More Related Content More from Christophe Achouiantz (9) Lean/Agile: Deliver More Value, Earlier1. More Value, Earlier
How Lean & Agile methods
power today’s successes
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Christophe Achouiantz (@ChrisAch) - 2013
3. We are in the middle of a major
Revolution!
revolution!
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Christophe Achouiantz (@ChrisAch) - 2013
5. The Customers are now in the driver seat!
Customers
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Christophe Achouiantz (@ChrisAch) - 2013
7. Delighting the customer requires to:
• Deliver More Value
• Deliver Earlier
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Christophe Achouiantz (@ChrisAch) - 2013
10. ”You can’t just ask customers what they want
and then try to give that to them. By the time
you get it built, they’ll want something new!”
- Steve Jobs
(Interview with Inc. Magazine for its "The Entrepreneur of the Decade Award" (1 April 1989)
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Christophe Achouiantz (@ChrisAch) - 2013
11. Do not focus on what they want,
focus on what customers NEED!
NEED
!
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Christophe Achouiantz (@ChrisAch) - 2013
13. Microsoft Zune. Anyone recalls that one?
Perhaps not what we needed in 2008, as everyone already had an iPod.
http://saleshq.monster.com/news/articles/2655-the-20-worst-product-failures
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Christophe Achouiantz (@ChrisAch) - 2013
14. Colgate Kitchen Entrees.
Apetising?
Well, we NEED to eat after all, but this particular combination did not really work either…
http://saleshq.monster.com/news/articles/2655-the-20-worst-product-failures
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Christophe Achouiantz (@ChrisAch) - 2013
15. There is a need to eat breakfast fast. But this?!
http://lenpenzo.com/blog/id12478-10-grocery-store-products-that-flopped.html
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Christophe Achouiantz (@ChrisAch) - 2013
16. What do customers need?
Try to solve their (right) problems!
•
•
•
•
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Design Thinking
Ideation
Agile UX (User Experience)
Effect Mapping
Christophe Achouiantz (@ChrisAch) - 2013
17. Capturing Needs:
User Stories
The Story:
As a <role>,
I want <some feature>,
so that <need fullfilled>
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Scenarios as Examples:
Given <context>,
when <action>,
then <result>
Christophe Achouiantz (@ChrisAch) - 2013
18. Value is not decided,
discovered!
Value is discovered!
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Christophe Achouiantz (@ChrisAch) - 2013
19. Discovery is [central in
central
Product Development!
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Christophe Achouiantz (@ChrisAch) - 2013
21. Product Development is a
Knowledge Creation process
FEEDBAC
…based on FEEDBACK
K
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Christophe Achouiantz (@ChrisAch) - 2013
23. Absorb
Delivering More Value
More Value
requires learning how to generate,
Generate
absorb and
generate absorb respond to
respond to
Respond
feedback.
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Christophe Achouiantz (@ChrisAch) - 2013
24. Absorb
Delivering More Value
More Value
requires learning how to generate,
Generate
absorb and
generate absorb respond to
respond to
Respond
feedback.
as early as possible,
as often as possible and as
fast as possible
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Christophe Achouiantz (@ChrisAch) - 2013
27. Generate Feedback Fast
”Lean Startup” Techniques
•
•
•
•
•
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Minimal Viable Product (MVP)
Continuous Deployment
Split (A/B) Testing
Actionable Metrics
Pivot!
Christophe Achouiantz (@ChrisAch) - 2013
29. Generate Feedback Fast
Building a Car using a traditional System Development method
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Stop!
No time/$ left! Christophe Achouiantz (@ChrisAch) - 2013
31. Generate Feedback Fast
How to create a Minimal Viable Product (MVP)?
User Story Mapping!
(Eating an Elephant one Sashimi bit at a time…)
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Christophe Achouiantz (@ChrisAch) - 2013
33. Generate Feedback Fast
Cannot get real customer/user feedback?
Try Demos with Stakeholders!
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Christophe Achouiantz (@ChrisAch) - 2013
35. Absorb Feedback Fast
Absorbing Feedback requires:
• The mental capacity for it (focus)
• A very short delay (between the time feedback is
short delay
created and the time it is absorbed)
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Christophe Achouiantz (@ChrisAch) - 2013
36. Absorb Feedback Fast
Focus requires no overburdening!
Focus
•
•
•
•
Not too much on-going!
Acceptable stress!
No task-switching!
No trashing!
•
•
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Limit Work in Process!
Kanban
Christophe Achouiantz (@ChrisAch) - 2013
38. Absorb Feedback Fast
Very short delays require:
short delays
1) Almost no waiting (very short queues)
• Few things in process
• No bottlenecks
•
•
•
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Limit WIP
Kanban
Value Stream Mapping
Christophe Achouiantz (@ChrisAch) - 2013
39. Absorb Feedback Fast
Kanban: See & Understand Bottlenecks, Blocks, Priority
(2)
Prepare
To Do
Incomming
Doing
S
2013-09-15
XYZ
CCC
Done (Q)
S
M
GGG
HJK
Doing
2013-09-12
ZSX
A
X
2013-06-05
Develop(4)
L
2013-09-17
ERT
ABC
M
XL
OKN
IOP
Done (Q)
M
S
M
RTY
M
QWE
XL
CVB
ASD
Definition of Ready
•
•
•
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Christophe Achouiantz @ChrisAch
http://leanagileprojects.blogspot.se
Definition of Done
•
•
•
Definition of Done
•
•
•
M
GHG
A
F
DFG
Done
Doing
X
F
S
Validate(4)
XS
ZXC
L
FGH
S
S
M
JKL
Urgent
AAA
L
M
NMN
Standard
M
BBB
Definition of Done
•
•
•
Low
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Christophe Achouiantz (@ChrisAch) - 2013
40. See What Feedback Fast
Absorbto Improve!
