Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.
www.rallydev.com @RallyOn ©2014
Extend Agility:
3 Key Steps to Remaining Competitive
Ryan Martens – Founder, CTO
www.rallydev.com @RallyOn ©2014
Ryan Martens
@RallyO
nChief Technology Officer
Rally Software
www.rallydev.com @RallyOn ©2014
To remain
competitive
www.rallydev.com @RallyOn ©2014
Extend agility
beyond your
development
teams
www.rallydev.com @RallyOn ©2014
EXTEND AGILITY…?
www.rallydev.com @RallyOn ©2014
An example…
www.rallydev.com @RallyOn ©2014
Consumer data
company
www.rallydev.com @RallyOn ©2014
Market$Share$
1 2 3 4 5 6 7 8
1 80% market share
www.rallydev.com @RallyOn ©2014
Market$Share$
1 2 3 4 5 6 7 8
2 “ We need a native mobile app.”
www.rallydev.com @RallyOn ©2014
Market$Share$
1 2 3 4 5 6 7 8
3 App specification begins
www.rallydev.com @RallyOn ©2014
Market$Share$
1 2 3 4 5 6 7 8
4 Startup competitor ships 1.0
www.rallydev.com @RallyOn ©2014
Market$Share$
1 2 3 4 5 6 7 8
5 Startup competitor ships 1.1
www.rallydev.com @RallyOn ©2014
Market$Share$
1 2 3 4 5 6 7 8
6 App development begins
www.rallydev.com @RallyOn ©2014
Market$Share$
1 2 3 4 5 6 7 8
7 Startup competitor ships 1.2
www.rallydev.com @RallyOn ©2014
Market$Share$
1 2 3 4 5 6 7 8
8 Native app ships
www.rallydev.com @RallyOn ©2014
Market$Share$
1 2 3 4 5 6 7 8
1 80% market share
2 “ We need a native mobile app.”
3 App s...
www.rallydev.com @RallyOn ©2014
12 months to write
specification"
Market$Share$
3 6
3 App specification begins 6 App develo...
www.rallydev.com @RallyOn ©2014
Market$Share$
6 8
6 App development begins 8 Native app ships
9 months to build app"
www.rallydev.com @RallyOn ©2014
21 months to respond"Market$Share$
3
3 App specification begins
8
8 Native app ships
www.rallydev.com @RallyOn ©2014
Market$Share$
5 8
12 months to forever
lose half the market share"
www.rallydev.com @RallyOn ©2014
Gut wrenching
www.rallydev.com @RallyOn ©2014
What’s
going on here?
www.rallydev.com @RallyOn ©2014
Feasible
Will rapidly
change
markets
www.rallydev.com @RallyOn ©2014
Connected tribes
https://www.flickr.com/photos/shankbone/6183443813
www.rallydev.com @RallyOn ©2014
Time needed to reach:
Feasible
Desirable
and Viable
www.rallydev.com @RallyOn ©2014
Some examples…
www.rallydev.com @RallyOn ©2014
1984
www.rallydev.com @RallyOn ©2014
2006
www.rallydev.com @RallyOn ©2014
About 20 years
www.rallydev.com @RallyOn ©2014
2001
www.rallydev.com @RallyOn ©2014
2006
www.rallydev.com @RallyOn ©2014
5 years
www.rallydev.com @RallyOn ©2014
2007
www.rallydev.com @RallyOn ©2014
2010
www.rallydev.com @RallyOn ©2014
3 years
www.rallydev.com @RallyOn ©2014
2010
www.rallydev.com @RallyOn ©2014
2012
www.rallydev.com @RallyOn ©2014
2 years
www.rallydev.com @RallyOn ©2014
2008
www.rallydev.com @RallyOn ©2014
2012
www.rallydev.com @RallyOn ©2014
4 years
www.rallydev.com @RallyOn ©2014
“The Tesla Model S outscores every other car
in our test Ratings.” – Consumer Reports
www.rallydev.com @RallyOn ©2014
1979
www.rallydev.com @RallyOn ©2014
1989
www.rallydev.com @RallyOn ©2014
10 years
www.rallydev.com @RallyOn ©2014
5 years
www.rallydev.com @RallyOn ©2014
2.5 years
www.rallydev.com @RallyOn ©2014
1.5 years
www.rallydev.com @RallyOn ©2014
1966
www.rallydev.com @RallyOn ©2014
1998
www.rallydev.com @RallyOn ©2014
About 30 years
www.rallydev.com @RallyOn ©2014
1998
www.rallydev.com @RallyOn ©2014
2005
www.rallydev.com @RallyOn ©2014
7 years
www.rallydev.com @RallyOn ©2014
Time needed to
form a tribe
and spread the word
www.rallydev.com @RallyOn ©2014
An example…
www.rallydev.com @RallyOn ©2014
http://upload.wikimedia.org/wikipedia/commons/9/90/Ford_Pinto_runabout_(1).jpg
www.rallydev.com @RallyOn ©2014
8 years
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
1.5 years
www.rallydev.com @RallyOn ©2014
Market expectations
can change and
spread quickly
www.rallydev.com @RallyOn ©2014
Do you have
the agility
to balance
www.rallydev.com @RallyOn ©2014
operating the business
and
responding to change?
