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This presentation explores how an Innovation Centric Culture and a Lean Operational Model are necessary in creating a Customer-Pull "Agile Business Framework." This "Agile Business Framework" leverages Scrum, and has proven to be effective in providing a delivery framework necessary for scaling Scrum upwards of 20+ teams over 4 core sites. We discuss the trials and tribulations of promoting localized optimization while scaling Scrum as an organization. We discuss how to manage Business Value from the scope of "Release" to "Minimal Marketable Features" down to "User Stories" delivered by the smallest fractal Scrum team. This presentation is geared towards those curious about how one would begin doing large-scale, high-reliable, product development. The practical examples provided in this presentation represent multi-site product development of over 20 Scrum teams, scaled to delivering a telecommunications product. Those wanting to shorten their product development cycle from 18+ months down to weeks will find practical examples of how one might attempt this at their companies.
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An Agile Business FrameworkFor Customer Driven Development
Paul Relf(Twitter: @Paul_Relf)
AND
Catherine Louis (Twitter: @catherinelouis)
Scrum Gathering Orlando 2010Friday, July 9, 2010
Agile (Innovation) Manifesto
We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:
Individuals and interactions over process and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
Innovation over status quo
Friday, July 9, 2010
Huge Scrum works when
You create an Innovation Centric Cultureat all levels of the organization!
You use a Lean Operational Modelfrom idea through delivery!
Friday, July 9, 2010
Innovation is a New Way of Doing SomethingIncremental Or Radical
Waterfall Development Limits Innovation By Removing the Freedom to Dream
Friday, July 9, 2010
Freedom to dream = Applied Innovation
The Impossible can always be broken down into Possibilities - Anonymous
x: dreamery: coder
z: applied innovation
x yz
Friday, July 9, 2010
Oh, the Possibilities?
How do we enable these possibilities?
With an ‘Innovation Centric Culture’
and a ‘Lean Operational Model’
Friday, July 9, 2010
Characteristics of‘Innovation Centric Culture’
Empowered Teams (Scrum Teams include the Product Owner and sometimes the end customer)
Safe environment to innovate; product, process, tools and GTM
Balanced Ego
No when to ‘Fail’
People / Relationship Centric (Collaboration and Communication)
Opportunity for professional development: journeymen, craftsman, master craftsman, leadership
Friday, July 9, 2010
Characteristics of‘Lean Operational Model’
Able to respond to Customers Real Needs and Market Dynamics (Competition, Technology, Regulation, Business Models)
Based on Kaizen and the pursuit of excellence
Able to Test The Market with new Ideas
Identify Winners and Losers Quickly
Minimize Risk and Upfront cost
Acts with a Long Term Horizon
Weather storms
Basis of Values
Friday, July 9, 2010
Hiranabe http://tweetphoto.com/5793753
Kaizen Gets You Started And Keeps You Going!
Friday, July 9, 2010
Driving Business Agility and Velocity
Lets Explore the ‘Lean Operational Model’...
Lean Operational Model
Inno
vatio
n C
entr
ic C
ultu
re
Maturity
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It Starts With The Customer
Rather than predicting where the market will be, deliver to the real market need using a “Customer Pull Model”
More relevant software
Timely delivery
Faster Payback
Happier Customers
Less Waste
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Customers want Capabilities NOT Releases
“If your product had XYZ it would be perfect”
“If I don’t get ABC by September, then I will not meet
my roll-out dead-line”
“We have to delay the release, because ABC is at risk and
it is for our most important customer”
“But if I can deliver XYZ now, then I can meet our
revenue plan!”
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Build What The Customer Wants(Features)
Releases are too big, and Stories are (often) too small
Minimal Marketable Features become the basis of development and delivery
Strive for Evenness - Mura
Be careful not to offer too many options!
