2 nd Class -Business Cases – Value Proposition -Agile vs. Waterfall Development Process Bus100: Building Software Products: From Strategy to Sales John Gibbon

Hal Louchheim

Your Value Proposition For Target Customer Who Problem / Pain ( “must have” not “nice to have”) The Product Name / Product Category That Solution / Key Problem Solving Capability Unlike Competitors / Alternatives Our Product Key Differentiators / Product Features

Success Metrics -Revenue -Market Share -New Users -Increase Usage -Increased Customer Satisfaction: NPS -Other?

Market and Competitive Analysis -Clients -Industry Experts -Internet Employ Porter’s Forces, Blue Ocean, Other Frameworks

Your Value Proposition For Target Customer Who Problem / Pain ( “must have” not “nice to have”) The Product Name / Product Category That Solution / Key Problem Solving Capability Unlike Competitors / Alternatives Our Product Key Differentiators / Product Features

Impediments to Sustaining Value Customers or their needs changeCompetition catches up or “leapfrogs”New entrants into the spaceMarket “saturation”Market environment changesCompany performance issues

Sustaining Value Ideas Build true marketing capability, not just a single productFocus on customers, not solely profits Strengthen the relationship through full communication and branding Preserve the core; stimulate progress: seek both increment improvements AND breakthrough advances Culture counts: Values, Vision, BHAG, Clock Builders Stay with one’s core strengths; but go for total quality in every aspect Using “Built to Last” concepts

Agile vs. Waterfall Development Process Bus100: Building Software Products: From Strategy to Sales John Gibbon

Manifesto for Agile Software Development 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. AgileManifesto.org (2001)

(Usually) Agile Methodology Iterative and Incremental Development 1.Short, Iterative Cycles (2-5 weeks) with Demonstrable Deliverables 1.Plan, Requirements Analysis, Design, Code, Test, Document 2.At End, Should Have Releasable Software 3.Re-evaluate Priorities at End of Each Iteration 1.Stories or Use-Case Based Development 2.Time Driven, Not Feature Driven Development -Burn Down and Backlogs 3.Scrums – daily face-to-face meetings -Pigs and Chickens 4.Test Driven Development

Posted in Scrum Meeting Room What Report During Scrum? Project Principles Accomplishments since last ScrumAccomplishments since last Scrum Accomplishments before next ScrumAccomplishments before next Scrum Future roadblocks and risksFuture roadblocks and risks Decided/learned anything new should share with teamDecided/learned anything new should share with team Discussion outside Scrum required?Discussion outside Scrum required? Changes required in task schedule?Changes required in task schedule? Customer FocusedCustomer Focused Continuous ImprovementContinuous Improvement Best Practices Based on Agile/ScrumBest Practices Based on Agile/Scrum Time boxed, “Sprints”, simplicity, communication, support/empower team and individualTime boxed, “Sprints”, simplicity, communication, support/empower team and individual Agile Manifesto: -Individuals and interactions over processes and tools -Working software over comprehensive documentationAgile Manifesto: -Individuals and interactions over processes and tools -Working software over comprehensive documentation

DesignDevelopTestDefine WhyDefineDesignDevelopTestRelease Why Waterfall Agile

Agile versus Waterfall Waterfall / Traditional Agile / Recent Document, Feature, and Process DrivenDocument, Feature, and Process Driven Familiar and UnderstandableFamiliar and Understandable Scalable: Distributed Teams & Junior MembersScalable: Distributed Teams & Junior Members Long Term Goals DefinedLong Term Goals Defined No Throw Away CodeNo Throw Away Code Better Suited for Mission Critical DeliverablesBetter Suited for Mission Critical Deliverables Less Death MarchesLess Death Marches Demonstrable Intermediate Milestones; More Predictable ReleasesDemonstrable Intermediate Milestones; More Predictable Releases Integration Testing Built-inIntegration Testing Built-in Flexible (Agile) During DevelopmentFlexible (Agile) During Development More RealisticMore Realistic Requires Trust, Negotiations, & CooperationRequires Trust, Negotiations, & Cooperation