www.rallydev.com @RallyOn ©2014
Why does this
feel unnatural?
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
“the greatest prosperity
can exist only when that
individual has reached
his highest state...
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
Assumes:
Certainty is high
Goal:
Maximize individual
efficiency
www.rallydev.com @RallyOn ©2014
100 years later
www.rallydev.com @RallyOn ©2014
Status Quo
Budgets
Comprehensive
Analysis
Detailed
Plans
Waterfall
Execution
www.rallydev.com @RallyOn ©2014
Works when:
Certainty is high
www.rallydev.com @RallyOn ©2014
Is your business
getting
more certain?
www.rallydev.com @RallyOn ©2014
Agile Execution
Lean Thinking
www.rallydev.com @RallyOn ©2014
Balance
operation
and exploration
www.rallydev.com @RallyOn ©2014
Assumes:
Uncertainty exists
Goal:
Maximize value
delivery
www.rallydev.com @RallyOn ©2014
Adaptive
Steering
Disciplined
Exploration
Empirical
Learning
Adaptive
Execution
www.rallydev.com @RallyOn ©2014
Step 0:
www.rallydev.com @RallyOn ©2014
Step 0:
Replace Waterfall execution
with Agile execution
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
Product
Backlog
Iteration
2 Weeks
Daily
Meeting
Iteration
Backlog
Product
Increment
ITERAT...
www.rallydev.com @RallyOn ©2014
FLOWMECHANICS
(all independent cadences)
Ready
queue
prioritize retrospectgroom release re...
www.rallydev.com @RallyOn ©2014
Step 1:
www.rallydev.com @RallyOn ©2014
Step 1:
Balance planning
with empirical learning
www.rallydev.com @RallyOn ©2014
Typical approach
www.rallydev.com @RallyOn ©2014
http://www.flickr.com/photos/isaacmao/380257543
Create a plan to
predict the future
www.rallydev.com @RallyOn ©2014
Budget approval
Product definition
Product requirements
Detailed plan
Alpha release
Beta r...
www.rallydev.com @RallyOn ©2014
Budget approval
Market research
Product definition
Product requirements
Detailed plan
Alph...
www.rallydev.com @RallyOn ©2014
Budget approval
Market research
Project definition
Project requirements
Detailed plan
Alph...
www.rallydev.com @RallyOn ©2014
Budget approval
Market research
Project definition
Project requirements
Detailed plan
Alph...
www.rallydev.com @RallyOn ©2014
Budget approval
Market research
Project definition
Project requirements
Detailed plan
Alph...
www.rallydev.com @RallyOn ©2014
Budget approval
Market research
Project definition
Project requirements
Detailed plan
Deve...
www.rallydev.com @RallyOn ©2014
Budget approval
Market research
Project definition
Project requirements
Detailed plan
Deve...
www.rallydev.com @RallyOn ©2014
Budget approval
Market research
Project definition
Project requirements
Detailed plan
Deve...
www.rallydev.com @RallyOn ©2014
HOW MANY
GUESSES?
www.rallydev.com @RallyOn ©2014
FIRST CONTACT
WITH USERS
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
http://www.flickr.com/photos/oregondot/4132135156
www.rallydev.com @RallyOn ©2014
Obscure
the uncertainty
with details of a
false precision
www.rallydev.com @RallyOn ©2014
Embrace, reveal
and mitigate
the uncertainty
www.rallydev.com @RallyOn ©2014
Turn Uncertainty
Into Knowledge
www.rallydev.com @RallyOn ©2014
http://www.flickr.com/photos/memekiller/4564410767
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
Business
Initiative
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
A s m t o sC n a N m : D t :
K y A s m t o
D p n e t A s m t o s
F l i e A s m t o s
O h r...