(Including the Board & Policies)
Too Much
Ongoing!
Kanban: See Improvement Opportunites
Bottleneck!
(2)
Prepare
To Do
Incomming
Doing
Remove
Blocks!
S
CCC
2013-09-15
XYZ
Done (Q)
S
M
GGG
HJK
Doing
2013-09-12
ZSX
A
X
2013-06-05
Develop(4)
L
2013-09-17
ERT
ABC
M
XL
OKN
IOP
M
M
QWE
Too many Incidents!
Better Quality?
Definition of Ready
•
•
•
© Sogeti
Done (Q)
S
M
RTY
XL
CVB
ASD
Definition of Done
•
•
•
Christophe Achouiantz @ChrisAch
http://leanagileprojects.blogspot.se
Definition of Done
•
•
•
M
GHG
A
F
DFG
Done
Doing
X
F
S
Validate(4)
XS
ZXC
L
FGH
S
S
M
JKL
Urgent
AAA
L
M
NMN
Standard
M
BBB
Definition of Done
•
•
•
Low
Another Class-ofService?
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Christophe Achouiantz (@ChrisAch) - 2013
41. Absorb Feedback Fast
Kanban: See Improvement Opportunites
What do we need to improve to
not reproduce these in the future?
(Opportunities & Threats)
Upper Control Limit
85% of the time we deliver
a work item under 135 days
Average Lead-time
50% of the time we deliver
a work item under 60 days
Statistical Control Chart
1 dot = how long time it took to complete a work item
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Christophe Achouiantz (@ChrisAch) - 2013
42. Absorb Feedback Fast
Number of items
Kanban: Understand your Capability
50% 75%
25
9 days
14 days
85%
95%
19 days
27 days
20
15
10
5
5
10
15
Lead-times Distribution Diagram
Here looking at XS work items (<1 man-day)
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20
25
30
Time to Complete in days
(Lead-time)
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Christophe Achouiantz (@ChrisAch) - 2013
43. Absorb Feedback Fast
Very short delays require:
short delays
2) Limited Failure demand & re-work
• Build quality in (not ’after’…)
• Know what is expected and when you are done
•
•
•
•
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Testers in the development team
Test Automation
Testers engaged from the start discussing ”requirements”
Clear ”definition of done”
Christophe Achouiantz (@ChrisAch) - 2013
44. Absorb Feedback Fast
Very short delays require:
short delays
3) Smaller chunks of work
• More targeted/efficient feedback
• Less administration
• Less features (get rid of ”just-in-case”)
4) Simpler chunks of work
• No ”gold-plating”
•
•
© Sogeti
MVP
Iterative & Incremental development
Christophe Achouiantz (@ChrisAch) - 2013
45. Respond to Feedback Fast
How to Respond to all that Feeback?
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Christophe Achouiantz (@ChrisAch) - 2013
46. Respond to Feedback Fast
Responding to Feedback requires
Fast communication.
“The speed of the project is proportional
to the speed at which information moves
between people's heads.”
- Alistair Cockburn
•
•
•
© Sogeti
Co-located teams, or excellent collaboration equipment
Card walls
Information radiators
Christophe Achouiantz (@ChrisAch) - 2013
47. Respond to Feedback Fast
Responding to Feedback requires
re-planning
constant re-planning.
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Christophe Achouiantz (@ChrisAch) - 2013
48. Respond to Feedback Fast
Visualize your Plan
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Christophe Achouiantz (@ChrisAch) - 2013
49. Delight the Customer
by delivering
More Value Earlier
User Stories
Minimum Viable Product
Limit Work in Progress
Build Quality In
Short Delays
as early as possible,
as often as possible
and as fast as possible
© Sogeti
Christophe Achouiantz (@ChrisAch) - 2013
50. ”It’s not the # of hours I work in a day that
number of
measure progress, it’s the number of
feedback loops
feedback loops I complete!”
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Christophe Achouiantz (@ChrisAch) - 2013
51. The speed at which you need feedback to succeed
transforms the shape of product development
Need to Start doing:
Need to Stop doing:
Real Feedback 1/ Year
+
+
+
+
Automated Acceptance Tests
Refactoring
Continuous Integration
”Subcription” business model
Feedback 1/ Month
+
+
+
+
+
Developer testing
Stand-up meetings
Cards on wall
Scrum ”sprints”
”Pay-per-use” business model
-
Q/A department
Analysis team
Build team
Multiple deployed versions
Design document
Feedback 1/ Week
+
+
+
+
Live, two-way data migration
Temporary branches
Kanban
”Boot-strap” financing model
-
Test team
1 way data migration
Release branch
Patches
Up-front usability design
Feedback 1+/ Day
Feedback
Feedback 1/ Quarter
+ Immuzination
+ A/B testing
- Staging
- Operation Teams
- Stand-up meetings
Based on Kent Beck ”Software G-Forces” talk at LKCE11
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Christophe Achouiantz (@ChrisAch) - 2013
52. Thanks for Listening!
Christophe Achouiantz
Lean/Agile Coach
Lean/Agile Coach
Kanban Coaching Professional
@ChrisAch
http://leanagileprojects.blogspot.se
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Christophe Achouiantz (@ChrisAch) - 2013