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Selling
Lean
and
Agile
Development
How
to
sell
the
idea
of
lean/agile
development
to
your
managers,
sales
team,
and
clients
Programmers
Testers
ScrumMasters/Coaches
Project
Managers
Sales
People
AgendaManagersSales
TeamsClientsLean/Agile
Contracts
AgendaManagers                       TodaySales
Teams            We will talk about how to sell lean                      ...
Project
Managers
Project
Managers                   Project
Managers
Dissa=sfac=on
Driver
for
ChangeUnderstand the   It Involves hours   Most projects go   PM’s life         of meetings      ...
What
can
lean/agile
offer
a
project
manager?                                   Fast and accurate                    The opp...
Documenta=on
and
Planning                                         rt a                                   n expo ary       ...
Daily
tracking!"#$%&()**+$,(   !"#$%&"&"("#)")
Meaningful,
Objec=ve
Tools                             14
How
to
Start? 1   Map the value chain and identify Classes of Service 2   Create a visual kanban board 3   Set initial WIP...
Sales
People
The
life
of
a
soNware
salesperson            Selling
the
intangible
is
just
selling
promises            Salespeople
may
ha...
Key
points
to
stress 1    The
benefits
of
lean
and
agile
are
easy
to
understand  2   Happy
clients
lead
to
repeat
business
...
Selling
Agile
                          Processes
to
ClientsSelling
Agile
and
Lean
Processes
to
Clients
Key
Points
to
Stress 1    High quality process leads to far lower maintenance costs  2   The client remains in control of ...
In
the
buyer’s
shoes
In
the
buyer’s
shoes
Chaos
Report
‐
2000
Chaos
Report
‐
2000                      64%
of
all
requested
                      features
are
a
waste
                 ...
Con=nuous
Deployment
improves
quality


Doing
high
risk
and
high
priority
features
means
that
those
features
are
tested
mu...
Agile
and
Lean
fix
QualityIf
the
triple
constraints
are
Bme/cost,
features/scope,
and
quality
then:
Agile
and
Lean
fix
QualityIf
the
triple
constraints
are
Bme/cost,
features/scope,
and
quality
then:                        ...
Benefits
of
Con=nuous
or
itera=veDeployment
Stop
when
                      you
like                  Release
as
Benefits
of
      oNen
as
you
Con=nuous
or
       want...
Sell
the
ExperienceThe
customer
is
the
master
of
   Put
responsibility
in
the
hands
of
                                 th...
They
have
to
assume
that
you
know
what
youre
talking
about
and
they
do.
They
are
not
expecBng
you
to
prove
that
you
know
h...
In
a
high‐risk
service
businessYour
biggest
compeBtor
isnt
another
company
like
you
It’s
the
client’s
fear
that
none
of
you
are
any
good.
Therefore,
dont
cri=cize
the
 compe==on,
or
the
client
may
 give
up
on
all
of
you
and
find
a
different
way
to
sa=sfy
his
need.
Pick
one
thing
that
makes
you
stand
out
and
hammer
it
                         home
Tell
the
straight
truth
without
embellishment
The
sale
starts
when
the
contract
is
signed
The
sale
starts
when
the
contract
is
signedIts
a
common
misconcep=on
that
when
the
contract
is
signed,
you
have
won.
The
c...
Gra=tude,
gra=tude,
gra=tude.
  You
cant
show
it
enough.
Your
clients
have
very
few
points
of
contact.iniBal
sales
call   recepBonist   contract
leVer   planning
   status
reports...
If
you
can’t
explain
it
to
a
child,
you
can’t
sell
it
That’s
it!
Selling Kanban
Selling Kanban
Selling Kanban
Selling Kanban
Selling Kanban
Selling Kanban
Selling Kanban
Selling Kanban
Selling Kanban
Selling Kanban
Selling Kanban
Selling Kanban
Selling Kanban
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Selling Kanban

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How to sell managers, sales teams, and clients on the value of lean and agile processes

Publié dans : Business, Technologie
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Selling Kanban

