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Agile Edge – London,[object Object],2 March 2010,[object Object],Innovation, Responsiveness, & DisciplineAgile Methods in Web-Business,[object Object],Al Goerner,[object Object],Chief Agile Strategist,[object Object]
Bottom Line… the last time,[object Object],AnAgile teamin a non-agile,[object Object],environment,[object Object],		will not 	long survive.,[object Object],Development Agility 	& Business Agility 	go Hand-in-Hand.,[object Object],2,[object Object]
Top Line… this time,[object Object],AnEnterprise that doesn’t embrace,[object Object],Agile-Lean,[object Object],		Thinking,[object Object],		will not 	long thrive.,[object Object],Business Agility & 	Opportunity Agility 	go Hand-in-Hand.,[object Object],3,[object Object]
What’s the Hurry?,[object Object],Half-Life of a Requirements Set,[object Object],1980 – 8-12 years,[object Object],2000 – 2-3 years,[object Object],2010 – 6-18 months,[object Object],Need to Respond to Change,[object Object],4t – 6t,[object Object],t,[object Object],How many of your requirements are obsolete before you even complete the project?,[object Object],How many new requirements do you discoveras you are executing the project?,[object Object],4,[object Object]
“We have met the Enemy and He is Us.”,[object Object],In 1971, Walt Kelly (cartoonist-author of Pogo) gave us this famous quote in honor of the first Earth Day.,[object Object],It is oddly appropriate to Business at the turn of the 21st century.,[object Object],5,[object Object]
Portrait of a Dysfunctional Family?,[object Object],Nearly all aspects of a Modern Business are intimately connected to electronic media & means.,[object Object],Yet, we don’t communicate with each other well.  We often don’t share …,[object Object],Working vocabularies.,[object Object],Goals.,[object Object],Values.,[object Object],Timeframes.,[object Object],Planning methods.,[object Object],Trust.,[object Object],Who is the Ugly Other?  We are.,[object Object],6,[object Object]
A Question of Cultures & Concerns,[object Object],Executive Management,[object Object],Shareholder Value,[object Object],Middle Management,[object Object],Resource Utilization,[object Object],Marketing,[object Object],Marketshare,[object Object],Sales,[object Object],Quarterly Sales Growth,[object Object],Governance,[object Object],Global Risk Management,[object Object],Graphic Design,[object Object],Compelling Imagery,[object Object],UX Design,[object Object],Ease-of-Use,[object Object],Software Engineering,[object Object],Function & Maintainability,[object Object],QC Engineering,[object Object],Quality,[object Object],Data Center Operation,[object Object],Reliability & Cost-of-Operation,[object Object],Elegance, n. the property of being gracefully concise and simple;,[object Object],the effective synergy of beauty and utility.,[object Object],7,[object Object]
Issues of Scale … Anywhere in the Enterprise,[object Object],8,[object Object],PreciserCoordination,[object Object],Concurrent Devlpmt.,[object Object],Version/Config. Mgmt.,[object Object],Product Integration,[object Object],WiderDiversity,[object Object],People & Cultures,[object Object],Disciplines & Skills,[object Object],Sites & Timezones,[object Object],CloserAlignment,[object Object],To Business/Market,[object Object],To Strategic Plan,[object Object],LargerComplexity,[object Object],Architecture,[object Object],Configurations,[object Object],3rd-party Software,[object Object],Stds Conformance,[object Object],QuickerResponsiveness,[object Object],Half-Life of Reqmts.,[object Object],Time-to-Market,[object Object],BroaderRisk Profile,[object Object],Regulatory Compliance,[object Object],Security,[object Object],Reliability,[object Object],Product,[object Object],People,[object Object],Process,[object Object],ImprovedAccountability,[object Object],Satisfaction-of-Need & Maturity,[object Object],Timeliness & Health,[object Object],Quality & Fitness-for-Release,[object Object],Efficiency & Productivity,[object Object]
What is E-Business, any way?,[object Object],“Electronic business … may be defined as the utilization of information and communication technologies (ICT) in support of all the activities of business.” 	– Wikipedia,[object Object],“e-business” is a term created by IBM marketing, according to Louis Gerstner in his 1996 book Who says Elephants can’t Dance?.,[object Object],Web-Business simply limits the focus to interactive services via Web technology.,[object Object],Portal,[object Object],Transaction,[object Object],B2C (i.e., e-Commerce),[object Object],B2B,[object Object],B2G,[object Object],B2E,[object Object],Portal,,[object Object],Transaction,,[object Object],Web Service,[object Object],What is the rate-of-change in these relationships?,[object Object],9,[object Object]
The Challenge of Web-Business- Searching for an Elegant Solution,[object Object],How do we get these 3 parties to talk?,[object Object],Shared Vocabulary & Values,[object Object],How do we get these 3 parties to coordinate & collaborate?,[object Object],Shared Process & Planning Methods,[object Object],How do we get the process to flow?,[object Object],Shared Units-of-Work,[object Object],& Work-Streams,[object Object],10,[object Object]
Effective Solutions are always and only the Result of Active Collaboration among the parties of a Value Streamthat begins and ends with the Customer.,[object Object],The effectiveness of a solution and the efficiency of its development & deployment ,[object Object],are directly related to how closely and directly these parties communicate and collaborate.  Reducing communication and stepping away from collaboration ,[object Object],always produces an inferior solution.,[object Object],Virtue of Feedback:,[object Object],Feedback is Essential to Understanding.,[object Object],Where there is no Feedback, ,[object Object],there is no Understanding.,[object Object],─ 50 Tenets of the Valtech Way,[object Object],Virtue of Dialog:,[object Object],Regular conversational dialog ,[object Object],about a tangible artifact ,[object Object],is the most effective kind of feedback cycle.,[object Object],─ 50 Tenets of the Valtech Way,[object Object],Virtue of Collaboration:,[object Object],Even Better than Talking-together is Working-together, ,[object Object],where we share Goals and produce Results jointly.,[object Object],─ 50 Tenets of the Valtech Way,[object Object],Client-Centric:,[object Object],Always seek to improve the client experience.,[object Object],─ 50 Tenets of the Valtech Way,[object Object],Agile-Lean Manifesto (2nd-Gen) (1/4),[object Object],11,[object Object]
