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Making Agile Pay
- 1. Making Agile Pay Alas! how deeply painful is all PAYMENT! [email_address]
- 2. Disclaimer I reserve the right to give you advice which conflicts with the ‘norm’. Based on my experiences not set texts! I reserve the right to be heretical WRT ‘sacred’ texts’
- 3. Culture eats strategy for breakfast So pick only those battles you can win..
- 4. Devt. Cost– what’s the big deal? Customer “changes their mind” Misinterpretations – requirements Takes longer than expected – cascading impacts – badly estimated?
- 5. Testing reveals too many problems – cost of rework
- 6. There’s a hole in my bucket.. Reduce scope for misinterpretations
- 7. Enable / work with / assume change
- 8. Improve levels of inspection/ testing
- 9. Reduce financial exposure per delivery Agile !!
- 10. Impedance mismatch Expectations..?! I don’t have to make commitments I don’t have to document anything I pay less for development I’ll get stuff faster I can change my mind at any time
- 11. Impedance mismatch Expectations..?! We can iterate over the requirement We’ll decide at the last possible moment Chaos is looming I must pin them to a plan I don’t know WHAT I’m getting
- 12. Fog XP versus scrum versus DSDM versus ..
- 13. Terminology
- 14. Religion
- 16. Business – focused terminology
- 17. UK culture ..
- 18. The road to hell.. Individuals and interactions over processes and tools
- 19. Working software over comprehensive documentation
- 20. Customer collaboration over contract negotiation
- 21. Responding to change over following a plan Agilemanifesto.org
- 22. And..? This will only work if: We can prioritise (negotiate!)
- 23. You’re available to collaborate
- 24. We keep the plan fluid
- 25. Don’t burn money Prioritisation – the right to negotiate Incremental Fixed scope Source: Standish Group : Chaos Chronicles 2000
- 26. Prioritisation You can’t have EVERYTHING
- 27. If you can’t prioritise then (arguably) you have no business case
- 28. Useful: Imagine if...
- 29. PM – same as it ever was.. Controlling the project
- 31. Managing change – negotiating priorities
- 32. Managing risk
- 34. PM Imperatives: Planning OR
- 35. Change Control Agree in/ out of time-box boundaries
- 38. Central log, visible record / history
- 39. Assumptions Estimates to hand
- 42. Contract / Agreement Essential: Change control – boundaries prioritisation Deliverables – what paid for
- 43. Quality – nature of ‘re-work’
- 44. Contract / Agreement Are the right people in the room? Authorised for cost sign off? Highlight what WILL be done Must haves
- 45. Timescales
- 48. Caution.. Knee-jerk response ..
- 49. Not a panacea – culture?
- 50. Complexity?
- 51. Skills?
- 53. Realistic Targets Avoid ‘cultish’ terminology
- 54. Use the dictionary not a creed..
- 55. Impact of IT organisation business change
- 57. Agree benchmark/ targets.
- 58. Stakeholder buy-in How much will this cost?
- 59. What will be delivered?
- 60. How will I know whether you’re on track
- 61. How will I know that what you’re building will work.
- 62. Roadmap Small projects Minimal risk
- 64. Perceived wisdom Critical projects Success better recognised
- 65. Easier to get broader support
- 66. Implications Collaborative culture Stakeholder time!
- 67. TRUST Decisions ‘at last minute’ rather than up front
- 68. Freedom to honour the ‘spirit’ of the contract
- 69. Team skill sets
- 70. Summary Principles, culture are key
- 71. Methods are NOT recipes [email_address]
Editor's Notes
- #2: Lord byron