Agile for sales

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Prepared By:

Fall 2015www.MatrixRes.com

Application Development

Agile for SalesDr. Gail FerreiraAgile Practice Leader

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Agile Project Management

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1 MATRIX Confidential

Founded in 1983 – 31 Years IT Solutions Experience

Privately-held, nearly $200M Technology Services Company – Top 25 in the U.S.

National Firm with IT as Primary Focus. Headquartered in Atlanta 15 offices across the U.S. Nationwide and Worldwide recruiting ability

MATRIX OVERVIEW

O N S H O R E

O F F S H O R ED E L I V E R YC E N T E R S

Hyderabad

Bangalore

MATRIX Office

MATRIX Virtual Office

Offshore Delivery Center

MATRIX Office & Delivery Center

States MATRIX has supplied resources


Founded in 1983 – 31 Years IT Solutions Experience

Privately-held, nearly $200M Technology Services Company – Top 25 in the U.S.

National Firm with IT as Primary Focus. Headquartered in Atlanta 15 offices across the U.S. Nationwide and Worldwide recruiting ability

MATRIX OVERVIEW

O N S H O R E

O F F S H O R ED E L I V E R YC E N T E R S

Hyderabad

Bangalore

MATRIX Office

MATRIX Virtual Office

Offshore Delivery Center

MATRIX Office & Delivery Center

States MATRIX has supplied resources

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MATRIX OVERVIEW

2,300+ IT Positions Filled in 2013.

1,500+ MATRIX Consultants on Staff.

75+ Recruiters company-wide, plus 30 Offshore Recruiters.

Solutions Practice successfully delivered 900+ projects for 140 different clients.

Flexible Solutions Delivery Models–Onsite, Offshore, Hybrid.

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Common Definition of Agile

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Agile Manifesto

1. Individuals and interactions over processes and tools

2.Working software over comprehensive documentation

3.Customer collaboration over contract negotiation

4.Responding to change over following a plan

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Agile for Sales

So how do we use these concepts for sales?

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Understand the Why

Why – How – What? – Simon Sinek

WhatHowWhy?

How?

What?

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Understand Value

1.Value – the one key metric to rule them all

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Common Definition of Value

1.Value in business markets is the worth in monetary terms of the technical, economic, service, and social benefits a customer receives in exchange for the price it pays for a market offering.

“Everything is worth what its purchaser will pay for it.”

Anderson & Narus (1998) – Business Marketing: Understanding what customers want. Harvard Business Review.

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Understand Key Agile Metrics

1.Value

2. Time to Value

3. Cost of Value

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VALUE OF W HAT W E DO

Customer/User Value What the User likes

Features focused

Rewarding UX

Easy to see

Easy to measure

Technical Value Difficult to see

Quality code

Flexible architecture

Managed technical debt

Just enough documentation

Business Value Increase revenue

Gain market share

Generate sales volume

Reduce costs

Increase Shareholder value

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Tie the Why to the Value

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How to Tie the Why to the Value

1. Research company vision (corporate web sites, Linked In)

2. Use Web 2.0 tools to research executives and companies (Linked In, Marketo, SalesForce CRM, Sugar CRM, etc.)

3. Interview executives regarding top 3-5 initiatives4. Tie in the Agile Value Proposition5. Create an Agile Value Model

a. Generate a set of value elementsb. Gather data (what is it worth in monetary terms)c. Create value based sales tools

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Tie the Why to the Value

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How Executives can Ensure Agile Adoption is a Success

1. Executive Leadership Support2. Increased Engagement and Attention to Outcome (over

Output)3. Agile Principles and Values Align with Company Culture4. Establish a Continuous Improvement Culture5. Access to Agile Coaches and Training

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Product Definition Drives Value Stream

Valu

e St

ream

Chief Product Owner

ProductOwner

BusinessStakeholder

Enterprise

Backlog

AgileTeams

AgileTeams

AgileTeams

AgileTeams

AgileTeams

AgileTeams

Executive Steering• Enable Customer

Participation• Provide Vision• Resolve

Organizational Impediments & Risks

• Provide Resources• Resolve Priority

disputes• Product Owner

able to represent decisions made with Stakeholders

• Stakeholders voice is heard, differences resolved, vision clarified, priorities and value established

