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Agile Thinking By Clarke Ching. Quiz: Count the Fs Finished files are the result of years of scientific study combined with the experience of years ….

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Presentation on theme: "Agile Thinking By Clarke Ching. Quiz: Count the Fs Finished files are the result of years of scientific study combined with the experience of years …."— Presentation transcript:

1 Agile Thinking By Clarke Ching

2 Quiz: Count the Fs Finished files are the result of years of scientific study combined with the experience of years ….

3 Quiz: Count the Fs Finished files are the result of years of scientific study combined with the experience of years …. Answer = 3

4 Quiz: Count the Fs Finished files are the result of years of scientific study combined with the experience of years …. Answer = 6

5 Quiz: Count the Fs` Finished files are the result of years of scientific study combined with the experience of years …. Answer = 1 Sorry - I meant uppercase Fs

6 Agile Thinking Tip Sometimes it is hard to get even the simplest things right. So work in a way that assumes we can’t always get things right. (e.g. if you have decades of experience showing that > 70% requirements change during the execution of projects … then … work in a way that makes it easy to change them)

7 Agile Thinking By Clarke Ching James Watt Abe LincolnAmancio Ortega Gaona

8 James Watt

9

10

11 His greatest invention?

12 An offer you can’t refuse …

13

14

15 Horse Power =

16 = = 6 HP Which currently costs you £900 p.a. I’ll charge you £300 p.a, saving you £600 p.a. If you sign up for 20 years.

17 Watt = 22 nd 1 100

18 Agile Thinking Tip Figure out how to get what you want, by getting others what they want. (Hint: They often want money).

19 Quiz – More staff for free? More money? What happens if you finish every project 25% sooner? Before: AAAABBBBCCCC After: AAABBBCCCDDD You gain 33% more staff, for free. (Which is worth Wage-Bill * 33%) You can do 33% more work, for free. But do you have 33% more work to do?

20 What if you “sold” or “used” only half that 33% increase? Fixed Costs £1,000,000 Revenue per project £400,000 Before: 3 projects £1,200,000 Profit: £200,000 But now you can do 4 projects! But you can only sell a small one, bringing in revenue of £200,000. Your revenue goes up to £1,400,000 Your profit £400,000 Your profit has doubled! You are a hero!

21 Quiz – Even earlier? If you could finish every project 25% sooner? And every project previously took 4 months. Then how much sooner does the 3 rd project finish? 3 months: Before: AAAABBBBCCCC After: AAABBBCCCDDD –It not only finishes 1 month earlier; –it starts 2 months earlier.

22 Quiz – Even earlier If each of those projects returned £150,000 per month, once live… How much more money have you made when you start D? 3 months: Before: AAAABBBBCCCC After: AAABBBCCCDDD £450K = £150K from A and £300K from B

23 Agile Thinking Tip Judge all decisions (even technical ones) according to the cost (in terms of costs and revenue ) of delay.

24 What should we do…? £££££££££££££££££££££££££££££££££££££££££££££££ Cash Flow: ££££££££££££££££££££££££ P1 P2 P3 P1 P2 P3 Project execution Options Y Project execution Options X

25 What we should do… A x1 B Resources: P1 CDEFGHIJ P2 P3 ABCDEFGHIJ ABCDEFGHIJ 20 weeks 28 weeks 36 weeks £££££££££££££££££££££££££££££££££££££££££££££££ Cash Flow:

26 What we do do… A x1 B Resources: P1 CDEFGHIJ P2 P3 ABCDEFGHIJ ABCDEFGHIJ 48 weeks 50 weeks 52 weeks ££££££££££££££££££££££££ Cash Flow:

27 Agile Thinking Tip Focus on Finishing more projects, not Starting more projects. Hint: Don’t dilute your effort and delay your cash-flow.

28 Agile Thinking By Clarke Ching James Watt Abe LincolnAmancio Ortega Gaona

29 Agile Thinking By Clarke Ching Abe Lincoln Victim, not Hero.

30 1.This evening at about 9:30 p.m. at Ford's Theatre, the President, while sitting in his private box with Mrs. Lincoln, Mrs. Harris and Major Rathburn, was shot by an assassin, who suddenly entered the box and approached behind the President. 2.The assassin then leaped upon the stage, brandishing a large dagger or knife, and made his escape in the rear of the theatre. 3.The pistol ball entered the back of the President's head and penetrated nearly through the head. The wound is mortal. 4.The President has been insensible ever since it was inflicted, and is now dying. 5.About the same hour an assassin, whether the same or not, entered Mr. Seward’s apartment and under pretense of having a prescription was shown to the Secretary’s sick chamber. The assassin immediately rushed to the bed and inflicted two or three stabs on the chest and two on the face. It is hoped the wounds may not be mortal. My apprehension is that they will prove fatal. 6.The nurse alarmed Mr. Frederick Seward, who was in an adjoining room, and he hastened to the door of his father’s room, when he met the assassin, who inflicted upon him one or more dangerous wounds. The recovery of Frederick Seward is doubtful. 7.It is not probable that the President will live through the night. 8.General Grant and his wife were advertised to be at the theatre... – New York Herald, April 15, 1865New York HeraldApril 151865

