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Keeping up with Agilists


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As organization's adopt Agile in the engineering organiztion it creates challenges for the rest of the organization. This talk introduces ways to up-level your product process to support agile teams. It introduces a framework for committing to dates and $$ for new features yet preserve the team agility.

Published in: Technology
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Keeping up with Agilists

  1. 1. HELPING PEOPLE CREATE GREAT PRODUCTS Committing to $$ and Dates in an Agile World Todd Olson
  2. 2. First, a little about me ● CEO & Co-Founder, Pendo Prior ● VP Products, Rally Software ● CTO / Co-Founder, 6th Sense Analytics ● Chief Scientist, Borland ● VP Development, TogetherSoft ● CTO / Co-Founder Cerebellum Software Tweet @tolson
  3. 3. Don’t get run over. Change first.
  4. 4. Different Levels of Abstraction
  5. 5. Feature 1 Feature 2 Feature 3 Feature 4 Story A Story B Story C Story D Story E Story F Story G Story H Story I Story J Initiative Something a customer cares about. Something you budget for.
  6. 6. Feature 1 Feature 2 Feature 3 Feature 4 Story A Story B Story C Story D Story E Story F Story G Story H Story I Story J Initiative Prioritize Within... must-have should-have could-have
  7. 7. PRODUCT Marketing Support
  8. 8. Broader Value Streams Input Analysis Ready Develop Internal-only External Exit Criteria Preliminary Estimate Stories broken down Must-have stories UI Mock-ups Should-have stories Tech Design Code complete Automated Tests passing Manual testing Documentation complete Marketing Blog Email marketing done Website updated Customers identified Business case Metrics collecting FEATURE Marketing Support Sales Support Product UX Architecture Engineering Marketing Ops
  9. 9. Even Broader Value Streams Business Case Analysis Fund Development Collect Evidence Exit Criteria Feature Break-down Other dependencies High-level estimates Resources allocated Code complete Major feature shipped ROI Top Customers to use Usage Metrics Business Case check-in INITIATIVE
  10. 10. What does the Board care about?
  11. 11. &
  12. 12. How much.. Is a feature worth?
  13. 13. User/Business Value + Time Value + Risk Reduction / Opportunity Enablement Cost What does this make easier? What sort of leverage can we get? How timely is this? What’s the cost of missing? How much do our users/customers value this? Track a Business Value Point
  14. 14. Investment Allocations
  15. 15. Forecasting Dates in an Agile Way 1 Calculate Throughput across period (week, month, etc) 2 Use throughput to compute how many items on force-ranked backlog you can complete in the chosen period.
  16. 16. Example: Forecasting Dates XS S M L 2 Point Conversion 4 8 16 Quarterly Throughput Q1: 40 feature points Q2: 38 feature points Q3: 42 feature points FEATURE SIZES Q3 Q4 Large Feature 1 Small Feature 1 Small Feature 2 Remember that there is prioritized variable scope within each Feature!!! Large Feature 2
  17. 17. Options: Forecasting Dates Loads of options based on process... Artifact: Feature or Story # of items or Sum of Estimates Story Point Estimates or T-Shirt Sizes
  19. 19. Are our T-shirt sizes good? XS S M L 2 Point Conversion Actual Cycle Times 1d 4 3d 8 5d 16 20d 2x 4x
  20. 20. Business Value Feedback Forecast Our biggest customers really need this. This is going to kill the competition. This is going to save use millions of $$. Every user is craving this. Actuals Yet only 2 customers start using it after the release. The competition copied us in a month. Cost of training and change negated the savings. 5% of users tried out.
  21. 21. Measure everything ● Usage ○ By customer ○ By user ● Revenue ○ Sales cycle ○ Win-loss ● Cost-savings ● Customer Satisfaction ● Developer Satisfaction ● Support Tickets ● Forum posts ● Help searches
  22. 22. Continue your Agile Journey...
  23. 23. Start small… Start with Features