• Represent the Customer and Business needs

• Use Change Management

Executive

Backlog

ProductBacklog

Sprint Backlog

BusinessStakeholder

• Deliver Value• Partner w/Business

Change Management

Chief BA

Chief UX

Dev/QA

LeadDeploy

Lead

PMO Rep

POs

Product Definition Office

Support Functions

• Architect• Business

Analyst• Development• QA• Deployment

BusinessStakeholder

ProductOwner

BusinessStakeholder

BusinessStakeholder

BusinessStakeholder

ProductBacklog

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Scrum Roles

Defines features and manages the product backlog for optimum ROI

Prioritizes features by business value Works directly with the team and accepts or

rejects their work

ProductOwner

ScrumMaster

TeamMember

Ensures team is functioning and productive Removes barriers (impediments) Shields team from external interference Ensures the process is followed Facilitates planning, not a traditional PM

Cross functional, 7 +/- 2 members Self directed Organizes itself and tasks Commits to Sprint and Demos to Product

Owner

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Agile ScrumMaster• Servant leader with no authority over team• Authority over the process, ensures it’s followed• Personal Trainer and Coach• Ensures team is functioning and productive• Tracks and removes barriers or impediments• Shields team from external interference• Helps team be accountable to stakeholders• Facilitates planning, not a traditional PM• Responsible, Humble, Collaborative, Committed,

Influential, Knowledgeable

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Agile Product OwnerAccountable for Value•An authorized representative and gatekeeper of customer value•Bridges the gap between business and IT•Directs the work of IT in a way to best achieve business value•Delivers vision of the market, customer, and product

Delivers the Product Backlog•Clearly communicates vision, goals, and features to the Development Team•Prioritizes the Product Backlog to deliver the vision and goals•Helps the Development Team deliver real value•Ensure the backlog is transparent, understood, and ready to be consumed by the Development Team•Clarifies, to the team, the value which the customer hope to receive

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Agile Scrum Development Team• Cross functional – All needed roles

– Business Analyst, Systems Analyst, Database Administrator, Systems Architect, UI Designers, Artists, Usability Engineers, Content Developers, Developers, Testers, Automators, etc.

• Team Size– 7 +/- 2 full time members– Too few: big impacts if one person gone– Too big: poor communication, reduced quality– Work together in an Open, collocated space

• Self directed and Organized– Determines task assignments, flow of work, and makes estimates– Membership static during the Sprint

• Responsible and Accountable– Commits to Sprint and Demos– Succeeds together, fails together– Every member is responsible for ALL work– Working Agreements– Responsible and Empowered for Delivery

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Scrum in a Nutshell

SprintBacklog

Done

Enhancements

Defects

Customer Value

1. User Story2. User Story3. User Story4. User Story5. User Story

Product Backlog

Goal

Feedback

Review (Demo)

Retrospective

Sprint Planning

Business Strategy

Potentially

Shippable

Software

(Iteration)

RolesProduct Owner - RequirementsTeam Member - DeliveryScrumMaster – Process & Impediments

ReleasePlanning

RequirementsDiscovery

Daily Standupor “Scrum”

PULL

FLOW

VALUE

PERFECTION

STREAM

LEARNING

6. …

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Predictive vs. Adaptive approach

Feasibility Planning Design Develop Test Release

Feasibility

Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration N

2 weeks 2 weeks 2 weeks 2 weeks 2 weeks 2 weeks

DONE DONE DONE DONE DONE DONE

Develop

Planning

DesignTest

Release

Develop

Planning

DesignTest

Release

Develop

Planning

DesignTest

Release

Develop

PlanningDesignTest

Release

Develop

Planning

DesignTest

Release

Develop

Planning

DesignTest

Release

Phased (Predictive)

Incremental (Adaptive)

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Agile Principles – An Introduction to Scrum

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Scrum is a framework for managing the delivery of a solution, via a series of sprints (iterations)

Planning Design/Code/Test Review Retrospective

2-4 Weeks

Stand-ups/Scrums

Each sprint follows a defined process:

Ideally, each sprint will result in the creation of a potentially deployable increment of functionality

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FOCUS ON TEAM SUCCESS

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Incremental Delivery

• Iterations are timeboxed and regular• All steps needed to complete the work

are done during the iteration– Planning– Design– Test– Develop– Release

• DONE software can be released at each iteration

• Zero defects on release• Feature set may not be complete but

functional slices are.

Iteration N

2 weeks

DONE

Develop

Planning

DesignTest

Release

Business Value

Agile for sales

Education