www.rallydev.com @RallyOn ©2014
Key assumptions
Knowledge
www.rallydev.com @RallyOn ©2014
Run experiments
www.rallydev.com @RallyOn ©2014
Frame
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
Build
www.rallydev.com @RallyOn ©2014
Product
Backlog
Iteration
2 Weeks
Daily
Meeting
Iteration
Backlog
Product
Increment
ITERAT...
www.rallydev.com @RallyOn ©2014
FLOWMECHANICS
(all independent cadences)
Ready
queue
prioritize retrospectgroom release re...
www.rallydev.com @RallyOn ©2014
Measure
www.rallydev.com @RallyOn ©2014
Collect
http://www.flickr.com/photos/mrpetersononline/4977025601
www.rallydev.com @RallyOn ©2014
Analyze
http://www.flickr.com/photos/mrpetersononline/4992505907
www.rallydev.com @RallyOn ©2014
Organize
http://www.flickr.com/photos/mrpetersononline/4992505641
www.rallydev.com @RallyOn ©2014
Learn
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
25%
www.rallydev.com @RallyOn ©2014
25% 55%
www.rallydev.com @RallyOn ©2014
Empirical Learning
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
Advice
from a master…
www.rallydev.com @RallyOn ©2014
http://www.richard-feynman.net/gallery.htm
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
Step 2:
www.rallydev.com @RallyOn ©2014
Step 2:
Balance analysis
with disciplined exploration
www.rallydev.com @RallyOn ©2014
Typical approach
www.rallydev.com @RallyOn ©2014
Magic box of innovation
https://www.flickr.com/photos/wonderlane/7923402476
www.rallydev.com @RallyOn ©2014
Disciplined exploration
www.rallydev.com @RallyOn ©2014
Disciplined exploration
www.rallydev.com @RallyOn ©2014
Form
We have a team with
strong conviction to make
the vision come alive
www.rallydev.com @RallyOn ©2014
Form
The vision is big enough
it can change adjacent
products and markets
www.rallydev.com @RallyOn ©2014
Form
We have support from the
company to pursue the
vision
www.rallydev.com @RallyOn ©2014
Disciplined exploration
www.rallydev.com @RallyOn ©2014
We understand the
problem a customer
wants solved
Discover
www.rallydev.com @RallyOn ©2014
Our product idea
solves the customer’s
problem
Discover
www.rallydev.com @RallyOn ©2014
Our business model
can be profitable
Discover
www.rallydev.com @RallyOn ©2014
Pivot
or Persevere?
Disciplined exploration
www.rallydev.com @RallyOn ©2014
Disciplined exploration
www.rallydev.com @RallyOn ©2014
The founders can:
Understand the flow of
money and sell the offer
Validate
www.rallydev.com @RallyOn ©2014
Our draft sales plan will
close or activate
customers
Validate
www.rallydev.com @RallyOn ©2014
We understand our
go to market strategy
Validate
www.rallydev.com @RallyOn ©2014
Pivot
or Persevere?
Disciplined exploration
www.rallydev.com @RallyOn ©2014
Disciplined exploration
www.rallydev.com @RallyOn ©2014
We have budget and
assembled a cross-
department transition team
Transition
www.rallydev.com @RallyOn ©2014
Transition
Departments can take on
our new offer
www.rallydev.com @RallyOn ©2014
We no longer need our
inventors on the team
Transition
www.rallydev.com @RallyOn ©2014
Advice
from a master…
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
Step 3:
www.rallydev.com @RallyOn ©2014
Step 3:
Replace budget as strategy
with adaptive steering
www.rallydev.com @RallyOn ©2014
Typical approach
www.rallydev.com @RallyOn ©2014
Budget as strategy
www.rallydev.com @RallyOn ©2014
“Plus or minus the
price of a
Hyundai, how much
will you make with
this spend next
year?”
www.rallydev.com @RallyOn ©2014
Adaptive Steering
www.rallydev.com @RallyOn ©2014
3 – 5 Year Vision
www.rallydev.com @RallyOn ©2014
Possible futures
www.rallydev.com @RallyOn ©2014
This year’s strategy
www.rallydev.com @RallyOn ©2014
This year’s execution
www.rallydev.com @RallyOn ©2014
Flow of information
www.rallydev.com @RallyOn ©2014
Creating
space, safety, and
accountability
with horizons
www.rallydev.com @RallyOn ©2014
Horizon budgeting
www.rallydev.com @RallyOn ©2014
Today’s spend buys options on future
high growth offers with an expected
return in 36 to 7...
www.rallydev.com @RallyOn ©2014
Today’s spend fuels high growth
offers with an expected return
in 12 to 36 months.
