noprojects
TRANSCRIPT
Why traditional project modelsdo belong to another age.
„Traditional“Projects
Today we know it better …
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Agile Projects (cool)
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Traditional Project Success
Success = Features + Time + Cost met
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Traditional Project Success
Success = Features + Time + Cost met
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Agile Project Success
Success = Features + Time + Cost met
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Agile Project Success
Success = Features + Time + Cost met
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Agile Project Success
No, we satisfy the customer and deliver value!
„ Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software.”
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Agile Project Success
Satisfy the customer:
Deliver the requirements she wants!
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Agile Project Success
Satisfy the customer:
Deliver the requirements she wants!
Deliver the most valuable early!
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Agile Project Success
What‘s still wrong?
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Agile Project Success
What‘s still wrong?
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The Truth
At project start, we know less about our project than we’ll ever know again.
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The Sad Truth
But we still waste a lot of time writing a list of numerousfeatures (now calledBacklog) that coulddeliver value.
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Big Ball of Requirement Mud
Your PM, your team and your „requirements“…
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The Waste
But he says too: 80% of the requirements are not „required“, but only ideas orcould-haves, at best – or crap and wasted time, at worst .
Jeff Sutherland: „The idea behind a backlog is that it shouldhave everything that could possibly be includedin the product. You‘re never going to actuallybuild it all, but you want a list of everythingthat could be included in that product vision.“(From: Scrum – The Art Of Doing Twice The Work In Half The Time - 2014)
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Get Real
It’s better to make half a product than a half-assed product.(37 Signals – Getting Real)
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Get Real
• Ignore Details Early On • It’s a Problem When It’s a Problem • Hire the Right Customers • Scale Later • Half, Not Half-Assed • It Just Doesn’t Matter • Start With No • Can You Handle It? • Forget Feature Requests• And the most important of all…
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Why?
Why are you creating this product?
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Focus On Purpose
We build this product because it
• gives us a competitive advantage
• is critical and complex
• cannot be bought or outsourced
• causes sleepless nights
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Focus On Value
Which of the 49 requirements (epics or stories) makeour vision work and have the biggest business value?
Should we even care about the other 37 right now, then?
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Fixed Agile Project? Paradox!
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We Still Think In Projects…
“A temporary organization that is needed to produce a unique and predefined outcome or result at a pre-specified time using predetermined resources.” [ PRINCE2 ]
Temporary? Pre-specified time? Predetermined resources?
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Let‘s Think Products!
Temporary? Pre-specified time? Predetermined resources?
A product …
• has no predefined end date
• only “ends” when it has no more benefit
• changes as soon as it gets used
• has a different life-cycle than a project
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Agile Product Development
Product backlog
Product owner
We are creating a product.
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Identify Success
What if the 12 reqs already deliver 90% of theexpected value?
Do we still need all others?May we stop here?
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Inspect & Adapt - Everything
If your product vision works, adapt your plans, contracts and documents and continue withnext. Or make cash.
Otherwise rethink - or stop.
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Management
Do you still try to control uncertainty?
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Agile Management
If the organization wants to have competitiveadvantage in todays market complexity andvelocity – it‘s an almost mandatory choice.
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Chance Management
The mental model created by the project model does more damage than good.
Stop trying to control uncertainty, be creativeand convert it to chances and values.
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Elastic Management
Modern product development has to be flexible and adaptable.
EaaS32
Elastic Management
Modern product management too.
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MicroProjects
Elastic Management
MicroProjects!?
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Elastic Management
It‘s not the obligation of Agile to adapt tocontracts with fixed price and scope, but vice versa.
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Agile Success
Doing the best we can in satisfying our customerby delivering the best possible product andoptimize our work continuously…
will give us …
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Agile Success
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Conclusion
“Today, delivering on schedule, on budget and on features
is a sign of failure, not success.”(Allan Kelly)
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