As your market changes or your company reorganizes, it is key to deliver what your customers want today, rather than what you guessed they wanted months ago. Managing your projects in Agile time-boxes with incremental delivery to your customers can give you the freedom and feedback loops to respond quickly to both internal and external changes. This presentation outlines how to adopt Agile development practices to: respond to rapid changes in your marketplace, out-learn the competition, and ensure you're building the right things.
14. Software Development
Feedback Loops
ROI & Adoption
Requests
Defects
Business Prioritize & Define & Test & Harden & Deploy &
Case Schedule Develop Accept Release Support
Collaborative
Development
Agile Lifecycle
Management
33. Players of the game each take on a different role in the supply chain:
Factory, Distributor, Wholesaler and Retailer
For each period of play, every participant follows the same cycle:
1. New orders and shipments are received, shipments enrouteare advanced, and
inventory levels and backorder positions are calculated.
2. The player reviews current position.
3. A shipping decision is made according to new orders and backlog, subject to
inventory availability.
4. An ordering decision is made for more beer.
There are only two costs involved in this simplified version:
Inventory holding cost ($1.00/case/period).
Back order costs ($2.00/case/period).
Goal is to minimizing the sum of these costs by balancing the cost of having
inventory (inventory holding cost) with the cost of being out of inventory
when a customer orders beer (back order cost).
34.
35. The game begins with a fully-loaded quot;pipelinequot; of cases of beer:
16 cases of inventory in each position'scurrent inventory,
4 cases in each of theproduction delaypipeline,
4 cases in each of theshipping delaypipeline,
each position has an initial order for 4 cases of beer.
At the end of the game, the total game cost is the sum of the four individual
participants' total costs (retailer cost + wholesaler cost + distributor cost +
factory cost).
The goal is to minimize team costs.
36. CALL
TO
ACTION
Schedule a Retrospective
Create a Continuous Improvement
Backlog
Put You and Your Team in a
Position to Succeed
Notas do Editor
Gaussian Copula
Federal Reserve Act of December 23, 1913
Finally, the team does a retrospective and discusses three questions:
Finally, the team does a retrospective and discusses three questions:
Finally, the team does a retrospective and discusses three questions:
So we hold a daily scrum. It’s a simple meeting where we answer three basic questions:
Finally, the team does a retrospective and discusses three questions:
Finally, the team does a retrospective and discusses three questions: