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Business Agility Platform
- 2. Brad Murphy, Founder / CEO
32 Yrs of Custom Software Development
SDLC Innovator since 1990
Agile & Lean Pioneer since 1996
Large Enterprise Agile Focus Since 2002
Page 2 © Gear Stream, Inc.
- 4. Agile Timeline
?
Steven Blank
Brant Cooper
?
?
Patrick Vlaskovits
1996 2001 2003 2010
Copyright © Gear Stream, Inc. | Confidential | www.gearstream.com
- 5. Kanban History
Copyright © Gear Stream, Inc. | Confidential | www.gearstream.com
- 6. Kanban History
16th Century Venetian Warship
1574 King Henry III – Lean
Copyright © Gear Stream, Inc. | Confidential | www.gearstream.com
- 7. TheAgileManifesto
Individuals and Interactions over processes and tools
Working Software over comprehensive documentation
Customer Collaboration over contract negotiation
Responding to change over following a plan
Page 7 © Gear Stream, Inc.
- 8. 12 Principles of Agile
01 04
Our highest priority is to satisfy Business people and
the customer through early and developers must work
continuous delivery of valuable together daily throughout the
software. project.
02 05
Welcome changing requirements, Build projects around
even late in development. Agile motivated individuals. Give
processes harness change for the them the environment and
customer’s competitive support they need, and trust
advantage. them to get the job done.
03 06
Deliver working software Agile processes promote
frequently, from a couple of weeks sustainable development.
to a couple of months, with a The sponsors, developers, and
preference to the shorter users should be able to
timescale. maintain a constant pace
indefinitely.
Page 8 © Gear Stream, Inc.
- 9. 12 Principles of Agile
01 04
Our highest priority is to satisfy Business people and
the customer through early and developers must work
continuous delivery of valuable together daily throughout the
software. project.
02 05
Welcome changing requirements, Build projects around
even late in development. Agile motivated individuals. Give
processes harness change for the them the environment and
customer’s competitive support they need, and trust
advantage. them to get the job done.
03 06
Deliver working software Agile processes promote
frequently, from a couple of weeks sustainable development.
to a couple of months, with a The sponsors, developers, and
preference to the shorter users should be able to
timescale. maintain a constant pace
indefinitely.
Page 9 © Gear Stream, Inc.
- 10. 12 Principles of Agile
01 04
Our highest priority is to satisfy Business people and
the customer through early and developers must work
continuous delivery of valuable together daily throughout the
software. project.
02 05
Welcome changing requirements, Build projects around
even late in development. Agile motivated individuals. Give
processes harness change for the them the environment and
customer’s competitive support they need, and trust
advantage. them to get the job done.
03 06
Deliver working software Agile processes promote
frequently, from a couple of weeks sustainable development.
to a couple of months, with a The sponsors, developers, and
preference to the shorter users should be able to
timescale. maintain a constant pace
indefinitely.
Page 10 © Gear Stream, Inc.
- 12. What Keeps Your CEO Up At Night?
#1 Rate of Innovation
#6 Cost Optimization
Page 12 © Gear Stream, Inc.
- 13. CEO Bottom Line?
#1 Build The RIGHT THING
#2 Build the Right Thing FAST
#3 Build the Right Thing WELL
Page 13 © Gear Stream, Inc.
- 14. Are We Too Focused On
BUILDING THINGS WELL?
Page 14 © Gear Stream, Inc.
- 16. Scrums Says = Product Owner Decides
User Stories / Features
Priority
Page 16 © Gear Stream, Inc.
- 17. You can’t just ask
customers what
they want and
then try to give it
to them.
By the time you
get it built, they’ll
want something
new.
- 18. TheAgileManifesto
Individuals and Interactions over processes and tools
Working Software over comprehensive documentation
Customer Collaboration over contract negotiation
Responding to change over following a plan
Page 18 © Gear Stream, Inc.
- 19. Agile is a Capability, NOT Innovation
Innovation
Capability
Page 19 © Gear Stream, Inc.
- 20. What Might an Agile
Innovation Pipeline
Look Like?
Page 20 © Gear Stream, Inc.
- 21. Lean Start-Ups:
Hypothesize VS Prioritize
What Matters Most
Page 21 © Gear Stream, Inc.
- 22. Instrumenting Continuous Innovation Pipelines
Product
Management Continuous Flow, Feedback, and Value Capture
Hypothesis Driven Backlogs
Transform
Backlog to ER
Customers
Cloud Factory Stealth Features Determine
Value
Automated Test & Continuous
Verification Deployment
Page 22 © Gear Stream, Inc.
- 23. What is Desirable to
Customers?
Innovation
What is Possible What is Viable in
With Technology? The Marketplace
Page 23 © Gear Stream, Inc.
- 24. Trend
Watch Proof For Innovation Pipelines?
Copyright © Gear Stream, Inc. | Confidential | www.gearstream.com
- 25. Trend
Watch Cloud Software Factories
Copyright © Gear Stream, Inc. | Confidential | www.gearstream.com
- 26. Getting Started
#1 Prove Agile at Team Level 1st
#2 BluePrint Your Innovation Pipeline
> Business Driven Vision
> Business & Tech Driven Roadmap
> Pragmatic Release Plan
> Execute
Page 26 © Gear Stream, Inc.
- 27. TheAgileManifesto
Individuals and Interactions over processes and tools
Working Software over comprehensive documentation
Customer Collaboration over contract negotiation
Responding to change over following a plan
Page 27 © Gear Stream, Inc.
- 28. Innovation
TheAgileManifesto
Individuals and Interactions over processes and tools
Automating EVERY Repeatable Step You Can..
Over manual, low value tasks
Working Software over comprehensive documentation
Validated learning over working software
Page 28 © Gear Stream, Inc.
- 29. Innovation
TheAgileManifesto
Customer Collaboration over contract negotiation
Place Empathy for Customer Problems
over corporate needs
Responding to change over following a plan
Initiating Change over reacting to missed expectations
Page 29 © Gear Stream, Inc.
