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Managing Products with Agility / Business Strategy - Coggle Diagram
Managing Products with Agility / Business Strategy
A better way than staggered iterations for delivery
Staggered iterations lead to more technical debt and lower quality software
If you need to validate something outside of the Sprint; User Acceptance, Security audit, regulatory aproval; Then you need to make sure that all of the work required to pass that outside validation is doing inside of the Sprint, with no further work required from the development team
The solutions to staggered iterations for delivery
Cross-functional teams
minimise the dependency
We need to have everyone on the Development Team that is required to turn the Backlog Item into working software
If you were a property developer you would have access to joiners, plumbers, plasterers and electricians
Asynchronous development
Ideally you want all of the disciplines that you need to complete each backlog item to work together to deliver the software.
Test first
Creating tests from acceptance criteria will make sure that your team is working on and understands the next most relevant thing to be worked on and that you have built what the customer wants
Working software each iteration
If you don’t create working software at the end of each iteration you have no way of knowing what really needs to be done to create a working increment
Quality Assurance requires no testing
In the age of agility giving you a competitive advantage in whatever marketplace you are in, any manual work is a risk.
Business Agility
Agility is the ability of an organization to adapt to new conditions and to change its direction
Another example is that users opt for simple and focused products / services instead of multi-functional ones
companies need to be customer-oriented, rather than investor-oriented
Why? This is because companies that employ a pyramid like organization have a structure where the power is concentrated at the top, but value is attempted to be created at the lowest ranks of the pyramid, and thus speed and creativity are crippled due to the number of levels and procedures
customer-oriented team-based organization that creates value end to end
https://scrumorg-website-prod.s3.amazonaws.com/drupal/inline-images/eng_acm_traditional_vs_agile.jpg
learning and improving organization by creating and testing ideas.
https://scrumorg-website-prod.s3.amazonaws.com/drupal/inline-images/agile_organization_characteristics.png
The Key Drivers of Empiricism
Competitive Threat
expresses the degree to which the product is challenged by competitors
Low
High market share
Few competitive alternatives
Hight
Low market share
Many competitive alternatives
Willingness to Experiment
expresses the degree to which the organization is comfortable with planning uncertainty.
Low
Increasing plan detail when uncertainty increases
Adding more milestones and reviews when uncertainty increases
Deviations from plan are regarded as negative outcomes
Hight
Forming hypotheses and running experiment to test assumptions when uncertainty increases
Planning in small increments, measuring, then inspecting and adapting to revise plans
Deviations from plans are regarded as simply new information
Solution Uncertainty
expresses the degree to which the organization believes that they are certain about what the market or customers need.
Low
Planning approach in which change requests are regarded as negative outcomes
Little actual customer usage data available
Release plans largely track to product roadmaps
Detailed product roadmaps extended several releases into the future
High
Running frequent focus groups to assess customer needs and reactions to alternatives
Instrumenting applications to obtain actual usage information
Running A/B tests to test or validate product ideas
Lack of long-term product roadmaps, or having product roadmaps that change over time
Decision Decentralization
degree to which decision-making authority is dispersed in the organization, in which certain specified decisions can be made by individuals or teams without having to seek approval from managers.
Low
All spending decisions must go through a manager with appropriate budgetary authority
All hiring and firing decisions are made by a manager
All product decisions are made by management
Hight
Allowing teams to be responsible for a budget they can spend however they see fit to help them deliver on their goals
Allowing teams to make hire/fire decisions without seeking manager approval
Allowing teams (including Product Owner) to make product decisions
Market Growth Potential
degree to which the product has growth potential in its market, or the degree to which it can significantly grow revenues
Low
The product is in a market that is contracting
The product’s market share is shrinking
Hight
The product is in a market that is rapidly expanding
Dominant competitors are weak and losing market share
It is possible to increase product revenues by growing absolute numbers of customers or by growing market share
Interpreting the Results
Low Competitive Threat or Market Growth Potential
maybe the organization should focus on products that have a greater need
High Competitive Threat or Market Growth Potential
empiricism could help
Low Solution Uncertainty
The organization may believe that it knows what customers want, but if it’s not measuring customer experience it really doesn’t know
Low Willingness to Experiment
making mistakes in a “high fear” environment
Low Decision Decentralization
reflects a lack of trust between managers and team members
Two Metaphors For Enterprise Agile Change
yet they often have Agile practices forced upon them
Organizations who don’t understand why they want to become Agile
didn’t really want to be on the journey
telling management what they think they want to hear rather than really embracing Agile principles.
Agile transformations can't be planned
Becoming an Agile organization requires a cultural phase change
When the beliefs of these people support experimentation and learning, they are open to trying new things and working in a new way
These product teams are capable of making the changes
When their beliefs are not supportive of the change; forcing them to change is ineffective
This is a long path, however, and if you are trying to change the organization, you are probably better off finding some other product team that is ready for the change than investing time in changing the beliefs of people who are not yet, and may never be, ready
Agile organizational change is opportunistic
Helping parts of the organization that are ready to change, and that need to change to be successful
But other parts of the organization are nowhere near the critical phase transition
