utilizing agile in your contracting process
TRANSCRIPT
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Reaktor Mannerheimintie 2 00100, Helsinki Finland
tel: +358 9 4152 0200 www.reaktor.com [email protected]
©2016 Reaktor All rights reserved
Utilizing Agile in Your Contracting Process General Counsel Juha Ilola
IACCM EMEA Conference / 10 May 2016, Rome
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REAKTOR MAY 2016 REAKTOR MAY 2016
About Reaktor • Creative technology company on mission
to build exceptional digital services
• Offices in NYC, Helsinki and Tokyo
• Headcount 360, turnover 43 MEUR
• Customers include HBO, Finnair, Nasdaq, Panasonic, Michael Kors, Kone, Supercell
• Also one of the most active Nordic early stage investors through its investment arm Reaktor Ventures
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My Focus • I come from sell side, but presentation
focus is buy side • Typical contract is continuous
professional service contract with 0 - 2 weeks’ notice period and 500K - 5 MEUR annual value
• Reaktor’s focus industries are finance, retail, media, telecommunications, in-flight services and the public sector
• Reaktor has flat organization consisting of small, self-organizing teams
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1. Why agile?
2. What is agile?
3. How to contract in more agile manner?
4. Key takeaways
My Agenda
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1. Why agile?
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Agile methods were conceived in the software industry to
tackle constant project delays and failures.
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Back in 1994, success rate in software projects was abysmal
16%
with 31% of projects failing and 53% becoming challenged.
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SOURCE: STANDISH GROUP INTERNATIONAL: CHAOS REPORT 1994
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By 2015, success rate with agile methods has climbed to
39%
with 9% projects failing and 52% becoming challenged.
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SOURCE: STANDISH GROUP INTERNATIONAL: CHAOS REPORT 2015
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Technologies
Cus
tom
er n
eeds
Known Uncertain
Cle
ar
Uncl
ear
SOURCE: STRATEGIC MANAGEMENT AND ORGANIZATIONAL DYNAMICS BY RALPH STACEY
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I’m not in software business. Why should I
care?
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Software is eating the world. Disruptive new players shake every industry. Those who cannot adapt face
extinction.
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2. What is agile?
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Typically when someone explains agile, you may hear and see something
like this.
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Scrum
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Scrum
Kanban
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Scrum
Kanban
Extreme Programming REAKTOR MAY 2016
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Scrum
Kanban
Extreme Programming REAKTOR MAY 2016
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Scrum
Kanban
Extreme Programming REAKTOR MAY 2016
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Scrum
Kanban
Extreme Programming
Process
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Scrum
Kanban
Extreme Programming
Events
SprintPlanning
DailyScrum
Sprint Review
Process
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Scrum
Kanban
Extreme Programming ProductBacklog Sprint
Backlog
Artifacts
Events
SprintPlanning
DailyScrum
Sprint Review
Process
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Scrum
Kanban
Extreme Programming Team
ProductOwner
ScrumMaster
Roles ProductBacklog Sprint
Backlog
Artifacts
Events
SprintPlanning
DailyScrum
Sprint Review
Process
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Scrum
Kanban
Extreme Programming Team
ProductOwner
ScrumMaster
Roles ProductBacklog Sprint
Backlog
Artifacts
Events
SprintPlanning
DailyScrum
Sprint Review
Process
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Although that stuff is important, let’s put it aside for the remainder of this
presentation.
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Being agile means being able to change course, and then changing
course when appropriate.
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Changing course includes the ability to easily start, and to end,
something when appropriate. The ability to try.
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When operating in the complex problem domain you
need to be able to change course; and to start, end and
try things. You need to be agile.
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3. How to contract in more agile manner?
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“we have come to value… customer collaboration over
contract negotiation” The Agile Manifesto
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Risks in a software projects are most effectively managed with
proper ways of working, i.e. agile methodologies.
Not with a contract.
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A “great deal” passing all risk to other party mitigates your
down-side risk, but may hinder or even remove chances of succeeding.
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DON’T
prepare detailed, up-front specifications of deliverables as in reality deliverables are bound to
evolve during the project when your real needs are discovered.
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DO
find the best talent for the project. Keep possible contractual
requirements on a high level only so that implementation details
can benefit from emerging knowledge.
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DON’T
impose strict change management process in the
contract where “business owner to engineer” or “engineer to
engineer” change management is sufficient.
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DO
give your business / project owner and the supplier’s professionals the power
to agree on changes to the scope within specified budget.
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DON’T
use liquidated damages for delay or excessive warranties as they force
the supplier to deliver on the outdated requirements set out in the contract
and to fight changes.
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DO
aim for collaborative issue resolution, e.g. by downscaling scope in case of apparent delay. If sanctions
are necessary, aim for “smaller percentages” without need to
evidence breach (e.g., trial period, satisfaction guarantee).
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DON’T
enter into long fixed-term contracts with limited exit rights, or
(excessive) early termination penalties.
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DO
aim for contracts that can be freely terminated when they no longer
benefit both parties. Split big contracts into small contracts. Test
new suppliers with PoC’s / small contracts before bigger awards.
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DON’T
contractually force non-optimal ways of working onto people
performing the work.
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DO
let the people performing the work define and improve the ways or
working.
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DON’T
set-up or agree to vendor lock-ins (via limited licenses or
otherwise).
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DO
ensure that you can actually end the business relationship
when it is no longer in your interest. In software world,
ensure that you have the IPR or unlimited license after expiry.
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DON’T
increase your transaction costs by drafting unnessarily complex
contracts.
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DO
strive to draft simple, beautiful contracts, that provide the
simplest solution to the problem at hand. Simple contracts are easy to negotiate, perform and change.
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DON’T
limit your thinking of agile to context of one contract only.
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DO
aim for an agile portfolio of contracts that can be quickly adapted
to change - e.g., by concluding and ending contracts, re-awarding
contracts between suppliers, scaling scopes up and down on the basis of
focus area shifts.
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4. Key takeaways
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1. Agility is crucial in complex domain.
2. To be agile is to be able to change course - and to start, end and try.
3. Contract terms should not limit agility in name of risk management if and where risks are best managed otherwise.
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Thank you. Twitter @juha_ilola