Date post: | 17-Jul-2015 |
Category: |
Small Business & Entrepreneurship |
Upload: | ralf-kruse |
View: | 135 times |
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agile42 - The Agile Coaching Company
From an Idea to a Backlog
Success factors I observed by supporting start-ups
Ralf Kruse
@ra
lfhh
agile42 | We make your agile transition succeed ! www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
agile42 - The Agile Coaching Company
What makes a startup successful?
agile42 | We make your agile transition succeed ! www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
I’m more a coach and less and entrepreneur
What can I tell you?
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Agile is value & principle based
• “Agile is not a pole. It is values and principles that urge us toward a better way” - Ron Jeffries
Picture: http://sameelephant.tumblr.com/post/51790117847/agile-is-not-a-pole-it-is-values-and-principles
http://agilemanifesto.org/Agile Manifesto
People & InteractionsProcesses & Tools
Working SoftwareComprehensive Documentation
Customer CollaborationContract Negotiation
Respond to changeFollowing a plan
agile42 | We make your agile transition succeed ! www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Agile is value & principle based
• “Agile is not a pole. It is values and principles that urge us toward a better way” - Ron Jeffries
Picture: http://sameelephant.tumblr.com/post/51790117847/agile-is-not-a-pole-it-is-values-and-principles
Crystal
FDD
Kanban?
Scrum
XP
http://agilemanifesto.org/Agile Manifesto
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How I created this talk
1. Gathering observation and insights from the clients of the last 5 years 2. Clustering them to meaningful themes
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Collaborate to make it happen
Structuring the work towards the idea
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Collaborate to make it happen
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Unplanned work stops us … … from working focused towards our goal
ToDo in Progress Done :-)
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Tuesday, August 2, 2011
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How to deal with complexity & uncertainty?
Time-Box
Technology
Requ
irem
ent
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Fail early, learn fast Don’t stick to long to the wrong assumptions
• Often people stick too long to theirunderstanding on how it should work …… and fail
• How can we trigger more aggressive validation of assumptions
• Often it helps to mirror back the uncertainties, unknown & risks
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Collaborate between all involved disciplines
Estimation as an invitation to exchange Double loop Scrum Value diversity and discourse
Design Development Test
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Inspect on increments and use the feedback Whats good enough? The right features? The right level of quality?
• Are the users acceptingthe solution
• Whats missing
• Fast enough?
• Code perfection?
• Maintainability?
agile42 | We make your agile transition succeed ! www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Balance on what to do now … … and what we should better do later
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Structuring the work towards the idea
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Understanding client context Personas and the client needs
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The projects dilemma Keep options & validate early
# decisions knowledge
agile42 | We make your agile transition succeed ! www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
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Underlayingconversations
Written Summary
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“Happy we agree”
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End to end visibility
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The right level of detail
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ProblemTop 3 problems
Existing /alternative solutions
Customer segments
Early
Success metrics
Leading and lagging indicators
Possible solutions
Key features & benefits for
customers & business
Business readinessWhat is needed to deploy and support the solution?
(Staff, budget, training, systems, support,
operations dependencies on projects/vendors)
ChannelsPath to
customers
CostsPeople, training, capital, marketing, etc.+ Objective justification
Business value1. User & business value2. Cost of Delay (urgency)3. risk reduction/opportunity enablement
ProductMarket
Cost of delay
time
linear
dela
y co
st
1,2,3,5,8,13,2 1,2,3,5,8,13,2
<Title / headline>
Lean Project Canvas Understanding the need, give context and defer detailed solutions
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Problem•Distributors don’t know inventory and must call to find it.•Extra call volume
Existing alternative solutions
•Call to find inventory•Order on back-order•The competition
Customer segments•Distributors
Success metrics
•Inventory inquiry calls decline 50%•large orders increase by 5%•Customer retention up by 2% (6 months in)
Possible solutions
•Integrate ERP inventory to order system & web site•Show estimated ship date on orders
Business readiness
•Marketing to advertise feature•Warehouse staff to test ERP integration•Setup to measure # inventory inquiry calls
Channels•Web site•Advertise to distributors
Costs•Web site development: Small•ERP integration Small•Marketing: Small
Business value•Large order increase: $100k/year•Customer retention up 2%: $100k/year•$50k/year in reduced call volume
ProductMarket
Cost of delay
time
linear
dela
y co
st
1,2,3,5,8,13,21 1,2,3,5,8,13,2
Example: Inventory visibility for distributors
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The weekly bazaar & endless discussions Separate objective informations and selection
What are the next features to select?
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In case of success
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What made us successful?
Take care not to loose it in case of grows!
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The risk of fragmentation and silosTe
ams
Back
log
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Ready to scale?
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Lets sum up
In case of successStructuring the work towards the idea
Collaborate to make it happen