Agile for sales
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Transcript of Agile for sales
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Prepared By:
Fall 2015www.MatrixRes.com
Application Development
Agile for SalesDr. Gail FerreiraAgile Practice Leader
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1 MATRIX Confidential
Founded in 1983 – 31 Years IT Solutions Experience
Privately-held, nearly $200M Technology Services Company – Top 25 in the U.S.
National Firm with IT as Primary Focus. Headquartered in Atlanta 15 offices across the U.S. Nationwide and Worldwide recruiting ability
MATRIX OVERVIEW
O N S H O R E
O F F S H O R ED E L I V E R YC E N T E R S
Hyderabad
Bangalore
MATRIX Office
MATRIX Virtual Office
Offshore Delivery Center
MATRIX Office & Delivery Center
States MATRIX has supplied resources
1 MATRIX Confidential
Founded in 1983 – 31 Years IT Solutions Experience
Privately-held, nearly $200M Technology Services Company – Top 25 in the U.S.
National Firm with IT as Primary Focus. Headquartered in Atlanta 15 offices across the U.S. Nationwide and Worldwide recruiting ability
MATRIX OVERVIEW
O N S H O R E
O F F S H O R ED E L I V E R YC E N T E R S
Hyderabad
Bangalore
MATRIX Office
MATRIX Virtual Office
Offshore Delivery Center
MATRIX Office & Delivery Center
States MATRIX has supplied resources
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3 MATRIX Confidential
MATRIX OVERVIEW
2,300+ IT Positions Filled in 2013.
1,500+ MATRIX Consultants on Staff.
75+ Recruiters company-wide, plus 30 Offshore Recruiters.
Solutions Practice successfully delivered 900+ projects for 140 different clients.
Flexible Solutions Delivery Models–Onsite, Offshore, Hybrid.
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Agile Manifesto
1. Individuals and interactions over processes and tools
2.Working software over comprehensive documentation
3.Customer collaboration over contract negotiation
4.Responding to change over following a plan
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Common Definition of Value
1.Value in business markets is the worth in monetary terms of the technical, economic, service, and social benefits a customer receives in exchange for the price it pays for a market offering.
“Everything is worth what its purchaser will pay for it.”
Anderson & Narus (1998) – Business Marketing: Understanding what customers want. Harvard Business Review.
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8 MATRIX Confidential
VALUE OF W HAT W E DO
Customer/User Value What the User likes
Features focused
Rewarding UX
Easy to see
Easy to measure
Technical Value Difficult to see
Quality code
Flexible architecture
Managed technical debt
Just enough documentation
Business Value Increase revenue
Gain market share
Generate sales volume
Reduce costs
Increase Shareholder value
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How to Tie the Why to the Value
1. Research company vision (corporate web sites, Linked In)
2. Use Web 2.0 tools to research executives and companies (Linked In, Marketo, SalesForce CRM, Sugar CRM, etc.)
3. Interview executives regarding top 3-5 initiatives4. Tie in the Agile Value Proposition5. Create an Agile Value Model
a. Generate a set of value elementsb. Gather data (what is it worth in monetary terms)c. Create value based sales tools
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How Executives can Ensure Agile Adoption is a Success
1. Executive Leadership Support2. Increased Engagement and Attention to Outcome (over
Output)3. Agile Principles and Values Align with Company Culture4. Establish a Continuous Improvement Culture5. Access to Agile Coaches and Training
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Product Definition Drives Value Stream
Valu
e St
ream
Chief Product Owner
ProductOwner
BusinessStakeholder
Enterprise
Backlog
AgileTeams
AgileTeams
AgileTeams
AgileTeams
AgileTeams
AgileTeams
Executive Steering• Enable Customer
Participation• Provide Vision• Resolve
Organizational Impediments & Risks
• Provide Resources• Resolve Priority
disputes• Product Owner
able to represent decisions made with Stakeholders
• Stakeholders voice is heard, differences resolved, vision clarified, priorities and value established
• Represent the Customer and Business needs
• Use Change Management
Executive
Backlog
ProductBacklog
Sprint Backlog
BusinessStakeholder
• Deliver Value• Partner w/Business
Change Management
Chief BA
Chief UX
Dev/QA
LeadDeploy
Lead
PMO Rep
POs
Product Definition Office
Support Functions
• Architect• Business
Analyst• Development• QA• Deployment
BusinessStakeholder
