1. Waking up the Zombie
Agile Lithuania, 2013
Mattias Skarin
Kanban / Lean coach
www.crisp.se
http://blog.crisp.se/mattiasskarin
mattias.skarin@crisp.se
2. We are ready
Step out from development participate and solve
customer problems
Take an active part in creating value
Mattias Skarin
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3. Is this creating of destroying value?
When are
you ready?
Timebox
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4. How we plan
Build quality in:
Never pass bad quality forward
Specify
Design
Develop
...
Test
Design
Develop
...
Test
What really happens
Specify
Mattias Skarin
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5. Traditional way to start a business
Bla blah..
Get funding
(build impressive
business case)
Mattias Skarin
Build big
solution
Who’s gonna need it?
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10. Are you shipping things of value?
Features and functions used in a typical system
Half of the stuff we
build is
never used!
Always
7%
Never
45%
Often
13%
Sometimes
16%
Rarely
19%
Sources:
Standish group study reported at XP2002 by Jim Johnson, Chairman
Danske IT og Telestyrelsen
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10
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11. Danish IT og Telestyrelsen
2007 Danish public sector report
Between 60 – 70% of all public ITprojects in Denmark fail due to
budget-or time-slippage and wrong
estimates
The projects that runs well
contains up to 60% not needed
functionality, when done – typically
caused by wrong requirement
specs and changed needs
Mattias Skarin
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12. Fast feedback!
Delivery frequency = Speed of learning
Stakeholders
Feedback
and
Requests
Demos
and
Releases
It is not the strongest
species that
survive, nor the most
intelligent, but the ones
most responsive to
change.
Development
team
Charles Darwin
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13. Better than #noestimates –Testing
market hypothesis
We know what the
right thing is, let’s
build it
Validate hyphothesis (no product yet!) Build product
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15. Do I need to care?
“Apple disrupted the market
by redefining the smartphone and
attracting developers to a closed,
but very powerful ecosystem.”
Stephen Elop,
Nokia CEO, 2011
Mattias Skarin
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17. Value of using Agile
Analyze
Implement
Ship
Trad
Agile
ROI
Analyze
Agile
Implement
Ship
Time
Trad
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18. Value of fast feedback
Analyze
Implement
Ship
Minimum
viable
product
ROI
Agile utilizing
fast feedback
Agile
Time
Trad
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19. Three economic models
Economy of Scale
Economy of Flow
Product
development
economy
In which one are you operating?
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20. "All we are doing is looking at the time
line, from the moment the customer gives us an
order to the point when we collect the cash. And
we are reducing the time line by reducing the
non-value adding wastes.“
- Taiichi Ohno
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22. Danger of early filtering
Revenue
Keep only ”likely” business cases
Ideas
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23. “G.M.’s biggest failing, reflected in a clear pattern
over recent decades, has been its inability to strike
a balance between those inside the company who
pushed for innovation ahead of the curve, and
the finance executives who worried more
about returns on investment.”
New York Times, Dec 2008
Rick Wagoner
GM Chief Executive
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27. Let me ask some questions..
Do the best ideas arrive from product management/product
owner who tells us what do develop?
It’s cool to be fast but.. How are you learning if what you
are producing (so fast) is of value to customers?
”I don’t have time to to this” .. so how many % of your
released features actually sell?
Can development in multi team scenario happen without
Project managment or Product Owners?
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28. Concept name:
Created by:
Impact:
(how do you want to improve the world of the end user? Use a comic strip to illustrate)
Date:
GUI idea
Experienced advantages, per role or customer segment
(what not to comprimiizeaway)
Surprice
Productfeatures tradeoffs
(the most important)
(wowfactor)
Linear functions
(the more the merrier)
Basic
Market size
(estimation)
Why do it?
(from a market perspective)
Grab new customer
> 1’’
300’ – 1’’
100 ’– 300’
0 – 100’
Browser support (versions we need to be compatiible with)
Firefox
IE
Safari
Chrome
Mobile dev.
