SELLING AGILE VESA WUNDER.UK BUSINESS AND STRATEGY TRACK

Transcription

1 SELLING AGILE VESA WUNDER.UK BUSINESS AND STRATEGY TRACK

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3 Vendor? Customer? In-house team? New to agile? Some agile? 100% agile?

4 Questions, feedback on Twitter

5 The Story 1. Everybody wants agile, why is it so difficult to sell? 2. Don t sell agile, sell the benefits 3. What if

6 How should vendors sell agile? Perttu Tolvanen Web & CMS Expert, Partner North Patrol Professional CMS vendor evaluator

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8 Everybody Wants Agile Why Is It So Difficult To Sell?

9 Agile is simple, but it s not easy Photo Credit: ReillyButler

10 Photo Credit: Kalexanderson Everybody loves agile

11 Agile is NOT about Implementation or magic Software Sprints Pure T&M

12 Sounds great! But

13 Fake agile!

14 Trust Distributed in-house Knowledge management In-house team Traditional agile Communication Challenges Vendor offshoring Vendor co-location Procurement

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16 Don t Sell Agile Sell The Benefits

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19 Case 1: Fixed scope Sure you can do agile, as long as you deliver the entire scope defined in the RFP within budget and on schedule.

20 Fixed Scope Vs Agile Project focus Scope Risk Fixed bid Check requirement boxes with minimum effort Fixed, expensive changes Hidden, trying to move it to the vendor Agile Maximising business results and total cost of ownership Flexible, improved during a project Transparent, parties share the risk

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23 Create more value Manage the risk Lower TCO

24 Case 2: No product owner We ll deliver the documentation and visual mock-ups to you and will be on holidays while you ll implement them.

25 Customer Business competence Wunder Project competence Wunder Digital competence One Team Model

26 Traditional (predictive) Plan the whole project beforehand. Scrum (empirical) Plan a little for the whole project and little in every sprint. Just In Time Planning

27 Lower risk Better quality Saving money

28 Case 3: Delayed feedback We ll do user acceptance testing before a big bang launch, at that point a list of defects will be provided.

29 Feedback Too much Optimal Time Feedback Too little

30 Three number lottery Cost Time

31 Real options Faster learning Cost effective

32 Case 4: Design first Our marketing has to approve all the visuals of the product before it gets built.

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34 Feature Detai l

35 80% of results are often achieved with 20% of effort. By regular prioritisation you will achieve the important goals faster. Value to Customer (%) Time and Cost (%) The Pareto Principle

36 Write a story Add a Definition of Done Story DoD Project DoD UX Business Technology Quick prototype Consider alternatives Business decision: C Option A Option B Option C Implement & Test: Option C Iterate&if required Story done Review Prototype Driven Development

37 Improved product Much lower risk New ideas

38 Case 5: Unfair relationship We expect you to carry the entire project risk, our contracts are designed for transferring the risk

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40 Win-Lose Relationships

41 Pricing Models Target Price Contract Maximum Price Scenario A: Ahead of Target Real Life 20% Bonus Scenario B: Over Maximum Budget 40% Penalty

42 T5 Contract Model

43 Sustainable relationships Better risk management Better quality of life

44 What do you ask when looking for an agile vendor? James Kutz Director, Product Implementations NBCUniversal, Inc Agile advocate

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46 What do you ask when looking for an agile vendor? Perttu Tolvanen Web & CMS Expert, Partner North Patrol Professional CMS vendor evaluator

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49 What if a customer still requires fixed everything

50 Don t cave in Solution Effort Outcome Decline the RFP Low Business ok, nothing learned Decline, explain why Medium Costs a bit, customer may learn something Offer fixed scope, hope for the best High Cost overruns, angry customers, unhappy employees

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54 WHAT DID YOU THINK? EVALUATE THIS SESSION - LOSANGELES2015.DRUPAL.ORG/SCHEDULE THANK YOU!