Selling Agile
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The document outlines strategies for selling agile development methodologies to various stakeholders, including managers, clients, and sales teams. It emphasizes the advantages of agile, such as higher quality, flexibility, and reduced costs, while detailing different types of agile contracts and the importance of building trust with clients. Key points include the focus on delivering value, managing risks effectively, and improving communication throughout the project lifecycle.
Selling Agile
- 1. Selling Agile How to sell the idea of agile development to your managers, sales team, and clients
- 3. Programmers
- 5. Testers
- 11. Sales People
- 13. Agenda Managers Today Sales Teams In the next hour we will talk about how to sell agile practices to: Clients Agile Contracts In Addition If we have time, we’ll review types:
- 14. Project Managers
- 17. Dissa9sfac9on Driver for Change Understand the It Involves hours Most projects go PM’s life of meetings over budget
- 18. What can agile offer a project manager? Fast and accurate The opportunity to spend reporting! their days doing more ! More structure! value-adding activities" Shared responsibility Better relationships with Less time spent for success! co-workers and clients! in CYA activities!
- 20. The 50,000 foot view The primary role is facilitation Less up front planning, more ongoing planning Less reports, lots more talking Fewer long meetings, more short meetings Less CYA, more collaborative problem-solving
- 22. Building self‐directed teams Choose the right Help them to Give them space And you get: people understand the and <me a mo<vated business team that problem produces be=er quality, faster
- 23. Mapping PM phases to Agile phases Define the Features/ Itera9ve Adapt to Reflect and Product Release Plan Development Change Learn Agile Envision Speculate Explore Adapt Close Agile Tools Burndown Vision Release Plan/ Itera9ve Retrospec9ve Chart, BVCs, Statement Backlog Planning Kanban Board PMI/PMBOK Ini9a9ng Planning Execute Control Close
- 24. Planning Release Planning Iteration Planning Story Cards Estimates Priorities
- 25. Agile Documenta9on rt a xpo ary ne I ca summ r tor, nt he a doc eatme l to ot As nt tr emai . ie s ts. pat port to egiver 8p re car n Joh
- 26. Daily tracking !"#$%&'()**+$,( !"#$%&'$()*+#,( !"#$%&"'&"("#)")' !"#$%"&'&$()('
- 27. Es9ma9ng Comple9on Date Points and In most cases, a project manger couldn’t have full velocity confidence in a delivery date. Agile processes provide tools for es<ma<on that a customer can Incremental understand. releases
- 28. How to start? !"#$%&'$()(%$*+(,-( !"##$%&'"%&(%)'*+%$& !"#$%&'&()'%*+,)' ./+(/$$01( &+'-&' '#&,%-#& !"#$"%&#'()%*"#+&,-% !"#$%&'$%($)*%*+% .//0+1*% ,)$% !"#"$%&'()&')'*%&
- 30. Sales People
- 31. Key points to stress 1 The benefits of agile are easy to understand 2 Happy clients lead to repeat business and referrals 3 Experienced buyers know the cost of poor quality and inexperienced buyers fear it. Quality is an easy sell. 4 You can use the experience as a differen<a<ng factor
- 32. The life of a soYware salesperson Selling the intangible is just selling promises Salespeople may have stats on past projects, but the key selling points are oSen difficult to describe There is a strong tempta<on to oversell, leading to client dissa<sfac<on and low return business and no referral business
- 33. Selling Agile Processes to Clients Selling Agile Processes to Clients
- 34. Key Points to Stress 1 High quality process leads to far lower maintenance costs 2 The client remains in control of the project 3 The client has an enormous degree of flexibility 4 Agile processes produce lower cost software 5 Considerable insight into the process
- 37. Why does soYware suck? On average, professional coders make 100‐150 errors in every 1000 lines of code ‐ Carnegie Mellon study The best way to reduce errors and lower cost is to write less code ‐ Boehm, 1988
- 40. Chaos Report ‐ 2000 64% of all requested features are a waste of money and introduce bugs
- 43. Agile fixed Quality If the triple constraints are <me/cost, features/scope, and quality then: Sc e op Tim e Quality
- 44. Agile fixed Quality If the triple constraints are <me/cost, features/scope, and quality then: Sc Sc – Fixed 9me and scope e op op Tim project must let e e quality slip because there is always risk Quality
- 45. Agile fixed Quality If the triple constraints are <me/cost, features/scope, and quality then: Sc Sc – Fixed 9me and scope e op op Tim project must let e e quality slip because there is always risk – Agile processes fix quality at the expense of either 9me or Quality scope
- 47. Stop when you like Release early if you want Benefits of to Timeboxed Change Itera9ons vendors easily Control scope
- 48. Sell the Experience The customer is the master of Put responsibility in the hands of business value those most able to deliver 1. Stories The planning game 2. Es<mates 3. Acceptance test Development Answer ques<ons Demo Review, reflect, feedback
- 50. Clients can't tell good service from bad on first contact. Selling to Clients
- 67. Your clients have very few points of contact. ini<al sales call recep<onist contract le=er planning mee<ngs status reports Make every point of contact into a marke<ng exercise. Make every one be=er, and then make them be=er again.