31 “Inverted Pyramid” (Invented 19 th Century) NHS chaos exposed by new e-mails Lead:A COMPUTER project costing £6.2 billion that is central to Tony Blair’s National Health Service reforms is in “grave” danger of being “derailed”, leaked Whitehall e-mails reveal. 1.The warning has been issued by Richard Granger, the £250,000-a-year civil servant in charge of what has been billed as the world’s biggest civil information technology project. 2.The scheme is central to the government’s plans to give patients wider choice by allowing GPs to book hospital appointments online with consultants throughout the country. 3.The problems have already caused a year-long delay in the booking system and now threaten to add millions to the cost of the project. 4.To date the system has made only about 20,000 appointments for patients. It was supposed to have made 250,000 by December 2004. 5.When it is fully operational the system is meant to be capable of making up to 9.5m first hospital appointments a year. 6.In the e-mail exchanges in September, Granger blames a senior civil servant in the Department of Health for the fiasco, criticising her repeated last-minute changes and failure to heed his advice. 7.… Jonathon Carr-Brown, The Sunday Times, November 13, 2005 http://www.timesonline.co.uk/article/0,,2087-1869851,00.htmlhttp://www.timesonline.co.uk/article/0,,2087-1869851,00.html Editors scissors Cut according to space constraints Time priority

32 Six principles of Agile Development 32 Promised Shipping Date RELEASE All features time Working Software = Potentially shippable 2: Deliver chunks of high-value, well engineered, Working software often 4: The Customer can add, delete or reprioritise features at any time. i.e. this is how we “embrace change” 1: Customer lists known requirements (to a high level), then prioritises them (£££). prioritised 3: The Customer can release the software at any time they want. ££££££££££££££ learn from the market 5: We protect schedule commitments, despite change Backlog 6. We can review the project and the value it delivers at the end of each increment

33 “Inverted Pyramid” (Invented 19 th Century) NHS chaos exposed by new e-mails Lead:A COMPUTER project costing £6.2 billion that is central to Tony Blair’s National Health Service reforms is in “grave” danger of being “derailed”, leaked Whitehall e-mails reveal. 1.The warning has been issued by Richard Granger, the £250,000-a-year civil servant in charge of what has been billed as the world’s biggest civil information technology project. 2.The scheme is central to the government’s plans to give patients wider choice by allowing GPs to book hospital appointments online with consultants throughout the country. 3.The problems have already caused a year-long delay in the booking system and now threaten to add millions to the cost of the project. 4.To date the system has made only about 20,000 appointments for patients. It was supposed to have made 250,000 by December 2004. 5.When it is fully operational the system is meant to be capable of making up to 9.5m first hospital appointments a year. 6.In the e-mail exchanges in September, Granger blames a senior civil servant in the Department of Health for the fiasco, criticising her repeated last-minute changes and failure to heed his advice. 7.… Jonathon Carr-Brown, The Sunday Times, November 13, 2005 http://www.timesonline.co.uk/article/0,,2087-1869851,00.htmlhttp://www.timesonline.co.uk/article/0,,2087-1869851,00.html Editors scissors Cut according to space constraints Time priority

34 Agile Thinking Tip Agile software projects make a different offer/promise. Not: Fixed Scope, Fixed Duration, Fixed price, highly- variable success. But: Variable Scope, Fixed Duration, Fixed price, higher likelihood of success.

35 Agile Thinking Tip Don’t Bury the Lead Focus on the benefits AND the features; the ½ inch hole AND the drill; the what AND the how; the forest AND the trees; BONUS

36 Agile Thinking By Clarke Ching James Watt Abe LincolnAmancio Ortega Gaona

37 Agile Thinking By Clarke Ching Amancio Ortega Gaona The worlds 10 th Wealthiest Man; Spain’s richest man. Founder of Zara chain of “fast fashion” shops. Very, very simple manufacturing & distribution systems. Very responsive. Where his competitors take months to deliver a new range of fashion clothing; Zara takes weeks.

38 Rapid Fulfilment Most retailers Manufacture overseas, lowest- cost, with long delivery lead- times (many months) Manufacture to long-range forecast Low margins, missed sales. –Sell out of popular product –Sell unpopular stuff at huge discounts (or dump) Lower profits Zara Manufacturer locally, fly the product to the US & Japan, very short lead-times (1-3 wks) Manufacture according to real demand (i.e. what’s popular? Make and sell more of that) High margins, higher sales. –Sell more of the popular product (at high prices) –Don’t manufacture the stuff people don’t want. Higher profits. plant shop plant shop £ £

39 Agile Thinking By Clarke Ching Amancio Ortega Gaona Rapid-fire Replenishment needs: careful prioritization (what do we manufacture next?) flexible & adaptive manufacturing processes. So does Rapid-fire SoftDev.

40 Prioritize-Deliver-Repeat 40 Promised Shipping Date All features time 2: Deliver chunks of high-value, well engineered, Working software often 4: The Customer can add, delete or reprioritise features at any time. i.e. this is how we “embrace change” 1: Customer lists known requirements (to a high level), then prioritises them (£££). prioritised 3: The Customer can release the software at any time they want. Backlog

41 Agile Thinking Tip Remember: Prioritize Deliver Repeat (The delivery/engineering part is the easy bit.)

42 Final Example Before New Kanban system Better engineering! Loads of work. Barely profitable and … … why won’t customers engage? After Proper Business oriented prioritization Moving 1 item to the top of the list changed everything. Huge increase in profits. More interesting work for Developers; better equipment; more respect. :( PRIORITISATION :)

43 Agile Thinking Tip At the end of the day: It’s all about: Flow

44 Agile Thinking Tip At the end of the day: It’s all about: And making IT the heroes.


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