Horizon...
www.rallydev.com @RallyOn ©2014
Today’s spend funds offers with a
predictable return within the current
budget cycle.
Hori...
www.rallydev.com @RallyOn ©2014
Horizon allocation
70%20%10%
www.rallydev.com @RallyOn ©2014
Goals, Metrics, and the Three Horizons
Different Metrics for Each Horizon
TIME FRAME
HORIZ...
www.rallydev.com @RallyOn ©2014
Adaptive
Steering
Disciplined
Exploration
Empirical
Learning
Adaptive
Execution
www.rallydev.com @RallyOn ©2014
One last thing to
keep in mind
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
Technology adoption
is a human
phenomenon
www.rallydev.com @RallyOn ©2014
An example…
www.rallydev.com @RallyOn ©2014
www.rallydev.com @RallyOn ©2014
Need an Agile and
human centered
approach
www.rallydev.com @RallyOn ©2014
Start with empathy
www.rallydev.com @RallyOn ©2014
Balance operation
and exploration
www.rallydev.com @RallyOn ©2014
Link strategy
and execution
www.rallydev.com @RallyOn ©2014
LEARN MORE…
rallydev.com/els
rallydev.com/frame
www.rallydev.com @RallyOn ©2014@yourTwitterhandle
Prochain SlideShare
Chargement dans…5
×

AgileCamp 2014 Keynote: Extending Agility, Ryan Martens

AgileCamp 2014 Keynote: Extending agility, Ryan Martens CEO of Rally Software

  • Identifiez-vous pour voir les commentaires

AgileCamp 2014 Keynote: Extending Agility, Ryan Martens

  1. 1. www.rallydev.com @RallyOn ©2014 Extend Agility: 3 Key Steps to Remaining Competitive Ryan Martens – Founder, CTO
  2. 2. www.rallydev.com @RallyOn ©2014 Ryan Martens @RallyO nChief Technology Officer Rally Software
  3. 3. www.rallydev.com @RallyOn ©2014 To remain competitive
  4. 4. www.rallydev.com @RallyOn ©2014 Extend agility beyond your development teams
  5. 5. www.rallydev.com @RallyOn ©2014 EXTEND AGILITY…?
  6. 6. www.rallydev.com @RallyOn ©2014 An example…
  7. 7. www.rallydev.com @RallyOn ©2014 Consumer data company
  8. 8. www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 1 80% market share
  9. 9. www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 2 “ We need a native mobile app.”
  10. 10. www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 3 App specification begins
  11. 11. www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 4 Startup competitor ships 1.0
  12. 12. www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 5 Startup competitor ships 1.1
  13. 13. www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 6 App development begins
  14. 14. www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 7 Startup competitor ships 1.2
  15. 15. www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 8 Native app ships
  16. 16. www.rallydev.com @RallyOn ©2014 Market$Share$ 1 2 3 4 5 6 7 8 1 80% market share 2 “ We need a native mobile app.” 3 App specification begins 4 Startup competitor ships 1.0 5 Startup competitor ships 1.1 6 App development begins 7 Startup competitor ships 1.2 8 Native app ships
  17. 17. www.rallydev.com @RallyOn ©2014 12 months to write specification" Market$Share$ 3 6 3 App specification begins 6 App development begins
  18. 18. www.rallydev.com @RallyOn ©2014 Market$Share$ 6 8 6 App development begins 8 Native app ships 9 months to build app"
  19. 19. www.rallydev.com @RallyOn ©2014 21 months to respond"Market$Share$ 3 3 App specification begins 8 8 Native app ships
  20. 20. www.rallydev.com @RallyOn ©2014 Market$Share$ 5 8 12 months to forever lose half the market share"
  21. 21. www.rallydev.com @RallyOn ©2014 Gut wrenching
  22. 22. www.rallydev.com @RallyOn ©2014 What’s going on here?
