The document outlines an event held by the Agile Project Leadership Network Mexico chapter. It introduces the vision and mission of the organization to promote Agile and Lean principles. It then provides an overview of a presentation given on speeding delivery of value using techniques like defining value metrics, eliminating waste, and innovating through practices like value imagineering, Lean, Agile and Kanban.

1. Agile Project Leadership Network
Capítulo México
rac ias! 
G Reunión
pública,
Octubre
9,
2010

2. MexAPLN
Visión
Ser una comunidad activa de líderes en México que
aplicamos Agile & Lean para mejorar nuestras áreas de
influencia.
Misión
Promover y desarrollar nuestra comunidad, mediante
networking continuo, eventos periódicos y publicaciones
en diversos ámbitos; además de colaborar con los demás
capítulos y otras organizaciones relacionadas tanto en
México, Latinoamérica y el resto del mundo, para un
beneficio económico y social.

3. MexAPLN Comité Coordinador (CoCo)
Masa K Maeda Sergio Durán
Alejandro Escamilla Adriana Midence
Lacendi Calderón Elizabeth Rivera
Carlos Mondragón Alexis Ramirez
Gustavo Cervantes Anastacio Lara
<tú> <…y tú también>

4. Introducciones
Quienes
somos…
Nombre/puesto/empresa

5. Tema de Hoy
Bill Dominguez, PMP, CSM, CLA
Founder, Ecocentric Strategies
VP, PMI San Francisco

6. Agile Manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.

7. Agile Principles
• Early and continuous delivery of valuable software.
• Welcome changing requirements, even late in development.
• Deliver working software frequently.
• Work together daily throughout the project.
• Motivated individuals
• Face-to-face conversation.
• Working software is the primary measure of progress.
• Sustainable development.
• Attention to technical excellence and good design.
• Simplicity.
• Self-organizing teams.
• Retrospective

8. Lean Principles
• Add nothing but value
• Center on the people
• Create knowledge
• Flow value from demand
• Deliver early and often
• Optimize the whole
• Build quality in
• Defer commitment

9. Ecocentric Strategies – Speed to Value
On
the
road
to
Speed
to
Value
How
do
we
define
value?
What
is
our
true
value
currency?
How
do
we
measure
Value?
How
should
we?
Are
project-­‐level
decisions
informed
by
Value?
Across
the
por@olio,
how
do
we
know
we
are
delivering
the
highest
value
capabiliDes?
and
only
the
highest?
(Profitability,
ProducDvity,
LifeDme
Value,Traffic,
Revenue,
Time
to
Market,
Future
Risk
Avoidance)

10. Ecocentric Strategies – Speed to Value
On
the
road
to
Speed
to
Value
Should
we
be
terminaDng
certain
projects
sooner
in
their
lifecycle
to
rapidly
redeploy
the
team
to
higher
value
projects?
Is
the
iniDal
Business
Case
sufficient
or
do
we
need
other
methods?
Do
the
soluDons
we
architect
fit
with
the
understood
Business
Value?
Considering
less
than
36%
of
funcDonality
delivers
80%
of
project
value;
over
64%
is
WASTE–
imagine
the
possibiliDes
if
we
could
eliminate
all
marginal
value
work?

11. Ecocentric
Strategies
–
Speed
to
Value
Reduce
waste
by
promo1ng
a
value
culture
•
Cra8
a
Value
Strategy
•
Define
a
Common
Currency
•
Define
a
Governance
Framework
(drivers,
value/cost
ra1o)
•
Clear
Responsibility
for
Value
Decisions
•
Make
Value
Visible
•
Heighten
Focus
on
Quality
•
Kaizen

12. Ecocentric
Strategies
–
Speed
to
Value
In
defining
Value
we
must
be
able
to
predict
and
Value
measure
it
by
using
highly
effec1ve
visualiza1on
tools,
innova1ve
thinking,
and
highly
effec1ve
quan1ta1ve
analysis

13. Ecocentric
Strategies
–
Speed
to
Value
Value
is
a
key
metric
at
porOolio
level
therefore
we
must
create
a
common
currency
for
which
we’ll
call
VALUE
POINTS
Financial
Business
Case
other
Business
drivers
•
Sales
•
Customer
Experience
•
Cost
of
Sales
•
Produc1vity
•
Customer
Contract
Expense
•
Cost
Avoidance
•
Marke1ng
Expense
•
Time
to
Market
•
O/H
Expense
•
Other?
•
Other?