ProductOwner
BusinessStakeholder
BusinessStakeholder
BusinessStakeholder
ProductBacklog
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Scrum Roles
Defines features and manages the product backlog for optimum ROI
Prioritizes features by business value Works directly with the team and accepts or
rejects their work
ProductOwner
ScrumMaster
TeamMember
Ensures team is functioning and productive Removes barriers (impediments) Shields team from external interference Ensures the process is followed Facilitates planning, not a traditional PM
Cross functional, 7 +/- 2 members Self directed Organizes itself and tasks Commits to Sprint and Demos to Product
Owner
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Agile ScrumMaster• Servant leader with no authority over team• Authority over the process, ensures it’s followed• Personal Trainer and Coach• Ensures team is functioning and productive• Tracks and removes barriers or impediments• Shields team from external interference• Helps team be accountable to stakeholders• Facilitates planning, not a traditional PM• Responsible, Humble, Collaborative, Committed,
Influential, Knowledgeable
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Agile Product OwnerAccountable for Value•An authorized representative and gatekeeper of customer value•Bridges the gap between business and IT•Directs the work of IT in a way to best achieve business value•Delivers vision of the market, customer, and product
Delivers the Product Backlog•Clearly communicates vision, goals, and features to the Development Team•Prioritizes the Product Backlog to deliver the vision and goals•Helps the Development Team deliver real value•Ensure the backlog is transparent, understood, and ready to be consumed by the Development Team•Clarifies, to the team, the value which the customer hope to receive
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Agile Scrum Development Team• Cross functional – All needed roles
– Business Analyst, Systems Analyst, Database Administrator, Systems Architect, UI Designers, Artists, Usability Engineers, Content Developers, Developers, Testers, Automators, etc.
• Team Size– 7 +/- 2 full time members– Too few: big impacts if one person gone– Too big: poor communication, reduced quality– Work together in an Open, collocated space
• Self directed and Organized– Determines task assignments, flow of work, and makes estimates– Membership static during the Sprint
• Responsible and Accountable– Commits to Sprint and Demos– Succeeds together, fails together– Every member is responsible for ALL work– Working Agreements– Responsible and Empowered for Delivery
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Scrum in a Nutshell
SprintBacklog
Done
Enhancements
Defects
Customer Value
1. User Story2. User Story3. User Story4. User Story5. User Story
Product Backlog
Goal
Feedback
Review (Demo)
Retrospective
Sprint Planning
Business Strategy
Potentially
Shippable
Software
(Iteration)
RolesProduct Owner - RequirementsTeam Member - DeliveryScrumMaster – Process & Impediments
ReleasePlanning
RequirementsDiscovery
Daily Standupor “Scrum”
PULL
FLOW
VALUE
PERFECTION
STREAM
LEARNING
6. …
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Predictive vs. Adaptive approach
Feasibility Planning Design Develop Test Release
Feasibility
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration N
2 weeks 2 weeks 2 weeks 2 weeks 2 weeks 2 weeks
DONE DONE DONE DONE DONE DONE
Develop
Planning
DesignTest
Release
Develop
Planning
DesignTest
Release
Develop
Planning
DesignTest
Release
Develop
PlanningDesignTest
Release
Develop
Planning
DesignTest
Release
Develop
Planning
DesignTest
Release
Phased (Predictive)
Incremental (Adaptive)
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Agile Principles – An Introduction to Scrum
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Scrum is a framework for managing the delivery of a solution, via a series of sprints (iterations)
Planning Design/Code/Test Review Retrospective
2-4 Weeks
Stand-ups/Scrums
Each sprint follows a defined process:
Ideally, each sprint will result in the creation of a potentially deployable increment of functionality
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Incremental Delivery
• Iterations are timeboxed and regular• All steps needed to complete the work
are done during the iteration– Planning– Design– Test– Develop– Release
• DONE software can be released at each iteration
• Zero defects on release• Feature set may not be complete but
functional slices are.
Iteration N
2 weeks
DONE
Develop
Planning
DesignTest
Release
Business Value