Agile Velocity - Deliver double the value in half the time

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

Deliver Double the Value in Half the Time

2V = .5T

David Hawks @austinagile

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]

David Hawks

CEO of Agile VelocityAgile Trainer and Coach

@austinagile

austinagile.com (blog)

[email protected]

Deliver Innovative Products Faster

mailto:[email protected]

Let’s assume we can get 100% of the value in

100% of the time today. 1V = 1T


By learning can we get Double the Value in

Half the Time? 2V = .5T

45%$

19%$

16%$

13%$7%$

Never$Rarely$Some5mes$O8en$Always$

Feature/function usage in the software industry

From: A Standish Group study


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

Effective 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

10


…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 11


User Story Mapping

Technique to Learn about Customer Needs


A sample story map: E-‐commerce site

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Decreasin

g priority

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MVP 1 above this line

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Pay & Ship

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Detailed product specs

Read product reviews

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comparison

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Problem #3 Long/ No Feedback or Validation Cycles

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$

If we don’t waste time:

• Building the wrong features • Building low value features • Over-engineering features (due

to lack of clarity)


We Could Deliver 80% of the Value in 20% of the time

.8V = .2T or

2V = .5T

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

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


Sprint 1 Sprint 2 Sprint 3 Sprint 4 Hardening

20 Points 20 Points 20 Points 20 Points

}8 Weeks

1 2 3 4 Hardening }8 Weeks

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

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

The Plan: 10 Weeks to Deliver 80 Points

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


Done = Feature Complete, Feature Tested, and defects fixed

Go Slow to Go Fast!

Sprint 1 Sprint 2 Sprint 3 Sprint 4

}2 Weeks

15 Points 15 Points 15 Points 15 Points

}2 Weeks }2 Weeks }2 Weeks

Sprint 5

}2 Weeks

15 Points

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


Working on many items in

parallel

Working on items in value

order

Highe

st V

alue

Impact of Change


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


If we don’t lose focus working:

• On too many items at once (without getting them to Done)

• In silos instead of swarming • On low value things first



We Could Deliver 100% of the Value in 25% of the time

V = .25T or

2V = .5T


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.


Agile Velocity - Deliver double the value in half the time

Software

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tough decisions