can deliver value faster?


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KAA: Deliver Double the Value in Half the Time