The Agile Business Gap is created in medium to large organisations when "Agile" is initiated by an organisations development team. The first part of this Gap is just terminology where "agile" to a business has the dictionary meaning of "able to move quickly and easily" while "Agile" to a software development team has a very different meaning. The next part of the Gap is exposed as an "Agile" development team starts to demand a different way of operating beyond the development function and impacts everything from product management activities, business case development, financial planning, marketing messaging and operational planning. "Agile" development is very effective at delivering smaller usable parts of a product to the market in shorter time frames, yet these shorter timeframes are not immediately compatible with the rest of the enterprise. About the Speaker: Nick Coster, co-founder of Brainmates, Australia's leading provider of Product Management consulting and training services. He has been working in various Product Management roles since 1996, across a range of product types and industries. At Brainmates he's the Head of Training services and delivers most of the training courses that Brainmates offers as well as facilitates collaborative workshops with clients. He believes there is a better way to deliver products that customers love and at Brainmates they are constantly learning from our experiences to explore better approaches. Upcoming Events Reserve your seat for the next AIPMM webinar. Visit: http://aipmm.com/aipmm_webinars/. Want To Certify Your Team? If you have a product team of 10 or more that you want to certify, visit: http://bit.ly/1bzjUYB. About AIPMM The AIPMM is the hub of all things product management. It is where product professionals go for answers. With members in over 65 countries, it is the worldwide certifying body of product team professionals. It is the world's largest professional organization of product managers, brand managers, product marketing managers and other product team professionals who are responsible for guiding their organizations, or clients, through a constantly changing business landscape. AIPMM's certification programs are internationally recognized because they allow product professionals to demonstrate their expertise and provide corporate members an assurance that their product management and marketing teams are operating at a high competency level. Visit http://www.aipmm.com. Call For Speakers: http://bit.ly/1b006vm Subscribe: http://www.aipmm.com/subscribe LinkedIn: http://www.linkedin.com/company/aipmm Membership: http://www.aipmm.com/join.php Certification: http://aipmm.com/html/certification Articles: http://www.aipmm.com/html/newsletter/article.ph

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6. Today’s Speaker
Moderator:
Hector Del Castillo, CPM, CPMM, PMP
Presenter:
Nick Coster
Head of Training Services
Brainmates Pty Limited
nick@brainmates.com.au
www.brainmates.com.au
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7. Mind The Agile Business Gap
www.brainmates.com.au

8. Nick Coster
Co-Founder and
Head of Training Services

9. We are a Product Management
Consulting and Training business.
We work with product teams across
varied industries, companies and
organisational sizes.

10. The Agile Business Gap
Business
Development

11. The Vision of an
Agile Business is…

12. The Vision of an
Agile Business is…
Earlier realisation of
business benefits by
prioritising for
business and market
value.

13. The Vision of an
Agile Business is…
Delivery of
smaller and
more regular
product features
to the market.

14. The Vision of an
Agile Business is…
Increased business
collaboration and
transparency
throughout the
development.

15. The Vision of an
Agile Business is…
Reduction of risk
through faster
learning from the
market.

16. But…

17. … we have observed a
repeating problem in many
existing business where Agile
is implemented.

18. Agile starts well…..

19. ….. but then GAPS start to
appear between the business
and the development team.

20. These are
Agile Business Gaps

21. What causes the
Agile Business
Gap?

23. Business Definition
Page Text

24. Development Definition
AGILE

25. Traditional Product Development
Idea
Business
Case
Design
Build
Market
Launch
27

26. Traditional Product Development
Idea
Business
Case
Design
Build
Market Fit
High
Low
Likelihood of Market Fit
diminishes over time
Time
Market
Launch
28

27. Agile methods are introduced
to deliver better products to
market faster.
29

28. Agile Product Development
Daily
Work
User Story
User Story
User Story
Sprint
2-4
weeks
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Product
Backlog
Sprint Backlog
Sprint Tasks
Sprint Release
Marketable
Product

29. But when a development
team “Goes Agile” other
things break.
Why?

30. Agile Product Development
Idea
The Product Build is only
one stage of many
required for successful
Product Delivery
Business
Case
Design
Build
Market
Launch
32

31. Agile Product Development
Idea
Business
Case
Design
Build
The impacts of
introducing Agile will
be felt throughout the
process…
Market
Launch
33

32. The Vision of an
Agile Business is…
?!

33. Gap 1:
Product
Management
Resource Gap

34. Agile Product Development
Idea
Business Case
Design
Build
Market Launch
36

35. In an Agile team there is a
Product Owner

36. But where do
“Product Owners”
come from?

37. By default the Agile team
turns to the
Product Manager…

38. IMPACT:
When a Product Manager
also acts as the Agile Product
Owner, both the product and
the Agile project suffers.

39. Tip 1:
a) Resource a dedicated Agile
Product Owner role.
b) The Product Manager and the
Agile Product Owner work hand
in hand to manage the product
delivery.