  23. 23. www.rallydev.com @RallyOn ©2014 Feasible Will rapidly change markets
  24. 24. www.rallydev.com @RallyOn ©2014 Connected tribes https://www.flickr.com/photos/shankbone/6183443813
  25. 25. www.rallydev.com @RallyOn ©2014 Time needed to reach: Feasible Desirable and Viable
  26. 26. www.rallydev.com @RallyOn ©2014 Some examples…
  27. 27. www.rallydev.com @RallyOn ©2014 1984
  28. 28. www.rallydev.com @RallyOn ©2014 2006
  29. 29. www.rallydev.com @RallyOn ©2014 About 20 years
  30. 30. www.rallydev.com @RallyOn ©2014 2001
  31. 31. www.rallydev.com @RallyOn ©2014 2006
  32. 32. www.rallydev.com @RallyOn ©2014 5 years
  33. 33. www.rallydev.com @RallyOn ©2014 2007
  34. 34. www.rallydev.com @RallyOn ©2014 2010
  35. 35. www.rallydev.com @RallyOn ©2014 3 years
  36. 36. www.rallydev.com @RallyOn ©2014 2010
  37. 37. www.rallydev.com @RallyOn ©2014 2012
  38. 38. www.rallydev.com @RallyOn ©2014 2 years
  39. 39. www.rallydev.com @RallyOn ©2014 2008
  40. 40. www.rallydev.com @RallyOn ©2014 2012
  41. 41. www.rallydev.com @RallyOn ©2014 4 years
  42. 42. www.rallydev.com @RallyOn ©2014 “The Tesla Model S outscores every other car in our test Ratings.” – Consumer Reports
  43. 43. www.rallydev.com @RallyOn ©2014 1979
  44. 44. www.rallydev.com @RallyOn ©2014 1989
  45. 45. www.rallydev.com @RallyOn ©2014 10 years
  46. 46. www.rallydev.com @RallyOn ©2014 5 years
  47. 47. www.rallydev.com @RallyOn ©2014 2.5 years
  48. 48. www.rallydev.com @RallyOn ©2014 1.5 years
  49. 49. www.rallydev.com @RallyOn ©2014 1966
  50. 50. www.rallydev.com @RallyOn ©2014 1998
  51. 51. www.rallydev.com @RallyOn ©2014 About 30 years
  52. 52. www.rallydev.com @RallyOn ©2014 1998
  53. 53. www.rallydev.com @RallyOn ©2014 2005
  54. 54. www.rallydev.com @RallyOn ©2014 7 years
  55. 55. www.rallydev.com @RallyOn ©2014 Time needed to form a tribe and spread the word
  56. 56. www.rallydev.com @RallyOn ©2014 An example…
  57. 57. www.rallydev.com @RallyOn ©2014 http://upload.wikimedia.org/wikipedia/commons/9/90/Ford_Pinto_runabout_(1).jpg
  58. 58. www.rallydev.com @RallyOn ©2014 8 years
  59. 59. www.rallydev.com @RallyOn ©2014
  60. 60. www.rallydev.com @RallyOn ©2014 1.5 years
  61. 61. www.rallydev.com @RallyOn ©2014 Market expectations can change and spread quickly
  62. 62. www.rallydev.com @RallyOn ©2014 Do you have the agility to balance
  63. 63. www.rallydev.com @RallyOn ©2014 operating the business and responding to change?
  64. 64. www.rallydev.com @RallyOn ©2014 Why does this feel unnatural?
  65. 65. www.rallydev.com @RallyOn ©2014
  66. 66. www.rallydev.com @RallyOn ©2014 “the greatest prosperity can exist only when that individual has reached his highest state of efficiency; that is, when he is turning out his largest daily output.”
  67. 67. www.rallydev.com @RallyOn ©2014
  68. 68. www.rallydev.com @RallyOn ©2014
  69. 69. www.rallydev.com @RallyOn ©2014 Assumes: Certainty is high Goal: Maximize individual efficiency
  70. 70. www.rallydev.com @RallyOn ©2014 100 years later
  71. 71. www.rallydev.com @RallyOn ©2014 Status Quo Budgets Comprehensive Analysis Detailed Plans Waterfall Execution
  72. 72. www.rallydev.com @RallyOn ©2014 Works when: Certainty is high
  73. 73. www.rallydev.com @RallyOn ©2014 Is your business getting more certain?