14. Ecocentric
Strategies
–
Speed
to
Value
for
example
Financial
Business
Case
other Business drivers
5,500vp
= 3,500vp
+ 2000vp
marketing expense • Customer Experience (500)
(reduction in cost) 3,500vp • time-to-market (1500)
Addi5onal
Value
Points
can
be
assigned
by
the
Por:olio
Steering
Commi=ee
in
support
of
urgency
be
it
regulatory
or
market-­‐driven

15. Ecocentric
Strategies
–
Speed
to
Value
How
do
we
sa1sfy
customer
value?
Value
Quality

16. Ecocentric
Strategies
–
Speed
to
Value
What
is
Quality?
the
elimina1on
of
waste
and
delivering
measurable
value
in
the
customer’s
value
currency

17. Ecocentric
Strategies
–
Speed
to
Value
Poor
quality
is
costly
So8ware
errors
cost
the
U.S.
economy
$59.6
Billion
Annually
in
rework
Source:
RTI
Interna5onal
In
the
UK,
EDS
developed
a
computer
system
the
Child
Support
Agency
that
resulted
in
over
£539
million
loss
due
to
so8ware
bugs.
Source:
theregister.co.uk

18. Ecocentric
Strategies
–
Speed
to
Value
Value
Innova1on
The
successful
introduc1on
of
a
new
thing
or
method
Innova5on
Quality
The
genera1on
of
something
new
and
valuable
from
other
exis1ng
things

19. Ecocentric
Strategies
–
Speed
to
Value
Value
Innova1on
Value
Innova1on
is
a
sustainable,
ac1onable
strategy
that
promotes
delivering
value
by
crea1ng
an
organiza1onal
culture
that
op1mizes
a
con1nuous,
sustainable,
rapid
flow
of
value.

20. Ecocentric
Strategies
–
Speed
to
Value
How
do
we
accomplish
value
innova1on?
Value
Imagineering
Lean
Agile
Kanban

21. Ecocentric
Strategies
–
Speed
to
Value
What
is
Value
Imagineering?
The
process
of
visioning,
engaging,
exploring,
crea1ng,
itera1ng,
and
learning
what
is
necessary
to
sa1sfy
the
customer
with
minimum
waste.

22. Ecocentric
Strategies
–
Speed
to
Value
Lean
Agile
References
and
improves
the
business
ecosystem
Focuses
on
Quality
Visualizes
the
en1re
process
Increases
interac1on
Focuses
on
delivering
Value

23. Ecocentric
Strategies
–
Speed
to
Value
Kanban
is
a
highly
effec1ve
and
proven
value
innova1on
tool
that
brings
together
the
best
of
Lean
and
Agile
plus
.
.
.

Promotes
Innova1on

Facilitates
cultural
and
process
change

Increases
customer
Value
delivery

Facilitates
policy
specificity

Provides
for
classes
of
service

24. Ecocentric
Strategies
–
Speed
to
Value
Speed
to
value
is
realized
by
your
organiza1on’s
commitment
to
quality,
innova1on
and
recogni1on
/
adherence
to
constraints
Value
Innova1on
Constraints
(the
Iron
Triangle)
Quality
The
lean-­‐agile
prism

25. Ecocentric
Strategies
–
Speed
to
Value
Case
Study
Doctors
Medical
Center,
San
Pablo,
California
USA

Dives1ture
from
Tenet
Health
to
County
Hospital

Strategic
decision
to
divest
June
2005

MUST
become
a
County
Hospital
October
1,
2005

Engaged
June
20,
2005

26. Ecocentric
Strategies
–
Speed
to
Value
Case
Study
Doctors
Medical
Center,
San
Pablo,
California
USA
The
Challenge
 3
months
and
10
days
from
ZERO
to
DONE
 All
employees
(1000+)
to
be
hired
and
paid
as
new
employees
of
County
Hospital,
a
highly
unionized
workforce
 Opera1onal
–
Implement
new
HCM,
Payroll,
and
Time
and
Alendance
systems
(process
and
technology)
 Highly
restricted
use
of
Tenet
employees
(current
employee
force)
 County
Hospital
Team
non-­‐existent
 No
so8ware
selected

27. Ecocentric
Strategies
–
Speed
to
Value
Case
Study
Doctors
Medical
Center,
San
Pablo,
California
USA
CRITICAL
SUCCESS
FACTORS

Leadership
Support
(financial
and
opera1onal)

Lean
Agile
Framework

28. Ecocentric
Strategies
–
Speed
to
Value
Case
Study
Doctors
Medical
Center,
San
Pablo,
California
USA

29. Ecocentric
Strategies
–
Speed
to
Value
Case
Study
Doctors
Medical
Center,
San
Pablo,
California
USA
September
30,
2005
D
O
N
E
ZERO
DEFECTS
Fastest
and
highest
quality
implementa1on
of
HCM,
Payroll,
and
Time
and
Alendance
to
date

30. Ecocentric
Strategies
–
Speed
to
Value
I
want
you
to
think
about
some
facts
I
presented
earlier
Less
than
65%
of
features
implemented
deliver
planned
value
That
which
is
not
value
is
waste
If
we
could
deliver
sufficient
value
by
doing
35%
of
the
work
.
.
.

31. Ecocentric
Strategies
–
Speed
to
Value
Think
of
the
possibili5es

32. Ecocentric
Strategies
–
Speed
to
Value
Bill Dominguez, PMP, CSM, CLA
Founder, Ecocentric Strategies
VP, PMI San Francisco
bill@ecocentricstrategies.com

33. 
Muchas
Gracias

34. !Rifa!
• Software Guru:
o revistas
• Shojiki Solutions:
o Una sesión de coucheo gratis con Masa K Maeda
o Memoria USB

35. Gracias por su asistencia
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