40. Make it clear!
Business “Product Owner”
≠
Agile “Product Owner”

41. Business “Product Owner”:
Responsible for Product
Profit and Loss $$

42. Agile Product Owner:
Responsible for prioritisation
of user stories to increase
customer and business
value.

43. Outcome:
Appropriate Product Owner
resourcing allows for better
communication and delivery
through job specialisation.

44. Gap 2:
Agile Product
Management Gap

45. Agile Product Development
Idea
Business Case
Design
Build
Market Launch
48

46. Key interface is the
Product Backlog.
Daily
Work
User Story
User Story
User Story
Sprint
2-4
weeks
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Product
Backlog
Sprint Backlog
Sprint Tasks
Sprint Release
Marketable
Product

47. User Story
User Story
The Product Backlog is
a prioritised list of
User Stories.
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Product
Backlog
But where do
User Stories come
from?

48. Product Manager converts
high level Business Case
objectives into more
granular requirements.

49. Signoffs and Approvals
These documents need to be
“complete” before they are
signed off.


50. IMPACT:
With no changes to the
signoff and approval stages
the benefits of an Agile team
are wasted.

51. Tip 2
Develop requirements in
“Discovery Sprints” of the same
length as Agile team Sprints.
Signoffs at the end of each
Sprint.

52. Highest Business Value
Prioritise Business
Case outcomes by
market segment
value.
Segment A
Segment B
Segment C
Segment D
Lowest Business Value

53. For the highest value
segment, storyboard
scenarios (or “epics”)
Highest Business Value
Scenario A1
Highest Business Value
Scenario A2
Segment A
Scenario A1
Scenario A2
Scenario A3
Scenario A4
Scenario A4
Scenario A3
Lowest Business Value

54. Finally, break the
scenario into
smaller tasks or
User Stories
Highest Business Value
Segment A
Scenario A1
User Story A1-X
User Story A1-Y
User Story A1-Z
Lowest Business Value

55. Highest Business Value
Segment A
Product Backlog
prioritised by
business value and
testable outcomes.
Scenario A1
User Story A1-X
User Story A1-Y
User Story A1-Z
Segment B
Scenario B2
User Story B2-X
User Story B2-Y
User Story B2-Z
Segment A
Scenario 2
User Story A2-X
User Story A2-Y
User Story A2-Z
Lowest Business Value

56. Outcome:
Alignment of sprint cycles
delivers regular small parts of
Business value with the
traditional process.

57. Gap 3:
Business Case Gap

58. Agile Product Development
Idea
Business
Case
Design
Build
Market
Launch
61

59. Business Case funding is for
projects, NOT continuous
delivery of a product in the
market.
Projects
Continuous
Product Delivery

60. Established Organisations
Project Focused Funding.
Need to know project costs
before project starts.
Want to spend as Capital
Expenditure for accounting.

61. IMPACT:
It is more difficult to get
projects funded when the
costs are so “Flexible”.

62. Tip 3:
a) Estimate the full cost of a single
sprint.
b) Estimate the # Sprints required
for a market release.
This limits both costs and time of
the project and helps clarify scope.

63. Outcome:
Simplifies business case
costing.
Smaller projects, more often
embraces faster learning
from the market.

64. Is your Business Agile?

65. Our training courses include:
Essentials of Product Management
Agile for Product Managers
Business Case Writing
See more at
http://www.brainmates.com.au/training-summary

66. Connect with Brainmates
Brainmates Group
www.brainmates.com.au
Facebook.com/Brainmates
info@brainmates.com.au
@Brainmates
#prodmgmt
+ 61 2 9232 8147
71

67. Q&A
Moderator:
Hector Del Castillo, CPM, CPMM, PMP
Presenter:
Nick Coster
Head of Training Services
Brainmates Pty Limited
nick@brainmates.com.au
www.brainmates.com.au
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