Keep customer
Stay on market
Expend customer
Be more effective
Other(what:
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29. Big idea
Concept owner
Happy client
Team
Release
Function
The person passionate about the idea
takes it all the way to happy client
There is no handover
2013-10-10
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30. How do you train a PO in one day?
2013-10-10
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31. Situations where concepts helped
1. PO Overload
2. Sprints – but lack of overview
in multi team situations..
Prepare market events
Attend market events
[dev] ”I feel I’m a small
Review tenders
in the machinery...”
Market brouchours
Visit customers
Write documentation
Fix customer dissatisfaction
Review support tickets
Write user stories
Acceptance test
Redo acceptance test
Be available to developers
Align roadmap with other teams
Meet managers about resource availability
...
cog
2013-10-10
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32. 3. Market – ”I ask for a suit but all
I get is a lousy T-Shirt”
IT Black box
Mattias Skarin
??
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35. Market feedback - After another year
3%
2%
Happy! (Customer + Us)
Dev rework
Customer rework
95%
Mattias Skarin
* Sample size: 113
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36. A concept answers three questions
(mandatory sections)
• What is the impact?
• What can be traded away?
• What bare necessity should be brought to a development conversation
Impact
What an be
traded away?
Concept owner works all the way to satisfied customer
It’s an A3.
2013-10-10
Mattias Skarin
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37. Why can concepts help you with?
• Avoid requirement inflation
• Illuminate factors outside IT that will cause story
to break from customer perspective
• ’Split vision’ – not just happy day scenario
• Simplify – be concrete very quickly
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38. Why care about concepts?
•
•
•
•
Training tool
Prepared conversation
A standard
Keep the client alive all the way
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39. Creating a concept
1. Meet
Development
Business
2. Agree on what key information section the concept
should contain. How can we have a prepare conversation
with development?
1.
4.
2.
5.
3.
6.
2013-10-10
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40. Example recipe from a multi team scenario:
Enterprice kanban + Concepts + Passion =
More fun, Better products
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41. Lead time new products
350
300
250
200
150
100
50
0
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42. Lead time - per quarter
180
160
140
2X
120
100
80
60
40
20
0
jul12-sept12
Mattias Skarin
oct12-dec12
jan13-mar13
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46. No ROI per project?
1.
2.
3.
Mattias Skarin
Don’t use costs for quotation, use market value
Just split IT costs evenly
Pay by time you are occupying flow
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47. 3. Pay by time you are occupying flow
40d
15d
45d
Total: 100d
Customer A
40d/100d = 40%
Customer B
15d/100d = 15%
Customer C
45d/100d = 45%
2013-10-10
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48. Same but simpler. Using portfolio WIP
Funding
Customer A
Dev
Verify
Done
1/3
Customer C
Design
1/3
Customer B
New
1/3
Max 2 per client at any time
+ A client who delivers small requests gets more done
+ A client who has good support processes gets more done
+ Very easy to administrate
Mattias Skarin
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50. When is the right time to release?
Economic Return
Value
Goldplating?
Release window?
Feature
completion
Time
2013-10-10
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51. But the most interesting part..
Agree on economic idea
Sales
Mattias Skarin
Consultancy
Product
owners
Teams
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52. My challenge to you
Will setting the release date late and release when
product is cool (not just good enough) produce better
products and higher margin?
Do we produce better
products without
Timebozes?
Mattias Skarin
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54. If we create a shared view of..
• How our economic engine works
• How we make tradeoffs
Across functions
Sales
Product
management
Dev
2013-10-10
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55. Less hierarchy & coordination is needed
.. more fun
.. better products
2013-10-10
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56. Always a good investment
Understanding value
Fast feedback
Quality in every step
Telling why
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57. Now – go practice!
”The definition of insanity is doing the same thing over and over
again, expected different results”
- Einstein
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