AGILE MEAGILE ME

ANDREW SCHUMER

&

RASMUS RUNBERG

Being successful with Agile

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platinum sponsor

gold sponsor

silver sponsors

bronze sponsors

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SO WHO ARE TELETRONICS?

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• Teletronics is a software company working with Dubai to achieve the government aims of a SMARTer, more CONNECTed Dubai.

• From Denmark

• Founded in 2007

• Experiencing growth

• Remaining Flat Organization

• Most of us are AGILE evangelists

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WHO ARE WE?

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AND WHAT IS AGILE?

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AND WHAT IS AGILE?

• FORGET what you know

• Agile is a way to show how you messed up… fast...

• The rest is up to you…

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• Agile is a thought process allowing us to be human and complicated and complex

• Learn fast – make changes – be flexible

• A way to engage clients

• A way to focus on improving and accept change quickly

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CLASSIC PROJECTS VS. BEING AGILE

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Analyzing

Design

Implementation

Test

Deploy

Change Requests

12 months

So after 12 months….• Everyone is happy, right?

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CLASSIC PROJECTS VS. BEING AGILE

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12 months

Develop

Plan

Test

Deploy

After first iteration….• Running software• User feedback loop

After 12 months….• Exactly what the users need

have been delivered

Continuously…• Deliverables of running software

with the most valuable features

1 sprint

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MINIMUM VIABLE PRODUCT (MVP)

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• What is the minimum we need to deliver to create maximum value

• And then you just add on top of that

• As a minimum

• Earliest testable

• Usable

• Lovable

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VALUE DRIVEN SUCCESS = HAPPY CLIENTS

• Cheat!

• Give the clients what they need, not what they want

• By focusing on value and use cases, not what

• Continuously asking “Why?”

• Recurrent and strong feedback loop

• Users are part of the process

• It is their product

• Transparency and trust – No hidden surprises

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SO HOW DO WE PLAN THE PROJECT?

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Classic Projects

• Work Breakdown Structure

• Estimate each task

• Gantt Chart

• Define Critical path

• Not to mention …

• CMA

• Escalation path

• And countless appendices

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SO HOW DO WE PLAN THE PROJECT?

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SO HOW DO WE PLAN THE PROJECT?

Feature 4

Agile

• High level estimates

• Ball park figures!!

• Detailed planning 1 sprint ahead

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Product Backlog

Feature 3

Feature 2

Feature 1 Item 2

Feature 1 Item 3

Item 1 Part 1Item 1

Part 2

Classic Projects

• Work Breakdown Structure

• Estimate each task

• Gantt Chart

• Define Critical path

• Not to mention …

• CMA

• Escalation path

• And countless appendices

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ITERATIONS

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Start

Classic Projects• It’s assumed that the world won’t change, so there is one direct path to the goal

By being agile• We acknowledge that the world changes and we welcome these changes

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HOW ARE YOU GOING TO SELL THIS?

• So what challenges would you face trying to sell an agile project?

• Selling agile is easy!

• Customer centric

• Delivers ownership quickly

• Very simple to breakdown / milestone deliveries

• The clients always pays for what he got – never over pays

• The provider never over commits

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KEY POINTS TO BE SUCCESSFUL WITH AGILE

• Not a set of instructions

• You will never be done

• Not something you can be told – You need to try it

• It’s a culture

• Don’t fear failure

• Fast iterations in whatever you’re doing

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AND THAT’S NOT EVEN THE END OF IT …

We’ve seen that we have become a happier company

• We focus on the short term deliverables and not the long term deadlines

• More freedom to do “what feels right”

• More innovation and options to use new technologies

• More ownership and responsibility

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SO WHO ARE TELETRONICS?

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https://www.youtube.com/embed/lgIij1Aa5lg

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Questions

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Thank You

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