Agile Development - Are you building the right thing ? (Follow the value)
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The document discusses agile project management as a more effective approach compared to traditional methods, emphasizing early delivery of business value and continuous learning through Minimum Viable Products (MVPs). It outlines the importance of testing business hypotheses rather than just focusing on product features, demonstrating this with case studies of failed projects like Google Buzz and Wave. The author argues that smaller projects tend to be more successful and promotes a mindset of incremental value creation to mitigate risks.
Agile Development - Are you building the right thing ? (Follow the value)
- 1. AGILE PROJECTS Follow the value MODTAGER: S&M Oticon DATO: 19-12-2014 ANSVARLIG: Martin Nymann Vinther
- 2. AGILE IS NOT MAGIC ! … It’s just much better than traditional approaches
- 3. ”EARLY DELIVERY OF BUSINESS VALUE” Agile is… Alistair Cockburn
- 4. Assume you are building the WRONG thing!
- 5. Follow the value Everything decided (and locked) up-‐front Something decided up-‐front X $ X X? Y Y $ A liAle decided up-‐front $ ! ?
- 6. Demo on REAL Users/Customers
- 7. Minimum Viable Product • Assume you are building the WRONG thing! • How can we find out as quickly as possible? • List your hypotheses • Build an MVP to validate/invalidate it
- 8. Example: Hypotheses: 1. File sync is a problem for people 2. Our product will solve the problem 3. People will buy our product Demo video: Ref: Henrik Kniberg
- 10. Paper Prototyping = Lo-tech MVP
- 11. Minimum Viable Product • It is simply the fastest way to start learning how to build a sustainable business with the minimum amount of effort • The goal of the MVP is to begin the process of learning, not end it. Unlike a prototype or concept test, an MVP is designed not just to answer product design or technical questions. Its goal is to test fundamental business hypotheses.
- 12. Don’t fall in love with you product Google Buzz Launched: 2010 DisconLnued: 2011 Google Wave Launched: 2010 DisconLnued: 2012 Google Answers Launched: 2003 DisconLnued: 2006
- 13. Does it solve the problem ? To do In progress In ProducFon People actually use it Solves the problem … in a way that is beAer than before Done ?
- 14. Did we add value ? Value of soluLon Value of soluLon RelaLve gain SLll a good business case ?
- 15. Big Projects usually fail. Regardless of Process 76% 20% 4% Small Projects < $1 million 10% 52% 38% Larger Projects > $1 million Successful Challanged Failed ”The Standish Group has categorically stated with much convicLon—backed by intense research—that the secret to project success is to strongly recommend and enforce limits on size and complexity.” ”These two factors trump all other factors.” Henrik Kniberg
- 16. Big Bang = Big Risk Ref: Henrik Kniberg
- 18. Don’t build up risk… build up value!!
- 19. Fastest learner wins! Ref: Henrik Kniberg
- 20. AGILE PROJECT MANAGEMENT IS PUPOSELY DIFFERENT FROM TRADITIONAL PROJECT MANAGEMENT
- 22. 22 Individuals and interactions over Processes and tools Working software over Comprehensive documentation Customer collaboration over Contract negotiation Responding to change over Following a plan
- 23. 23 THANKS FOR LISTENING GET IN TOUCH VIA: VINTHER@UGILIC.DK TWITTER: @MARTINVINTHER (+45) 29 89 53 10 UGILIC.DK/VINTHER