- 68. Agile Contracts Main types of agile contracts: • Fixed Price • Time and Materials • Op<onal Scope • Sa<sfac<on Guaranteed • DSDM • Pay Per Use • Co‐sourcing
- 69. Agile Contracts Why have a contract? • Control tendency toward self‐interest • I prefer incen<ves to controls ★ Incen<ves are less expensive ★ and they build trust
- 70. Agile Contracts Give the risk Scope ‐ Client to the party best able to manage it Technology ‐ Vendor
- 71. Fixed Price Contract • Vendor takes all the risk • Customer packs in features • Tendency to bid low, with high (see Chaos report) cost of change • Favors the most desperate or • No incen<ve to control scope op<mis<c supplier • Required costly big up‐front • High failure rates due to design underbidding vendors • Creates incen<ves to let quality • Vendor pads bid for risk slip • If all goes well ‐ client overpays • Requires a lot of expensive • If it goes badly, quality suffers controls • Customer has no incen<ve to accept work
- 73. Time and Materials Contract No incentive to be efficient
- 74. Time and Materials Contract Buyer bears No incentive al of the risk to be efficient
- 75. Time and Materials Contract No incentive Buyer bears No incentive for supplier al of the risk to be efficient to control scope
- 76. Op9onal Scope Contract • Risk is limited to one itera<on • Customer pays at each itera<on • Work can stop at any <me • Customer receives value early • Visibility builds trust • Velocity is a reliable measure • Scope remains flexible • Most important features are done first • Client can change vendors
- 79. Target Cost Contract Shared costs of Fixed cost exceeding target
- 80. Target Cost Contract Shared Shared costs of Fixed cost responsibility exceeding target for scope
- 81. Target Cost Contract Shared Strong incen<ves to Shared costs of Fixed cost responsibility exceeding target collaborate toward for scope shared goal
- 82. Sa9sfac9on Guaranteed Contract • Low cost <me and materials bid • Plus a bonus if the customer is sa<sfied • Best for small projects • Good for building trust • Risk that buyer won’t admit to being sa<sfied • Bigger clients are more likely to pay bonus
- 83. DSDM Contract • MoSCoW ‐ feature priori<za<on scale • Must have ‐ contractually obligated • Should have ‐ necessary to make client happy • Could have ‐ if there’s <me and budget • Won’t have ‐ can be used to re‐evaluate scope • Requires Big Upfront Design, but can be flexible later • Fixed Price • Client might not get Coulds and Shoulds
- 84. Pay‐per‐use/Pofit Sharing Contract • Vendor is paid only when soSware yields value • High upfront vendor cost • Creates a long‐term rela<onship • Aligns priori<es and objec<ves • Requires a LOT of trust
- 85. Co‐sourcing Contract • Client and vendor develop together • Vendor passes skills to client • Builds trust • Vendor must have a good reputa<on
- 86. My favorite Contract • Upper and lower cost limits and target cost • Time and materials to es<mate • Discount (eg. 20%) for work over es<mate • No cost for exceeding limit ★ eg. If target cost is $10k and range is $5‐15k ★ If total work is $10k, great ★ If total work is $5k, we get a $2.5k bonus ★ If total work is $15k, we earn $14k • This makes accountants happy by limi<ng their risk limits while crea<ng incen<ves to manage scope and efficiency without sacrificing quality.
Editor's Notes
- #34: For the feature releases photo, try searching for &#x201C;software demo&#x201D; because a feature release looks like one person (the client) looking at a feature and giving feedback to the development team.
- #42: I&#x2019;ll talk about some software horror stories, to illustrate how bad most software is. It&#x2019;s of a French rocket costing half a billion dollars that explodes due to a software bug.
- #43: I&#x2019;ll talk about some software horror stories, to illustrate how bad most software is. It&#x2019;s of a French rocket costing half a billion dollars that explodes due to a software bug.
- #44: I&#x2019;ll talk about some software horror stories, to illustrate how bad most software is. It&#x2019;s of a French rocket costing half a billion dollars that explodes due to a software bug.
- #78: Your prospect is overwhelmed with options and details. Give them less to think about and they will trust you more. Give them one, just one, good reason to choose your service.
- #80: Tell your prospects the ten best things about your service, and he won't remember any of them. and he'll remember it and assume that there are more good things besides.
- #82: Eliminate cliches from your message. Your prospects don't even register them and they undermine your message. Tell the straight truth without embellishment, and you'll be remembered.
- #83: Be grateful for the opportunity and express your gratitude in everything you do. It's not over when you deliver the product, either. The client still has no assurances that what you delivered is dependable or a better value than the service he didn't choose would have been. In extending his faith to your software, he's doing you another huge favor.
- #84: Be grateful for the opportunity and express your gratitude in everything you do. It's not over when you deliver the product, either. The client still has no assurances that what you delivered is dependable or a better value than the service he didn't choose would have been. In extending his faith to your software, he's doing you another huge favor.
- #85: Be grateful for the opportunity and express your gratitude in everything you do. It's not over when you deliver the product, either. The client still has no assurances that what you delivered is dependable or a better value than the service he didn't choose would have been. In extending his faith to your software, he's doing you another huge favor.
- #86: Be grateful for the opportunity and express your gratitude in everything you do. It's not over when you deliver the product, either. The client still has no assurances that what you delivered is dependable or a better value than the service he didn't choose would have been. In extending his faith to your software, he's doing you another huge favor.