From a Product Vision to a running software... and back again, and agile coach story by Andrea Tomasini, agile42

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
From the Product Vision to a
Running Software...
And back again, an Agile Coach story by Andrea Tomasini

agile42 | We make your Agile transition succeed! www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Andrea Tomasini
Agile Coach & Trainer
andrea.tomasini@agile42.com
@tumma72
@agile42/coaches

Why Agile?

Growing Software
Complexity
Software complexity in FORD vehicles
quadruplicated in 5 years
Software lines in FORD vehicles over 5 years
0
2,5
5
7,5
10
2005 2006 2007 2008 2009 2010
10
6
4,5
3,4
2,8
2,4
x4

Growing Software
Complexity
Compared software complexity growth in
aerospace and automotive
F-22 Raptor
F-35 Joint Strike
Boeing 787 Dreamliner
S-Class Daimler 98,6
6,5
5,7
1,7
x10

Time to Market
Due to globalization eﬀects, and other
economical changes, the time to market over
time decreased signiﬁcantly
Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California
1915 1939 1972 1976 1983 1994 1998 2000 2002 2004
13.5 years
3
m
onths

Why does that matter?

Deﬁned Process Control
The time required to complete a
repeatable action is a valid proxy to
predict time to complete

68!
10s 20s5s 15s
20 38 52
80? 76? 69?

Empirical Process Control
Every step performed while
creating a new product is unique,
only outcome can be trusted

The Product Vision... Why?

The vision that
inspired a nation.
A statement that had an entire
nation striving for the same goal.

Moon Shot
"I believe that this nation should commit
itself to achieving the goal, before this
decade is out, of landing a man on the
moon and returning him safely to the
Earth."
!
— Pres. Kennedy, May 25, 1961

We choose to go to
the moon…
“We choose to go to the moon in
this decade, not because that
will be easy, but because it will
be hard -- because that goal will
serve to organize and measure
the best of our energies and
skills -- because that challenge is
one that we are willing to accept,
one we are unwilling to
postpone, and one which we
intend to win.”

Creating a Vision… with Stakeholders
Peter Senge, Vision Strategies
Collaboration
Effort
Co-Creating
Consulting
Testing
Selling
Telling
Agile
Team
s

for <target customer>
who <has a specific need>
the <product name>
is a <product category>
that <key benefit>
unlike <list of competitors
products>
our product <additional
benefits>

for music lovers, who want to listen
to their music wherever they go, the
iPod is a digital music player, that
allows to bring all your music in your
pocket unlike traditional CD players,
our product will contain 5000
songs, will last days on battery and
will allow to sync all your music from
the PC to the iPod in minutes

Do we understand WHY we are
doing this?
The Vision sets a common direction for the Project,
every participant needs to understand and share it, to
be able to contribute effectively, and be motivated…

Lean Canvases... What?

Lean Portfolio Canvas™ have been created by agile42 and are licensed using Creative Common 3.0 with attribution (by), non commercial usage (nc) and share alike (sa) options. You can reuse and modify
the template, but you will always have to leave the logo on it
Feature Name (title)
1. Opportunity 2. Customer Segments
What is the problem to be solved? What type of customers & users will
benefit from this solution?
How is the customer solving the
problem right now?
3. Possible Solution
What are the key points of a possible
solution to the presented problem?
4. Benefits
What are the benefits for the
customers?
What are the benefits for internal
stakeholders?
6. Measuring Success
What metrics will be best measure the
success of the feature?
5. Business Readiness
What steps are required from the
business side to be able to use this
capability?
7. Cost of Delay
Which profile better represent the cost
of delay (CoD)?
8. Costs Structure
How does the cost structure look like for such a feature? One time, ongoing
costs, contractors expenses, development costs?
9. Value to Customer and Business
What are the expected incremental revenue for selling this feature, and what are
the strategic and tactical benefit? What are the intangible values (usability,
performance, customer knowledge obtained...)
It will contain 5000 songs
Current digital
music player
can only hold
up to 20 songs
Re-sync their
music
frequently
- Jogging lovers
- Bicycle riders
- Music
Professionals
- media store
1000+ songs
- fit in a pocket
- compression
- no need to
sync often
- change mood
change song
- playlists
- addressing a
new market
- micro
engineering
- partnership
with
component
builder
- sales channels
- Packaging
- Agreement
with Music
Firms?
- Hardware development cost
- SKU costs target $170.00
- 3rd parties licenses for digital
music
- Usability with one hand
- Long battery life
- All songs you own in one place
- store 1000 songs
(HQ)
- 1000 early
adopters/week
on 1st monthHow Can
we test
this?

