pmi houston: overcome the 6 traps of agile

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Accelerate Learning and Overcome the 6 Traps of Agile

Speaker: David Hawks Company: Agile Velocity Website: www.agilevelocity.com

Welcome to the PMI Houston Conference & Expo and Annual Job Fair 2015 • Please put your phone on silent mode • Q&A will be taken at the close of this presentation • There will be time at the end of this presentation for you to take a few moments

to complete the session survey. We value your feedback which allows us to improve this annual event.

David Hawks

CEO of Agile VelocityAgile Trainer and Coach

@austinagile

austinagile.com (blog)

[email protected]

Deliver Innovative Products Faster

mailto:[email protected]

David Hawks Agile Velocity

Agile Coach [email protected]

Role

Name

Company

Please fill out card as follows & pass to frontYears of Agile Experience (if any)

10 yrs

Email Address(If you would like a copy of the slides & to receive periodic information about agile)

mailto:[email protected]

45%$

19%$

16%$

13%$7%$

Never$Rarely$Some5mes$O8en$Always$

Feature/function usage in the software industry

From: A Standish Group study

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

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

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

Smartest Point??Dumbest Point

Accelerate Learning

Defer Decisions to the last Responsible Moment


xz

Communication Exercise


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


We want to Shift the Process from a Requirements Delivery Process…

False Assumptions: 1. The customer knows what he wants 2. The developers know how to build it 3. Nothing will change along the way

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…To a Requirements Discovery Process

Reality: 1. The customer discovers what he wants 2. The developers discover how to build it 3. Many things change along the way 10


User Story Mapping

Technique to Learn about Customer Needs


A sample story map: E-‐commerce site

Search by keyword View description

& photo

Filter by price

Pay by credit card

Select item for purchase

Enter shipping info

Filter by brand

Decreasin

g priority

Clear search criteria

MVP 1 above this line

Search products

Shopping cart

Create account

Pay & Ship

Compare products

Detailed product specs

Read product reviews

Facebook for login

Search by SKU

Persist payment info

Zoom on photos

Product-‐ specific filters Side by side

comparison

Pay by PayPal

Update profile

Order status

View open orders

Confirm payment & shipping info

Remove from cart

Estimate total w/ tax shipping

Modify item quantity

Select multiple items for purchase


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

1) What do we need to learn?

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


Alphabet - a, b, c, …, z

Numbers - 1, 2, 3, …, 20

Fives - 5, 10, 15, …, 100

Focus

Working on many items in parallel

Working on items one at a

time

Lots of WIP slows things down


10 20 30 40

Little’s Law

WIPThroughput = Avg. Cycle

Time


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

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


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

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

Project 1

Project 2

Project 3

Carter

Alex

James

Camryn

Janet

WillAgile Team

Prioritized Team Backlog


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


Resistance and Chaos

Integration and Practice

New Status Quo

Status Quo

Satir Change Model - J Curve

We are here to help:Monthly Training Workshops - Certification (CSM, CSPO), Kanban, Product Planning, etc.

Private Training - Customized Training for your team or leadership

Assessment - We will review your current level of agility and provide recommendations on improvements

Transformational Coaching - We will guide your teams and leadership through an Agile Transformation

Player-Coach - We can provide a Coach to embed on your team to help them work through challenges. ScrumMaster or Technical team member.

Staffing - We can help you find the best Agile Talent to recruit to your team.


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Contact Information• Speaker: David Hawks • Company: Agile Velocity • Website: www.agilevelocity.com • Phone: 512.298.2835 • E-mail: [email protected]

Thank You

pmi houston: overcome the 6 traps of agile

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traps of agile speaker

purpose copyright

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standish group study