“A minimal marketable feature is a chunk of functionality that delivers a subset of the customer’s! requirements, and that is capable of returning value to the customer when released as an independent entity” - M Denne & H Cleland-Huang
CC - Flickr - cogdogbog
Friday, July 9, 2010
What Cost $100,000 Per Second?
Why Would You Need Releases Then?
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Why Would You Need Releases Then?
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What is the Role of the Release?
Ultimately, you need to decouple the Release activities from the the Development:
Marketing
Design
Training, Knowledge Transfer
Day 2 Support
Channel Absorption
Etc., etc. HOKUSAI'S GREAT WAVE
“... set synchronization points based on experience and business need, and learning how to meet every deadline every time.” -- Mary Peppendieck (Dec 1, 2009)
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Other Challenges With Customer Driven DevelopmentI am building a volume product, how do I select the right lead customer(s)?
How do I balance operational needs to deliver to the mass market?
How do I manage commitments and communicate a road map?
What are the implications on the release strategy?
Marco Bellucci - Flickr / Creative Commons
How have you solved similar issues?Friday, July 9, 2010
What Most of Us Know...Lean techniques mapped into software development opened up a whole new paradigm
Agile, Scrum, Kanban, XP, tools, ...
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Beyond Scrum, How Do You Complete The Picture?
Thoughts? Ideas?
Friday, July 9, 2010
The ‘Lean Operational Model’
Desired Product
(Product + Capabilities)
Customer Commitment
PrioritizedMinimal
MarketableFeatures
Iterative
ScrumTeam
PrioritizedBacklog of
User Stories
Beta Trials
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UserStorUserStorUserStor
MinimalMarketableFeature
UserStorUserStor
MinimalMarketableFeature
UserStor
MinimalMarketableFeature
UserStorUserStorUserStor
MinimalMarketableFeature UserStor
UserStor
MinimalMarketableFeature
UserStorUserStorUserStor
MinimalMarketableFeature
1 2 3 4 5 6 7
Sprint
8 9 10
UserStorUserStor
MinimalMarketableFeature
UserStor
MinimalMarketableFeature
UserStorUserStor
MinimalMarketableFeature
UserStor
MinimalMarketableFeature
UserStor
MinimalMarketableFeature
Release 1(Every 2 months)
Pareto Analysis keeps you focused on the right things (top 20%). Do at all levels staring at Portfolio level
Look for anchor content (always changing) to become the candidate for the release
Release plans should be negotiated
Prioritize on BV, risk of not doing, & opportunity
Release Planning / Prioritization for Huge Scrum
Friday, July 9, 2010
Attributing Business ValueDuring Planning...
Agree on how to do it. There is no One or Right Way
For Huge Scrum use Pareto Rule at each level (portfolio, project, release, feature, and story)
Easier to‘Estimate’ monetary value of minimal marketable features versus user stories.
Relative Business Value is about doing the most important thing first - Don’t worry about being precise or concrete
Look for innovation in your backlog.
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Backlog Health is Critical To Execution
Huge Scrum yields a prioritized backlog of MMFs and stories
Can not assume how to write good user stories
Each story should stand-alone (potentially shippable)
Ask what can you get done
Use “enabling specifications”
Difficult to move from non-functional to vertically sliced stories (I/O, options, role, Spike, Stub, etc.
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Key Takeaways
The Impossible is PossibleCreate an Innovation Centric Culture
Use a Lean Operational ModelValue is Created at the Customers Gemba
Customers Buy Features‘Agile Business Framework’ can leverage Scrum
And Remember...Friday, July 9, 2010
Agility is not a function of speed
@achint_sandhu
Friday, July 9, 2010
Agility is a function of preparedness for change
@achint_sandhu
Friday, July 9, 2010
Creative Commons License
This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 3.0 United States License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-nc-sa/3.0/us/ or send a letter to Creative Commons, 171 Second Street,
Suite 300, San Francisco, California, 94105, USA.
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Friday, July 9, 2010
END
Or Beginning?
Friday, July 9, 2010
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