Agile-Lean Manifesto (2nd-Gen) (2/4),[object Object],A Working Solution is the objective of any project, not its Documentation.,[object Object],Documentation may have value to manage certain kinds of risks, but it does not, in itself, solve the problem addressed by the project.  Documentation is, ultimately, not the primary Deliverable of the project.,[object Object],12,[object Object],Dialog with Validation:,[object Object],The most efficient and effective method of ,[object Object],conveying information to, and within, a development team is in face-to-face dialog, ,[object Object],where critical aspects of the conversation are thereafter restated and confirmed in another media.,[object Object],─ 50 Tenets of the Valtech Way,[object Object],Analysis, not Contract-Drafting:,[object Object],Prefer Exploration over Specification.,[object Object],Our job in analysis is not to write binding contracts.  ,[object Object],Such contracts are a legacy of distrust.It is, instead, to manage the key analysis risks:  (1) How much work are we not aware of?,[object Object],(2) What do we not understand about the problem domain and the needed solution?,[object Object],(3) How good is good-enough?,[object Object],─ 50 Tenets of the Valtech Way,[object Object],Evolving Requirements:,[object Object],Produce Nothing which is Not Consumed ,[object Object],by Someone making a Decision.,[object Object],─ 50 Tenets of the Valtech Way,[object Object]
Agile-Lean Manifesto (2nd-Gen) (3/4),[object Object],Work Process is essentially about Effective Cooperative Work and Risk Management.,[object Object],Work together, enforcing just enough process to coordinate your efforts and manage your project’s risks – and no more.,[object Object],A process that inhibits cooperation and introduces risk is a bad process.,[object Object],13,[object Object],Paraphrasing Eisenhower:,[object Object],The Plan is Worthless, ,[object Object],but the Planning is Priceless.,[object Object],We engage in (continuous) Agile Planning,,[object Object],But we don’t have a (fixed) Plan.,[object Object],─ 50 Tenets of the Valtech Way,[object Object],Results breed Trust:,[object Object],Seeing a Process work and deliver Value, even if just a little at a time, ,[object Object],is the surest way of building Trust.,[object Object],─ 50 Tenets of the Valtech Way,[object Object],Lean – Decision-making:,[object Object],Make Decisions at the Last Responsible Moment, ,[object Object],such that the decision closes depreciated real options ,[object Object],and opens higher-valued ones.  ,[object Object],Implement these Decisions Quickly.,[object Object],─ 50 Tenets of the Valtech Way,[object Object],Necessity & Sufficiency:,[object Object],We always do what is Necessary to Mitigate Risk,,[object Object],But We only do what is Sufficient to Mitigate Risk.,[object Object],─ 50 Tenets of the Valtech Way,[object Object]
Agile-Lean Manifesto (2nd-Gen) (4/4),[object Object],Change is a force of Nature.,[object Object],Change can, and should, be Managed.  ,[object Object],It cannot be Controlled.,[object Object],Lest we deliver yesterday’s solution to tomorrow’s problem,,[object Object],we must allow Change to occur, adapting our projects to Change,,[object Object],rather than trying to ban Change from our projects.,[object Object],14,[object Object],Lean – Strive for Excellence:,[object Object],At regular intervals, a team should reflect on how it can become more effective, and then it should adjust and tune its behavior accordingly.,[object Object],Continuous process improvement is an Agile-Lean value.,[object Object],─ 50 Tenets of the Valtech Way,[object Object],Pacing the Market:,[object Object],Our solution development process ,[object Object],must match the pace of the Market,,[object Object],because surely the Market will not slow down to match the pace of our process.,[object Object],─ 50 Tenets of the Valtech Way,[object Object],Evolving Requirements:,[object Object],The only thing that you guarantee ,[object Object],when you freeze requirements ,[object Object],is that you will deliver the wrong thing.,[object Object],─ 50 Tenets of the Valtech Way,[object Object]
Agile-Lean Ecosystem,[object Object],15,[object Object],Different Techniques;,[object Object],Same Process Framework.,[object Object]
Coordinating Workstreams,[object Object],The only really unique aspect of multidisciplinary Agile-Lean process is …,[object Object],Synchronization Stories & Synchronization Sprints,[object Object],Synchronize Schedules,[object Object],Exchange of Information and Artifacts,[object Object],Integration Builds,[object Object],Joint Testing,[object Object],Working as a Single Team from a Common Backlog is preferable,[object Object],provided that the Natural Rhythms of the two disciplines are identical.,[object Object],16,[object Object]
Thank you for attending!,[object Object],Questions???,[object Object],17,[object Object]

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Agile E Business Valtech Agile Edge London March 2010 Al Goerner

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Notas do Editor

  1. Don’t Call Us. We’ll Call You … if We are Desperate and need a Scapegoat.
  2. What do I Do? My Job is to produce Documentation … Painstakingly Thorough Documentation which No one Ever Reads.
  3. Things didn’t do quite smoothly last time. So, let’s add a couple more reviews, get 3 more people to sign off on it, and institute a formal hand-off to those people over there who are causing all the trouble.
  4. After we get this thing signed off, we’re gonna freeze it. … Then, you’ll take what we give you and like it.