Lean/Agile: Deliver More Value, Earlier

More Value, Earlier
How Lean & Agile methods
power today’s successes

© Sogeti

Christophe Achouiantz (@ChrisAch) - 2013

Christophe Achouiantz
Lean/Agile Coach
Lean/Agile Coach

Kanban Coaching Professional

@ChrisAch
http://leanagileprojects.blogspot.se
© Sogeti

2

We are in the middle of a major
Revolution!
revolution!

© Sogeti


Internet
Social Medias

© Sogeti


The Customers are now in the driver seat!
Customers

© Sogeti


Succeeding today requires
Delighting
Delighting the Customer

© Sogeti


Delighting the customer requires to:

• Deliver More Value
• Deliver Earlier

© Sogeti


How?

© Sogeti


Value?

© Sogeti


”You can’t just ask customers what they want
and then try to give that to them. By the time
you get it built, they’ll want something new!”
- Steve Jobs

(Interview with Inc. Magazine for its "The Entrepreneur of the Decade Award" (1 April 1989)

© Sogeti


Do not focus on what they want,
focus on what customers NEED!
NEED
!

© Sogeti


Microsoft Zune. Anyone recalls that one?
Perhaps not what we needed in 2008, as everyone already had an iPod.
http://saleshq.monster.com/news/articles/2655-the-20-worst-product-failures
© Sogeti


Colgate Kitchen Entrees.
Apetising?
Well, we NEED to eat after all, but this particular combination did not really work either…
http://saleshq.monster.com/news/articles/2655-the-20-worst-product-failures
© Sogeti


There is a need to eat breakfast fast. But this?!
http://lenpenzo.com/blog/id12478-10-grocery-store-products-that-flopped.html

© Sogeti


What do customers need?
Try to solve their (right) problems!
•
•
•
•

© Sogeti

Design Thinking
Ideation
Agile UX (User Experience)
Effect Mapping


Capturing Needs:
User Stories

The Story:
As a <role>,
I want <some feature>,
so that <need fullfilled>

© Sogeti

Scenarios as Examples:
Given <context>,
when <action>,
then <result>


Value is not decided,
discovered!
Value is discovered!

© Sogeti


Discovery is [central in
central
Product Development!

© Sogeti


Product Development is a
Knowledge Creation process

© Sogeti


Product Development is a
Knowledge Creation process
FEEDBAC
…based on FEEDBACK
K

© Sogeti


Absorb

Delivering More Value
More Value
requires learning how to generate,
Generate

absorb and
generate absorb respond to
respond to

Respond

feedback.

© Sogeti


Absorb

Delivering More Value
More Value
requires learning how to generate,
Generate

absorb and
generate absorb respond to
respond to

Respond

feedback.

as early as possible,
as often as possible and as
fast as possible

© Sogeti


Generate Feedback Fast

How to Generate Feeback
sooner and more often?

© Sogeti



[picture: trisslot]

© Sogeti



”Lean Startup” Techniques
•
•
•
•
•

© Sogeti

Minimal Viable Product (MVP)
Continuous Deployment
Split (A/B) Testing
Actionable Metrics
Pivot!



Minimal Viable Product (MVP)
(Iterative & Incremental Development)

© Sogeti


Building a Car using a traditional System Development method

© Sogeti

Stop!
No time/$ left! Christophe Achouiantz (@ChrisAch) - 2013

Building a Car the Right Way

© Sogeti



How to create a Minimal Viable Product (MVP)?

User Story Mapping!
(Eating an Elephant one Sashimi bit at a time…)

© Sogeti



Cannot get real customer/user feedback?
Try Demos with Stakeholders!

© Sogeti


Absorb Feedback Fast

How to Absorb all that Feeback?

© Sogeti



Absorbing Feedback requires:

• The mental capacity for it (focus)
• A very short delay (between the time feedback is
short delay
created and the time it is absorbed)

© Sogeti



Focus requires no overburdening!
Focus
•
•
•
•

Not too much on-going!
Acceptable stress!
No task-switching!
No trashing!

•
•

© Sogeti

Limit Work in Process!
Kanban



Very short delays require:
short delays
1) Almost no waiting (very short queues)
• Few things in process
• No bottlenecks

•
•
•

© Sogeti

Limit WIP
Kanban
Value Stream Mapping


Kanban: See & Understand Bottlenecks, Blocks, Priority
(2)
Prepare

To Do

Incomming

Doing

S

2013-09-15

XYZ

CCC

Done (Q)

S

M

GGG

HJK

Doing
2013-09-12

ZSX
A

X
2013-06-05

Develop(4)
L

2013-09-17

ERT

ABC

M

XL

OKN

IOP

Done (Q)

M

S

M

RTY

M

QWE

XL

CVB

ASD

Definition of Ready

•
•
•

© Sogeti

Christophe Achouiantz @ChrisAch

Definition of Done

•
•
•

Definition of Done

•
•
•

M

GHG

A

F

DFG

Done

Doing

X

F

S

Validate(4)

XS

ZXC

L
FGH

S

S

M

JKL

Urgent

AAA

L

M

NMN

Standard
M

BBB

Definition of Done

•
•
•

Low

39

See What Feedback Fast
Absorbto Improve!
(Including the Board & Policies)
Too Much
Ongoing!

