The document discusses approaches to IT projects, comparing predictive/planned approaches to more adaptive agile approaches. It notes that while predictive approaches aim to control costs and risks through prediction, it is difficult to truly predict chaos. Agile approaches prioritize working software, customer collaboration, and response to change over strict planning. The document advocates adopting agile principles like iterative development, daily standups, and user stories to help deliver more value. It argues IT projects should focus on innovation rather than just servicing and put more energy into delivering solutions rather than attempting to control unpredictable outcomes.

1. Vision ~ Knowledge ~ Results
26 May 2010
samenwerking, pragmatische aanpak en innovatie met Java en Oracle
Douwe Pieter van den Bos

2. RECAP:

3. Prettier
Than it really needs to be

4. Problems tend to get solved by IT
Projects are in the IT domain

5. More
and
More
And
More
and
More
Power is needed

6. In less and less and less
TIME ( & Money)

7. Creativity
is
a
mental
and
social
process
involving
the
genera4on
of
new
ideas
or
concepts.
Wikipedia
Princeton: the ability to create

8. Find one Common Goal
Within the Project

9. Make it SMALL

10. Boundaries:
Platform, Architecture,
Business…

11. Vision
! !(and a clear amount of effort)!
Are the only perquisites needed for a good project

12. Just
Do
IT!

13. SO, What’s with
that Project?.>

15. The IBM Global CEO Study (2008 & 2009)

16. Change…

17. Cost RUN WIN CHANGE
Bron: Peter Hinssen – www.it-fusion.com
Whitehorses B.V.

18. Cost RUN WIN CHANGE
Bron: Peter Hinssen – www.it-fusion.com
Whitehorses B.V.

19. RUN WIN CHANGE
Saving?
Cost
Bron: Peter Hinssen – www.it-fusion.com
Whitehorses B.V.

23. Cost
Risk
Quality
Agility

25. Reflex ions on the Water
" " " " "
" " " " "
" " " " "
" " " " "
" " " " "
" " " "FALL

27. Behavior
Cost
Risk
Value?

28. Break
Whitehorses B.V.

30. Agile?

31. Agile:
adj.
1. Characterized by
quickness, lightness,
and ease of movement;
nimble.
2. Mentally quick or
alert: an agile mind.

32. 1
2
3
4
5
6
7
8
9
10
11
12
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14
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20
21
22
23
Whitehorses B.V.

33. 1
2
3
4
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6
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8
9
10
11
12
13
14
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16
17
18
19
20
21
22
23
Whitehorses B.V.

35. And how do We
React?

37. Predict,
Guard
and
Control

38. But can we really
predict CHAOS?

40. Costs
of
Predic1on
Focus
Developing
SoKware
Guarding
Predic4ng
Predictability
Progress
Whitehorses B.V.

41. How
much
Value
is
there?
Delivered
Value
Asked
Value
Minimal
Value
End Of Life
Time
Whitehorses B.V.

43. Let’s just
Hope and
Pray for
the Best

44. People and Interaction above processes and tools
Working software above detailed documentation
The Client above contracts
Reaction to change above Following the plan
http://www.agilemanifesto.org/
Whitehorses B.V.

45. Daily
Scrum
Iteratie
Product backlog Sprint backlog Product
Whitehorses B.V.

46. Need
USER
STORY
Product
Owner:
Team:
Wish
Wish
Business
Value
Story
Points
(Rabbits)
Acceptance
criteria
Solu4on
Whitehorses B.V.

47. Whitehorses B.V.

48. t
Burndown Chart
Whitehorses B.V.

49. Story Points
350
250
150
50
t
Whitehorses B.V.

50. Solu4on(?)
 Wish
 Actual
Need
 Solu4on
Test
SoKware
Design
Require-­‐
ments
Whitehorses B.V.

51. Remember:

52. …..
……..

53. Uncertainty
Focus
Developing
SoKware
Predic4ng
Guarding
Progress
Progress
Whitehorses B.V.

54. How
much
Value
is
there?
120
100
80
Delivered
Value
60
Asked
Value
40
Minimal
Value
20
0
Time
Whitehorses B.V.

56. The Times for
Change are Now

57. Move,
From servicing to
Innovation…

59. Put Some
Energy
Into IT

61. What’s it Worth?

63. Butterfly Effect

64. www.whitehorses.nl
More Info:
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