Post on 06-May-2015
description
allan kelly Twi+er: @allankellynet h+p://www.allankelly.net
Do it Right Then Do the Right thing
May 2014
The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again.
Allan Kelly…
Chapters in… • Business Analysis and Leadership, Pullan & Archer
2013 • 97 Things Every Programmer Should Know, Henney,
2010 • Context EncapsulaAon in PaBern Languages of
Program Design, vol#5, 2006
Ø ConsulJng on soLware development & strategy
Ø Training for Agile Author – Changing SoLware Development: Learning to be
Agile (2008, Wiley) – Business Pa/erns for So2ware Developers (2012,
Wiley -‐ ISBN: 978-‐1119999249) – Xanpan: ReflecJons on agile (work in progress)
h+ps://leanpub.com/xanpan
Management commandment
Do the Right Thing Then
Do it Right
I am here to
challenge
I am not saying
Knowingly do the Wrong Thing
I am saying
You only know the Right Thing by doing
Exhibit A -‐ The Alignment Trap
Less EffecJve
More EffecJve
Highly aligned
Less aligned
‘Alignment trap’ 11% companies +13% IT spending -‐14% 3 year sales growth
‘Maintenance zone’ 74% companies Avg IT spending -‐2% 3 year sales growth
‘IT Enabled growth’ 7% companies -‐6% IT spending +35% 3 year sales growth
‘Well-‐oiled IT’ 8% companies -‐15% IT spending +11% 3 year sales growth
Source: Shp
ilberg, Berez, Puryear, Shah:
MIT Sloan Review, Fall 2007
1
2
Doing the rig
ht th
ings
Doing things right
Doing the right thing…
• Costs – Money: £consultants, $analysts, €managers – Time: Analysis, research, meeJngs, discussions
• AssumpJons – There is a right answer – And it is knowable – No value in wrong answer – That wrong & right are definable
Exhibit B – Lean Start-‐Up
• Knowing is difficult • Get into the market to find out
• See what people will $pay for – Not just what that €say
• Doing need not be expensive
Exhibit C – Changing course
Seqng the “right” course makes it harder to change course
"Faced with the choice between changing one's mind and
proving that there is no need to do so, almost everyone gets
busy on the proof.” John Kenneth Galbraith
Exhibit D – Changing (Me!)
• Its about Learning • To Learn we must do • How can you increase the pace of learning?
Learning
Change
Exhibit E – He who learns fasters
“We understand that the only compeJJve advantage the company of the future will have is its managers’ ability to learn faster than then their compeHtors.”
Arie de Geus, The Living Company 1988
How do you learn fast?
• Do • How do you do? • Iterate – Iterate faster – Iterate more
• Learn • Learn to iterate faster, improve your aim
Ready, Fire, Fire, Fire, Aim, Fire, …
Choose your weapon
M16 from Dragunova via WikiCommons, CreaJve Commons License L115A3 from Defence on WikiCommon Open Government License
Or is your choice more like….
M16 from Dragunova via WikiCommons, CreaJve Commons License Berdan Sharps rifle via WikiCommons, Public Domain image
Which are you?
Your delivery (supply) side? Your business (demand) side?
Choose your weapon
Snipers Rifle • Known target • Clear shot • Time to prepare • Limited variables
Machine Gun • Many targets • Confused environment • Time short – AcJon
required • Many variables • Frequently miss
Choose your approach
Sniper development • Market is slow moving • Market it known • CompeJtors are slow • Capital is scarce • Development is expensive • Risk of collateral damage,
e.g. brand, individuals
Machine development • Market is fast • Market is changing • CompeJtors are fast • Capital is cheap • Development is cheap (and
fast) • MulJple failures, try again
Do tools dictate approach?
“It takes a long Jme to reload and aim” Therefore
“take Jme to make sure every shot counts”
Or your compeJtors?
Asymmetric warfare You Your compeHtor Result
Stalemate
Toast!
Toast! (Slow)
?
?
IteraJon
• Get good at iteraJng • Get good at iteraJng fast • Get good at learning from results – Test results with customer – Test output in the market
– And Evaluate Close the loop – evaluate what you do & feedback
EvaluaJon
Too oLen missing
Let a thousand flowers bloom…
Get good at selecJng those to keep -‐ Cull the rest
How?
A liBle advice….
Iterate!
• Try something – See what happens – Learn, adjust, change – Go around again
• If you can’t iterate – You can’t learn
Doing IteraHon Right is a pre-‐requisite for Doing the Right Thing
Brakes are good
• Get good at…. – Knowing when to stop – Stopping
• Technical has TDD, ATDD, BDD to stop • Corporate brakes – Por{olio management – Venture Capital funding model – Use a Dragon’s Den
Plans can help
• Plans are a useful learning tool – Value is in the planning
• Don’t spend too long on plans • Don’t try to execute the plan
plans are useless, but planning is indispensable
Dwight D. Eisenhower
About 2 hours per week(?)
You can’t see the future…
• You can’t know what will work • Stop wasJng Jme and money guessing • Get good at probing – experimenJng – Conduct a lot of experiments – Learn from experiments – Stop those which “don’t work” – Promote those which do
Iterate at all levels
Regularly Evaluate -‐> Set/change direcJon Frequently Collect next -‐> Decide next Most frequently Developer -‐> Release
• Build capability to iterate – and USE IT • Use data gained from iteraJon • Iterate your way to to The Right Thing
Allan’s commandments
#1 Do it Right, Do it Fast; Learn & Iterate
#2 Fail fast, Fail Cheap; Evaluate, Learn
#3 Invest in brakes; Stop & Turn
Take-‐away 1. Fast iteraJons allow for
learning – Learn to iterate fast – Then iterate in the market – Learn to evaluate & feedback
2. Fail fast, fail cheap, learn 3. Invest in brakes
allan kelly -‐ SoLware Strategy Ltd. www.allankelly.net -‐ allan@allankelly.net -‐ @allankellynet
h+p://leanpub.com/xanpan/c/DevConFu14