OVERCOME THE TOP 6 ANTI-PATTERNS OF AN AGILE ADOPTION
David Hawks@austinagile
DAVID HAWKSCEO@AUSTINAGILE
AGILE VELOCITYAUSTIN, TX
64% of Features are Rarely or Never Used
45%$
19%$
16%$
13%$7%$
Never$Rarely$Some5mes$O8en$Always$
From: A Standish Group study
Feature/func+onusageintheso2wareindustry
Find a Partner and Discuss the following Question:What causes us to build features which are rarely or never used?
PROBLEM #1WE MAKE TOUGH DECISIONS TOO EARLY AND
LOCK THEM IN
Image Credit: http://i.qkme.me/3unlv7.jpg
Smartest Point??
Smartest Point??Dumbest Point
Smartest Point??Dumbest Point
Smartest Point??Dumbest Point
Smartest Point??Dumbest Point
Smartest Point??Dumbest Point
Smartest Point??Dumbest Point
Smartest Point??Dumbest Point
Smartest Point??Dumbest Point
Smartest Point??Dumbest Point
MAXIMIZE VALUE!
Smartest Point??Dumbest Point
MAXIMIZE VALUE!
Learning trumps Managing to the Plan
PROBLEM #2 THE TEAM DOESN’T HAVE A SHARED UNDERSTANDING OF THEIR PURPOSE
EFFECTIVE COMMUNICATION
EXERCISE
We want to Shift away from a Requirements Delivery Process…
We want to Shift away from a Requirements Delivery Process…
False Assumptions:
We want to Shift away from a Requirements Delivery Process…
False Assumptions:1. The customer knows what they want
We want to Shift away from a Requirements Delivery Process…
False Assumptions:1. The customer knows what they want2. The developers know how to build it
We want to Shift away from a Requirements Delivery Process…
False Assumptions:1. The customer knows what they want2. The developers know how to build it3. Nothing will change along the way
…To a Requirements Discovery Process
…To a Requirements Discovery Process
Reality: 1. The customer discovers what they want 2. The developers discover how to build it 3. Many things change along the way
PROBLEM #3LONG FEEDBACK LOOPS
(OR NONE AT ALL)
Idea
Build
Idea
Build
Idea
Product
Build
Feedback?
Idea
Product
Build
Feedback?
Idea
Product
How do you know you are building the right thing?
Build
Feedback?
Idea
Product
When do you find out if you
are right?
ExecutionDiscovery
Execution• Agile • Scrum • Predictability • Velocity • Test
Automation • Continuous
Integration
Discovery• Lean
Startup • User Story
Mapping • Design
Thinking • Lean UX
Validated Learning
BuildLearn
Measure
Validated Learning
BuildLearn
Measure
1) What do we need to learn?
Validated Learning
BuildLearn
Measure
1) What do we need to learn?
2) How can we measure it?
Validated Learning
BuildLearn
Measure
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$
PROBLEM #4DROWNING IN A SEA OF OPPORTUNITY
Working on many items in parallel
10 20 30 40
Limiting WIP Can Cut Cycle Time in Half!
Working on many items in parallel
Working on items one at
a time
10 20 30 40
Limiting WIP Can Cut Cycle Time in Half!
SolutionStop Starting, Start Finishing
PROBLEM #5NOT GETTING TO “DONE DONE”
ILLUSION OF PROGRESS
Requirements
Design
Development
Test
Release
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
The PSPI is the Key
The PSPI is the Key
It requires:
The PSPI is the Key
It requires:
• Focus
The PSPI is the Key
It requires:
• Focus
• Breaking Work Down
The PSPI is the Key
It requires:
• Focus
• Breaking Work Down
• Swarming
The PSPI is the Key
It allows us to:It requires:
• Focus
• Breaking Work Down
• Swarming
The PSPI is the Key
It allows us to:
• Deliver Often
It requires:
• Focus
• Breaking Work Down
• Swarming
The PSPI is the Key
It allows us to:
• Deliver Often
• Accelerate Learning
It requires:
• Focus
• Breaking Work Down
• Swarming
The PSPI is the Key
It allows us to:
• Deliver Often
• Accelerate Learning
• Pivot
It requires:
• Focus
• Breaking Work Down
• Swarming
PROBLEM #6EVERYTHING IS IMPORTANT
How we Normally Assign Work
Carter
Alex
James
Camryn
Janet
Will
How we Normally Assign Work
Project 1 Carter
Alex
James
Camryn
Janet
Will
How we Normally Assign Work
Project 1 Carter
Alex
James
Camryn
Janet
Will
How we Normally Assign Work
Project 1 Carter
Alex
James
Camryn
Janet
Will
How we Normally Assign Work
Project 1 Carter
Alex
James
Camryn
Janet
Will
How we Normally Assign Work
Project 1
Project 2
Carter
Alex
James
Camryn
Janet
Will
How we Normally Assign Work
Project 1
Project 2
Carter
Alex
James
Camryn
Janet
Will
How we Normally Assign Work
Project 1
Project 2
Project 3
Carter
Alex
James
Camryn
Janet
Will
How we Normally Assign Work
Project 1
Project 2
Project 3
Carter
Alex
James
Camryn
Janet
Will
How we Normally Assign Work
Project 1
Project 2
Project 3
Everything is a High Priority. How does Alex decide what to work on First?
Carter
Alex
James
Camryn
Janet
Will
How we should prioritize work in Agile
Carter
Alex
James
Camryn
Janet
Will
How we should prioritize work in Agile
Carter
Alex
James
Camryn
Janet
Will
Agile TeamPrioritized
Team Backlog
How we should prioritize work in Agile
Project 1 Carter
Alex
James
Camryn
Janet
Will
Agile TeamPrioritized
Team Backlog
How we should prioritize work in Agile
Project 1 Carter
Alex
James
Camryn
Janet
Will
Agile TeamPrioritized
Team Backlog
How we should prioritize work in Agile
Project 1
Project 2
Carter
Alex
James
Camryn
Janet
Will
Agile TeamPrioritized
Team Backlog
How we should prioritize work in Agile
Project 1
Project 2
Project 3
Carter
Alex
James
Camryn
Janet
Will
Agile TeamPrioritized
Team Backlog
David Hawks Agile Velocity
Agile Coach [email protected]
Role
Name
Company
10 yrs
Email Address
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David Hawks@austinagile