Kanban: See Improvement Opportunites
Bottleneck!

(2)
Prepare

To Do

Incomming

Doing

Remove
Blocks!

S

CCC

2013-09-15

XYZ

Done (Q)

S

M

GGG

HJK

Doing
2013-09-12

ZSX
A

X
2013-06-05

Develop(4)
L

2013-09-17

ERT

ABC

M

XL

OKN

IOP

M

M

QWE

Too many Incidents!
Better Quality?
Definition of Ready

•
•
•

© Sogeti

Done (Q)

S

M

RTY

XL

CVB

ASD

Definition of Done

•
•
•

Christophe Achouiantz @ChrisAch

Definition of Done

•
•
•

M

GHG

A

F

DFG

Done

Doing

X

F

S

Validate(4)

XS

ZXC

L
FGH

S

S

M

JKL

Urgent

AAA

L

M

NMN

Standard
M

BBB

Definition of Done

•
•
•

Low
Another Class-ofService?

40

Kanban: See Improvement Opportunites
What do we need to improve to
not reproduce these in the future?
(Opportunities & Threats)

Upper Control Limit
85% of the time we deliver
a work item under 135 days

Average Lead-time
50% of the time we deliver
a work item under 60 days

Statistical Control Chart
1 dot = how long time it took to complete a work item

© Sogeti

41

Number of items

Kanban: Understand your Capability
50% 75%

25

9 days

14 days

85%

95%

19 days

27 days

20

15

10

5

5

10

15

Lead-times Distribution Diagram
Here looking at XS work items (<1 man-day)
© Sogeti

20

25

30

Time to Complete in days
(Lead-time)

42


short delays
2) Limited Failure demand & re-work
• Build quality in (not ’after’…)
• Know what is expected and when you are done

•
•
•
•
© Sogeti

Testers in the development team
Test Automation
Testers engaged from the start discussing ”requirements”
Clear ”definition of done”


short delays
3) Smaller chunks of work
• More targeted/efficient feedback
• Less administration
• Less features (get rid of ”just-in-case”)
4) Simpler chunks of work
• No ”gold-plating”
•
•
© Sogeti

MVP
Iterative & Incremental development


Responding to Feedback requires
Fast communication.
“The speed of the project is proportional
to the speed at which information moves
between people's heads.”

- Alistair Cockburn

•
•
•
© Sogeti

Co-located teams, or excellent collaboration equipment
Card walls
Information radiators

Delight the Customer
by delivering
More Value Earlier

User Stories
Minimum Viable Product
Limit Work in Progress

Build Quality In
Short Delays

as early as possible,
as often as possible
and as fast as possible
© Sogeti


”It’s not the # of hours I work in a day that
number of
measure progress, it’s the number of
feedback loops
feedback loops I complete!”

© Sogeti


The speed at which you need feedback to succeed
transforms the shape of product development
Need to Start doing:

Need to Stop doing:

Real Feedback 1/ Year

+
+
+
+

Automated Acceptance Tests
Refactoring
Continuous Integration
”Subcription” business model

Feedback 1/ Month

+
+
+
+
+

Developer testing
Stand-up meetings
Cards on wall
Scrum ”sprints”
”Pay-per-use” business model

-

Q/A department
Analysis team
Build team
Multiple deployed versions
Design document

Feedback 1/ Week

+
+
+
+

Live, two-way data migration
Temporary branches
Kanban
”Boot-strap” financing model

-

Test team
1 way data migration
Release branch
Patches
Up-front usability design

Feedback 1+/ Day

Feedback

Feedback 1/ Quarter

+ Immuzination
+ A/B testing

- Staging
- Operation Teams
- Stand-up meetings

Based on Kent Beck ”Software G-Forces” talk at LKCE11
© Sogeti


Thanks for Listening!

Christophe Achouiantz
Lean/Agile Coach
Lean/Agile Coach

Kanban Coaching Professional

@ChrisAch
© Sogeti

52

Lean/Agile: Deliver More Value, Earlier

Recommended

Recommended

More Related Content

More from Christophe Achouiantz

More from Christophe Achouiantz (9)

Recently uploaded

Recently uploaded (20)

Lean/Agile: Deliver More Value, Earlier