leading agile pollyanna pixton - accelinnova · 1 leading agile co-founder, accelinnova 801. 209....
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Leading Agile
Co-Founder, Accelinnova
801. 209. 0195
accelinnova.com
blog: pollyannapixton.com
t: @pollyannapixton
Pollyanna PIXTON
Self-organizing, self-managing
Do we need leaders?
What kind of Leadership?
what outcomes do you
hope for from this
session?
Why Agile
How Agile Works
Business Value
Collaboration
Culture of Trust
Ownership
Metrics
Agile Leadership
Agenda
2
why Agile?
A set of effective principles
Recognize uncertainty and change
Ownership
Learning
Collaboration
Disciplined Delivery
A set of practices that help implement those
principles
What is Agile?
Value driven not date driven
Continuous stakeholder and customer
feedback
Embraces change
Practice Excellence
Continuous High Quality
No accumulation of technical debt
What is Agile?
faster & better
results
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Efficiencies and Effectiveness
Delight our customers
Deliver the right
business value
Ability to deal with
change, risk and
uncertainty
Drive out cost and waste
in product development
lifecycle
Business dynamics
innovate to
differentiate
responsiveness
tighter linkage to
customers
time to value
Operational dynamics
predictability ofschedules
quality
better use of resources
improve productdevelopment cycles
Project Challenges
4
Project Statistics
Always or
Often Used:
20%
Never or
Rarely Used:
64%
Standish Group Study, reported by CEO Jim Johnson, XP2002
Sometimes
16%Rarely
19%
Never
45%
Often
13%
Always
7%
Technical Debt?
Anything that makes
code difficult to
change.
Cost of getting out of
debt is compounded
over time.
Defect Cost over Time
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How does
agile
help?
don’t build what we
don’t need
business driven
Delays by overzealous planning costs far more
than it saves.
Time
Co
st
Delay
Lost Value
Agile Increases Revenue Business Driven
Agile projects reach a break-even point earlier!
Time
Cost
Profit
Investment
Bre
akeven
Single
Release
Self-F
undin
g
Bre
akeven
Software by Numbers by Mark Denne and Jane Cleland-Huang
Staged
Releases
Agile Increases Revenue
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responsiveness to
market changes
Agile does this by…
Continuous stakeholder feedback
Stakeholders participate in
User story development
Prioritizing chunks
Giving feedback on delivery of working chunks
Delivering in short cycles
mitigate risk
early and often
deal with uncertainty
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we don’t know what we don’t know
As Knowledge
increases Leaders use
iterations to guide
project towards
enhanced goal
Encourage Mid Course Corrections
Planned Path
Actual Path
Actual Completion
Start
Zone of successPlanned
Completion
Incre
asin
g K
now
ledge
Hurricane Rita
8
9
5%- NASA
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Examples
Agile Examples
1 year projects reduced to 5 months with
better quality (custom systems)
Past: 3 months to develop 2 year roadmap
Present: 3 days
Financial: 50% time cut; 60% cost reduction
Improved Growth: Fortune 100 Co.
SW Revenue per DE HC $M
2004 2005 2006 2007 2008 2009
Revenue p
er
HC
$M
E/R
as
%
Rev per DE HCE/R
Improving Productivity to Reinvest
Capacity
2003 2004 2005 2006 2007 2008 2009*
HC
/ P
rod
uct
GA
SW
G R
even
ue i
n $
$’s
HC / Product GA
SWG Revenue
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Pro
ducts
& H
C/P
roduct
Improving Product Deliveries
2004 2005 2006 2007 2008
Brand W Products Brand T Products
Brand W HC/product Brand T HC/product
Non-Technical Agile
Sales department: Introduce new sales
model. Deployed in a single sales region,
learned and iterated globally.
Architecture Firm: Unable to hire enough
architects. Increased revenues by 90% while
only increasing costs y 30%.
Summary
summaryAgile defined …
Uses continuous stakeholder
feedback to deliver high-quality,
consumable code through user
stories and a series of short,
stable, time-boxed iterations.
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