  1. 1. Selling
Lean
and
Agile
Development
How
to
sell
the
idea
of
lean/agile
development
to
your
managers,
sales
team,
and
clients
  2. 2. Programmers
  3. 3. Testers
  4. 4. ScrumMasters/Coaches
  5. 5. Project
Managers
  6. 6. Sales
People
  7. 7. AgendaManagersSales
TeamsClientsLean/Agile
Contracts
  8. 8. AgendaManagers TodaySales
Teams We will talk about how to sell lean and agile practices to:ClientsLean/Agile
Contracts In Addition If we have time, we’ll review types:
  9. 9. Project
Managers
  10. 10. Project
Managers Project
Managers
  11. 11. Dissa=sfac=on
Driver
for
ChangeUnderstand the It Involves hours Most projects go PM’s life of meetings over budget
  12. 12. What
can
lean/agile
offer
a
project
manager? Fast and accurate The opportunity to spend reporting! their days doing more !More structure! value-adding activities" Shared responsibility Better relationships with Less time spent for success! co-workers and clients! in CYA activities!
  13. 13. Documenta=on
and
Planning rt a n expo ary I ca m d oc tor, nt sum er e th As a treatm ail to o nt m p atie ort to e ivers. s. rep reg 8 pt ca John
  14. 14. Daily
tracking!"#$%&()**+$,( !"#$%&"&"("#)")
  15. 15. Meaningful,
Objec=ve
Tools 14
  16. 16. How
to
Start? 1 Map the value chain and identify Classes of Service 2 Create a visual kanban board 3 Set initial WIP limits (with team and stakeholders) 4 Schedule daily meetings / look for bottlenecks 5 Reflect and adapt using objective measures
  17. 17. Sales
People
  18. 18. The
life
of
a
soNware
salesperson Selling
the
intangible
is
just
selling
promises Salespeople
may
have
stats
on
past
projects,
 but
the
key
selling
points
are
o?en
difficult
 to
describe There
is
a
strong
temptaBon
to
oversell,
 leading
to
client
dissaBsfacBon
and
low
 return
business
and
no
referral
business
  19. 19. Key
points
to
stress 1 The
benefits
of
lean
and
agile
are
easy
to
understand 2 Happy
clients
lead
to
repeat
business
and
referrals Experienced
buyers
know
the
cost
of
poor
quality
and
 3 inexperienced
buyers
fear
it.
Quality
is
an
easy
sell. 4 You
can
use
the
experience
as
a
differenBaBng
factor
  20. 20. Selling
Agile
 Processes
to
ClientsSelling
Agile
and
Lean
Processes
to
Clients
  21. 21. Key
Points
to
Stress 1 High quality process leads to far lower maintenance costs 2 The client remains in control of the project 3 The client has an enormous degree of flexibility 4 Lean and Agile processes produce lower cost software 5 Considerable insight into the process
  22. 22. In
the
buyer’s
shoes
  23. 23. In
the
buyer’s
shoes
  24. 24. Chaos
Report
‐
2000
  25. 25. Chaos
Report
‐
2000 64%
of
all
requested
 features
are
a
waste
 of
money
and
 introduce
bugs
  26. 26. Con=nuous
Deployment
improves
quality


Doing
high
risk
and
high
priority
features
means
that
those
features
are
tested
much
more.
  27. 27. Agile
and
Lean
fix
QualityIf
the
triple
constraints
are
Bme/cost,
features/scope,
and
quality
then:
  28. 28. Agile
and
Lean
fix
QualityIf
the
triple
constraints
are
Bme/cost,
features/scope,
and
quality
then: Sc Sc e– Fixed
=me
and
scope
 op op Tim project
must
let
 e e quality
slip
because
 there
is
always
risk– Lean
and
Agile
 processes
fix
quality
 Quality at
the
expense
of
 either
=me
or
scope
  29. 29. Benefits
of
Con=nuous
or
itera=veDeployment
  30. 30. Stop
when
 you
like Release
as
Benefits
of
 oNen
as
you
Con=nuous
or
 want
toitera=ve Change
Deployment vendors
easily Control
scope
  31. 31. Sell
the
ExperienceThe
customer
is
the
master
of
 Put
responsibility
in
the
hands
of
 those
most
able
to
deliverbusiness
value Define
features
using
the
simplest
Planning method
that
is
responsible,
 Define
classes
of
service
and
SLAsDevelopment Answer
quesBonsDemo Review,
reflect,
feedback
  32. 32. They
have
to
assume
that
you
know
what
youre
talking
about
and
they
do.
They
are
not
expecBng
you
to
prove
that
you
know
how
to
build
so?ware,
They
are
expec=ng
you
to
understand
and
value
them.
  33. 33. In
a
high‐risk
service
businessYour
biggest
compeBtor
isnt
another
company
like
you
  34. 34. It’s
the
client’s
fear
that
none
of
you
are
any
good.
  35. 35. Therefore,
dont
cri=cize
the
 compe==on,
or
the
client
may
 give
up
on
all
of
you
and
find
a
different
way
to
sa=sfy
his
need.
  36. 36. Pick
one
thing
that
makes
you
stand
out
and
hammer
it
 home
  37. 37. Tell
the
straight
truth
without
embellishment
  38. 38. The
sale
starts
when
the
contract
is
signed
  39. 39. The
sale
starts
when
the
contract
is
signedIts
a
common
misconcep=on
that
when
the
contract
is
signed,
you
have
won.
The
client
chose
you
and
now
its
just
a
=t
for
tat
service
rela=onship.
The
client
didnt
chose
you
and
doesnt
trust
you
yet.
Your
new
client
just
did
you
a
huge
favor
by
taking
a
giant
risk
and
giving
you
a
chance
to
earn
his
trust.

  40. 40. Gra=tude,
gra=tude,
gra=tude.
 You
cant
show
it
enough.
  41. 41. Your
clients
have
very
few
points
of
contact.iniBal
sales
call recepBonist contract
leVer planning
 status
reports meeBngsMake
every
point
of
contact
into
a
markeBng
exercise.
Make
every
one
beVer,
and
then
make
them
beVer
again.
  42. 42. If
you
can’t
explain
it
to
a
child,
you
can’t
sell
it
  43. 43. That’s
it!

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