Minimal Viable Product
Experiment
with
Target
Consolidate
learnings
Evolve

Do we understand and agree
on WHAT are the needs?
A Lean Canvas serves as a container to represent a
specific need, and allow to have a structured
conversation with the stakeholders, and agree on the
objectives…

User Stories... How?

Agile Teams normally
work with User
Stories to agree
what needs to be
built and how…As a runner I want to be
able to store all of my
songs on the iPod, so that
I will not have to chose
which songs to bring with
me when jogging

- I own around 1000 songs,
and I want them to fit in
- I want to have good
quality
User Stories do have
Acceptance Criteria
on their back, Team
wouldn't commit to
them, without
knowing how to get
them done!

Solutions emerge as a
result of the User Stories
conversation within the
team…

Do we know HOW to solve
these needs?
The easiest way to share a solution and create a
common understanding is to be able to describe the
User’s needs. User Stories are a very powerful and
yet simple tool to facilitate that key conversation to
happen…

How would we know when we
are DONE?

How can we learn
what needs to be
fulfilled? How
can we keep the
focus on it?
- I own around 1000 songs,
and I want them to fit in
- I want to have good
quality

“Scenario”
Given <context>
When <action>
Then <expected result>
GherkinCucumber

- I want to be able to sync
a song with a click
- I want to add the song to
my “Favorite” playlist
Scenario 42: Sync a song with a
click
Given I have selected the
song on iTunes
and my iPod is connected to
my Mac
When I press the sync
button
Then I expect the song to be
transferred on my iPod
and I expect to see a
confirmation message in iTunes

ATDD
Unit tests
Component
Integration
tests
Performance
security, load
testing
Exploratory
& Usability
testing UAT
Q2
Q1
Q3
Q4
Business-facing
Technology-facing
Supporttheteam
Critiquetheproduct

ATDD
aka
BDD
aka
Story-testing 
Business-facing
Supporttheteam

Write code to pass
the test
Add an acceptance
test
Fails?
Acceptance test
passes?
Acceptance
Test Driven
Development

UndefinedUndefinedUndefined
- I want to be able to sync
a song with a click
Acceptance Test #1
Step 1 Step 2 Step 3
X
X
V
X
V V
V
- I want to add the song
to my “Favorite” playlist UndefinedUndefined
Acceptance Test #2
Step 1 Step 2VVV
Done!
Done is not an
opinion ;-)

Adapting vs. Deﬁning
“At the University of California at Irvine, ...
they just planted grass... they waited a year
and looked at where people had made paths
in the grass and built the side walks there.”

Agile Engineering
Practices
Delivering fast requires new
methods... and new tools
People need to learn new
tools and new practices...

Add a test
Run the test &
check failure
Write code to pass
the test
Run tests see all pass
Re-Factor
Re-Test
Test Driven
Development

TDDCycle Add an acceptance
test
Fails?
Acceptance test
passes?
Add a test
Run the test & check
failure
Write code to pass the
test
Run tests see all pass
Re-Factor
Re-Test
ATDD + TDD

Agile Engineering
Practices
There is no “perfect” tool and there is no tool
forever...
and have the courage to leave
behind the Old tools which are not
supportive anymore

Community of Practice
Learning as Doing...  
Learning as Belonging...  
Learning as Becoming...

Learning as Experience

Backlog
Definition
of Ready
Definition
of Done
Shippable
Product

Now that we know we are
DONE...
we can look back to our original need an have a
Confirmation that the solution we implemented is
the right one to fulfill that need...

so what?

agile42 | We make your Agile transition succeed! www.agile42.com | All rights reserved. Copyright © 2007 - 2014.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
1. Agile development allows to
accelerate the feedback loop
and validate assumption
faster

2. Don’t fear to fail, create
safety containers to enable
learning faster from failure,
and adapt…

4. “Perfection is achieved not
when there is nothing left to
add, but when there is nothing
left to take away”
– Antoine de Saint-Exupery

3. “Delivering the right thing
requires iterating, trying to
get it right the ﬁrst time… it’s
foolish!”
- Andrea Tomasini

Thank
You!

More food for thought...
http://slideshare.net/tumma72

Copyrights notice
All material produced in this presentation is protected by the
Creative Common License 4.0 (by-nc-sa).

From a Product Vision to a running software... and back again, and agile coach story by Andrea Tomasini, agile42

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