  74. 74. www.rallydev.com @RallyOn ©2014 Agile Execution Lean Thinking
  75. 75. www.rallydev.com @RallyOn ©2014 Balance operation and exploration
  76. 76. www.rallydev.com @RallyOn ©2014 Assumes: Uncertainty exists Goal: Maximize value delivery
  77. 77. www.rallydev.com @RallyOn ©2014 Adaptive Steering Disciplined Exploration Empirical Learning Adaptive Execution
  78. 78. www.rallydev.com @RallyOn ©2014 Step 0:
  79. 79. www.rallydev.com @RallyOn ©2014 Step 0: Replace Waterfall execution with Agile execution
  80. 80. www.rallydev.com @RallyOn ©2014
  81. 81. www.rallydev.com @RallyOn ©2014
  82. 82. www.rallydev.com @RallyOn ©2014 Product Backlog Iteration 2 Weeks Daily Meeting Iteration Backlog Product Increment ITERATIONMECHANICS Scrum Scrum
  83. 83. www.rallydev.com @RallyOn ©2014 FLOWMECHANICS (all independent cadences) Ready queue prioritize retrospectgroom release release WIP Target Kanban Kanban
  84. 84. www.rallydev.com @RallyOn ©2014 Step 1:
  85. 85. www.rallydev.com @RallyOn ©2014 Step 1: Balance planning with empirical learning
  86. 86. www.rallydev.com @RallyOn ©2014 Typical approach
  87. 87. www.rallydev.com @RallyOn ©2014 http://www.flickr.com/photos/isaacmao/380257543 Create a plan to predict the future
  88. 88. www.rallydev.com @RallyOn ©2014 Budget approval Product definition Product requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CU
  89. 89. www.rallydev.com @RallyOn ©2014 Budget approval Market research Product definition Product requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CU
  90. 90. www.rallydev.com @RallyOn ©2014 Budget approval Market research Project definition Project requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CU
  91. 91. www.rallydev.com @RallyOn ©2014 Budget approval Market research Project definition Project requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CU
  92. 92. www.rallydev.com @RallyOn ©2014 Budget approval Market research Project definition Project requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CU
  93. 93. www.rallydev.com @RallyOn ©2014 Budget approval Market research Project definition Project requirements Detailed plan Development Final release FIRST CONTACT WITH CU
  94. 94. www.rallydev.com @RallyOn ©2014 Budget approval Market research Project definition Project requirements Detailed plan Development Verification FIRST CONTACT WITH CU
  95. 95. www.rallydev.com @RallyOn ©2014 Budget approval Market research Project definition Project requirements Detailed plan Development Verification Final release FIRST CONTACT WITH CU
  96. 96. www.rallydev.com @RallyOn ©2014 HOW MANY GUESSES?
  97. 97. www.rallydev.com @RallyOn ©2014 FIRST CONTACT WITH USERS
  98. 98. www.rallydev.com @RallyOn ©2014
  99. 99. www.rallydev.com @RallyOn ©2014
  100. 100. www.rallydev.com @RallyOn ©2014 http://www.flickr.com/photos/oregondot/4132135156
  101. 101. www.rallydev.com @RallyOn ©2014 Obscure the uncertainty with details of a false precision
  102. 102. www.rallydev.com @RallyOn ©2014 Embrace, reveal and mitigate the uncertainty
  103. 103. www.rallydev.com @RallyOn ©2014 Turn Uncertainty Into Knowledge
  104. 104. www.rallydev.com @RallyOn ©2014 http://www.flickr.com/photos/memekiller/4564410767
  105. 105. www.rallydev.com @RallyOn ©2014
  106. 106. www.rallydev.com @RallyOn ©2014 Business Initiative
  107. 107. www.rallydev.com @RallyOn ©2014
  108. 108. www.rallydev.com @RallyOn ©2014
  109. 109. www.rallydev.com @RallyOn ©2014 A s m t o sC n a N m : D t : K y A s m t o D p n e t A s m t o s F l i e A s m t o s O h r A s m t o sO h r A s m t o s K y A s m t o D p n e t A s m t o s K y A s m t o D p n e t A s m t o s I- 1 R m n e s i l h l i t g v r W n w h n g v n e e t w l h p e T x m s a e a e a c p a l r m n e s S g e t o s w l m t v t g v r R c p e t w n g f s n t m W a i e r a o a l s g e t o s W a e r c i e p e e e c d t W a e d t m l e t m s a e P r n r a t r f r a l a s W a a e m n y t r u h p r n r r f r a s W a e e o g p r e i v n o y O r l a s i l b y g f s F c b o d s w l d i e t affic A m b l r t p o u t s r t g
  110. 110. www.rallydev.com @RallyOn ©2014 Key assumptions Knowledge
  111. 111. www.rallydev.com @RallyOn ©2014 Run experiments
  112. 112. www.rallydev.com @RallyOn ©2014 Frame
  113. 113. www.rallydev.com @RallyOn ©2014
  114. 114. www.rallydev.com @RallyOn ©2014
  115. 115. www.rallydev.com @RallyOn ©2014
  116. 116. www.rallydev.com @RallyOn ©2014
  117. 117. www.rallydev.com @RallyOn ©2014
  118. 118. www.rallydev.com @RallyOn ©2014
  119. 119. www.rallydev.com @RallyOn ©2014
  120. 120. www.rallydev.com @RallyOn ©2014
  121. 121. www.rallydev.com @RallyOn ©2014
  122. 122. www.rallydev.com @RallyOn ©2014
  123. 123. www.rallydev.com @RallyOn ©2014
  124. 124. www.rallydev.com @RallyOn ©2014 Build
  125. 125. www.rallydev.com @RallyOn ©2014 Product Backlog Iteration 2 Weeks Daily Meeting Iteration Backlog Product Increment ITERATIONMECHANICS Scrum Scrum
  126. 126. www.rallydev.com @RallyOn ©2014 FLOWMECHANICS (all independent cadences) Ready queue prioritize retrospectgroom release release WIP Target Kanban Kanban
  127. 127. www.rallydev.com @RallyOn ©2014 Measure
  128. 128. www.rallydev.com @RallyOn ©2014 Collect http://www.flickr.com/photos/mrpetersononline/4977025601
  129. 129. www.rallydev.com @RallyOn ©2014 Analyze http://www.flickr.com/photos/mrpetersononline/4992505907
  130. 130. www.rallydev.com @RallyOn ©2014 Organize http://www.flickr.com/photos/mrpetersononline/4992505641
  131. 131. www.rallydev.com @RallyOn ©2014 Learn
  132. 132. www.rallydev.com @RallyOn ©2014
  133. 133. www.rallydev.com @RallyOn ©2014
  134. 134. www.rallydev.com @RallyOn ©2014
  135. 135. www.rallydev.com @RallyOn ©2014
  136. 136. www.rallydev.com @RallyOn ©2014 25%
  137. 137. www.rallydev.com @RallyOn ©2014 25% 55%
  138. 138. www.rallydev.com @RallyOn ©2014 Empirical Learning
  139. 139. www.rallydev.com @RallyOn ©2014
  140. 140. www.rallydev.com @RallyOn ©2014 Advice from a master…
  141. 141. www.rallydev.com @RallyOn ©2014 http://www.richard-feynman.net/gallery.htm
  142. 142. www.rallydev.com @RallyOn ©2014
  143. 143. www.rallydev.com @RallyOn ©2014 Step 2:
  144. 144. www.rallydev.com @RallyOn ©2014 Step 2: Balance analysis with disciplined exploration
  145. 145. www.rallydev.com @RallyOn ©2014 Typical approach
  146. 146. www.rallydev.com @RallyOn ©2014 Magic box of innovation https://www.flickr.com/photos/wonderlane/7923402476
  147. 147. www.rallydev.com @RallyOn ©2014 Disciplined exploration
  148. 148. www.rallydev.com @RallyOn ©2014 Disciplined exploration
  149. 149. www.rallydev.com @RallyOn ©2014 Form We have a team with strong conviction to make the vision come alive
  150. 150. www.rallydev.com @RallyOn ©2014 Form The vision is big enough it can change adjacent products and markets
  151. 151. www.rallydev.com @RallyOn ©2014 Form We have support from the company to pursue the vision
  152. 152. www.rallydev.com @RallyOn ©2014 Disciplined exploration
  153. 153. www.rallydev.com @RallyOn ©2014 We understand the problem a customer wants solved Discover
  154. 154. www.rallydev.com @RallyOn ©2014 Our product idea solves the customer’s problem Discover
  155. 155. www.rallydev.com @RallyOn ©2014 Our business model can be profitable Discover
  156. 156. www.rallydev.com @RallyOn ©2014 Pivot or Persevere? Disciplined exploration
  157. 157. www.rallydev.com @RallyOn ©2014 Disciplined exploration
  158. 158. www.rallydev.com @RallyOn ©2014 The founders can: Understand the flow of money and sell the offer Validate
  159. 159. www.rallydev.com @RallyOn ©2014 Our draft sales plan will close or activate customers Validate
  160. 160. www.rallydev.com @RallyOn ©2014 We understand our go to market strategy Validate
  161. 161. www.rallydev.com @RallyOn ©2014 Pivot or Persevere? Disciplined exploration
  162. 162. www.rallydev.com @RallyOn ©2014 Disciplined exploration
  163. 163. www.rallydev.com @RallyOn ©2014 We have budget and assembled a cross- department transition team Transition
  164. 164. www.rallydev.com @RallyOn ©2014 Transition Departments can take on our new offer
  165. 165. www.rallydev.com @RallyOn ©2014 We no longer need our inventors on the team Transition
  166. 166. www.rallydev.com @RallyOn ©2014 Advice from a master…
  167. 167. www.rallydev.com @RallyOn ©2014
  168. 168. www.rallydev.com @RallyOn ©2014 Step 3:
  169. 169. www.rallydev.com @RallyOn ©2014 Step 3: Replace budget as strategy with adaptive steering
  170. 170. www.rallydev.com @RallyOn ©2014 Typical approach
  171. 171. www.rallydev.com @RallyOn ©2014 Budget as strategy
  172. 172. www.rallydev.com @RallyOn ©2014 “Plus or minus the price of a Hyundai, how much will you make with this spend next year?”
  173. 173. www.rallydev.com @RallyOn ©2014 Adaptive Steering
  174. 174. www.rallydev.com @RallyOn ©2014 3 – 5 Year Vision
  175. 175. www.rallydev.com @RallyOn ©2014 Possible futures
  176. 176. www.rallydev.com @RallyOn ©2014 This year’s strategy
  177. 177. www.rallydev.com @RallyOn ©2014 This year’s execution
  178. 178. www.rallydev.com @RallyOn ©2014 Flow of information
  179. 179. www.rallydev.com @RallyOn ©2014 Creating space, safety, and accountability with horizons
  180. 180. www.rallydev.com @RallyOn ©2014 Horizon budgeting
  181. 181. www.rallydev.com @RallyOn ©2014 Today’s spend buys options on future high growth offers with an expected return in 36 to 72 months. Horizon 3
  182. 182. www.rallydev.com @RallyOn ©2014 Today’s spend fuels high growth offers with an expected return in 12 to 36 months. Horizon 2
  183. 183. www.rallydev.com @RallyOn ©2014 Today’s spend funds offers with a predictable return within the current budget cycle. Horizon 1
  184. 184. www.rallydev.com @RallyOn ©2014 Horizon allocation 70%20%10%
  185. 185. www.rallydev.com @RallyOn ©2014 Goals, Metrics, and the Three Horizons Different Metrics for Each Horizon TIME FRAME HORIZON 1 (0 - 12 mos) HORIZON 2 (12 - 36 mos) HORIZON 3 (36 - 72 mos) Create a Category Maximize Economic Returns Become a Going Concern Driving Goal Key Performance Indicators Revenue vs. plan Bookings Contribution margin Market share Wallet share Target accts vs. plan Sales velocity Deal size Segment share Time to tipping point Name-brand customers Deal size Name-brand partners PR buzz Flagship projects “Opex” “Timex” “Capex” Figure 2.6
  186. 186. www.rallydev.com @RallyOn ©2014 Adaptive Steering Disciplined Exploration Empirical Learning Adaptive Execution
  187. 187. www.rallydev.com @RallyOn ©2014 One last thing to keep in mind
  188. 188. www.rallydev.com @RallyOn ©2014
  189. 189. www.rallydev.com @RallyOn ©2014 Technology adoption is a human phenomenon
  190. 190. www.rallydev.com @RallyOn ©2014 An example…
  191. 191. www.rallydev.com @RallyOn ©2014
  192. 192. www.rallydev.com @RallyOn ©2014 Need an Agile and human centered approach
  193. 193. www.rallydev.com @RallyOn ©2014 Start with empathy
  194. 194. www.rallydev.com @RallyOn ©2014 Balance operation and exploration
  195. 195. www.rallydev.com @RallyOn ©2014 Link strategy and execution
  196. 196. www.rallydev.com @RallyOn ©2014 LEARN MORE… rallydev.com/els rallydev.com/frame
  197. 197. www.rallydev.com @RallyOn ©2014@yourTwitterhandle

×