Performed at the LeanStartup meetup in Dublin

1. @agilesensei
After reading this,
introduce yourself
to a person you
don’t know yet.
Tell this person
why you are here
and what you hope
to learn.
written, illustrated and
performed by
Claudio Perrone

2. “
Pair Customer Development
with Agile Development
Customer development is useless unless the
product development organization can
iterate the product with speed and agility.
--- Steve Blank & Bob Dorf

3. If we keep acting like most entrepreneurs…

4. … Only 3 people in this room will Create
successful companies*
“(*) The only statistics you can
trust are those you falsified
yourself
--(often falsely attributed to) Winston Churchill

5. Most startups fail
will Yours?

6. “July 2009 was the wettest July
on record in Ireland”

7. “that month, a new life rocked my world…”

8. “that month, I left an exceptional company
I helped create from scratch”

9. “From the very beginning, I had embraced
Agile development to grow a
world-class software organization”

10. Agile
1 Software
Development

11. Until then, I was mostly familiar with
the traditional “waterfall” approach
Weeks

12. …which was fundamentally inadequate
in my domain
Fixed-Price/ New
Sequential
Fixed Scope opportunities/
process Release
Contracts + Change
(waterfall)
BDUF requests
- Stringent - Big handoffs - Late changes are - Late Releases,
contracts (transaction unwelcomed - poor quality
- Fixed scope costs) - Scope creep - poor staff morale
- Fixed date based - Last phases - Unbalanced demand - low customer
on early estimate compressed - -no time for process satisfaction
or cost of delay - lots of Work In improvement
⇒ All features are Process (WIP) - - quality suffers
equally - -Unknown
important, integration phase
⇒ Big cushion to length
contain risk - - poor progress
(contingency) visibility
⇒ All or nothing

13. A business strategy lesson confirmed
what I had realized
“build cheap, fail fast
(i.e. the faster you find your
flaws, the faster you move on to
what works)

14. How can
Agility
Help?

15. “What can we observe here?”

16. “can you spot any difference?”

17. “How do you see the world?”
from predictive...
...to adaptive

18. Manifesto
for
Agile
So2ware
Development
We
are
uncovering
be;er
ways
of
developing
so2ware
by
doing
it
and
helping
others
do
it.
Through
this
work
we
have
come
to
value:
Individuals
and
interacCons
over
processes
and
tools
Working
so2ware
over
comprehensive
documentaCon
Customer
collaboraCon
over
contract
negoCaCon
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
le2
more.
h;p://agilemanifesto.org/iso/it/

19. Under the umbrella of agile (values & principles),
THERE ARE several methodologies (implementations)
Crystal
Clear
Scrum
…
eXtreme
Programming
DSDM
Lean
Feature
Driven
So2ware
Development

20. I’ve embraced XP’s technical practices
since 2001
Whole
team
Coding
standard
Test-­‐Driven
Development
(TDD)
CollecCve
ownership
Customer
tests
Pair
programming
Refactoring
Planning
game
ConCnuous
integraCon
Simple
design
Sustainable
pace
Metaphor
Small
releases

21. I then integrated XP with Scrum, the most
popular agile framework to date

22. Compare for understanding, not judgment
More prescriptive More adaptive
RUP XP Scrum Kanban Do Whatever
(120+) (13) (9) (5) (0)
• Architecture
Reviewer
• Business
use
case
realizaCon
• Business
Designer
• Business
use-­‐case
model
• Business-­‐Model
Reviewer
• Business
vision
• Whole
team
• Scrum
Master
• Visualize
the
• Business-­‐Process
Analyst
• Change
request
• Coding
• Product
• Capsule
Designer
• ConfiguraCon
audit
findings
workflow
•
•
Change
Control
Manager
Code
Reviewer
•
•
ConfiguraCon
management
plan
Data
model
standard
Owner
•
•
ConfiguraCon
Manager
Course
Developer
•
•
Deployment
model
Deployment
plan
• TDD
• Team
• Limit
WIP
•
•
Database
Designer
Deployment
Manager
•
•
Design
guidelines
Design
model
• CollecCve
• Sprint
• Measure
and
• Design
Reviewer
• Development
case
• Designer
• Development-­‐organizaCon
assessment
ownership
planning
opCmize
flow
• Graphic
ArCst
• End-­‐user
support
mateirla
• Customer
meeCng
• Implementer
• Glossary
• Write
explict
•
•
Integrator
Process
Engineer
•
•
ImplementaCon
model
InstallaCon
arCfacts
tests
• Daily
Scrum
•
•
Project
Manager
Project
Reviewer
•
•
IntegraCon
build
plan
Issues
list
• Pair
• Sprint
review
policies
•
•
Requirements
Reviewer
Requirements
Specifier
•
•
IteraCon
assessment
IteraCon
plan
programming
• Product
• Improve
•
•
So2ware
Architect
Stakeholder
•
•
Manual
styleguide
Programming
guidelines
• Refactoring
backlogt
collaboraCvely
•
•
System
Administrator
System
Analyst
•
•
Quality
assurance
plan
Reference
architecture
• Planning
• Sprint
backlog
•
•
Technical
Writer
Test
Analyst
•
•
Release
notes
Requirements
a;ributes
game
• BUrndown
•
•
Test
Designer
Test
Manager
• Requirements
management
plan
• ConCnuous
chart
•
•
Tester
Tool
Specialist
•
•
Review
record
Risk
list
integraCon
• User-­‐Interface
Designer
• Risk
management
plan
• Architectural
analysis
• So2ware
architecture
• Simple
design
• Assess
Viability
of
architectural
proof-­‐
of-­‐concept
•
document
So2ware
development
• Sustainable
•
•
Capsule
design
Class
design
•
plan
So2ware
requirements
specificaCon
pace
• Construct
architectural
proof-­‐of-­‐
concept
•
•
Stakeholder
requests
Status
assessment
• Metaphor
•
•
Database
design
Describe
distribuCon
•
•
Supplementary
business
specificaCon
Supplementary
specificaCon
• Small
releases
• Describe
the
run-­‐Cme
architecture
• Target
organizaCon
assessment
• Design
test
packages
and
classes
• Test
automaCon
architecture
• Develop
design
guidelines
• Test
cases
• Develop
programming
guidelines
• Test
environment
configuraCon
• IdenCfy
design
elements
• Test
evaluaCon
summary
• IdenCfy
design
mechanisms
• Test
guidelines
• Incorporate
design
elements
• Test
ideas
list
• PrioriCze
use
cases
• Test
interface
specificaCon
• Review
the
architecture
• Test
plan
• Review
the
design
• Test
suite
• Structure
the
implementaCon
model
• Tool
guidelines
• Subsystem
design
• Training
materials
• Use-­‐case
analysis
• Use
case
model
• Use-­‐case
design
• Use
case
package
• Analysis
model
• Use-­‐case
modeling
guidelines
• Architectural
proof-­‐of-­‐concept
• Use-­‐case
realizaCon
•
•
Bill
of
materials
Business
architecture
document
•
•
Use-­‐case
storyboard
User-­‐interface
guidelines
Henrik Kniberg
• Business
case
• User-­‐interface
prototype
• Business
glossary
• Vision
• Business
modeling
guidelines
• Work
order
• Business
object
model
• Workload
analysis
model
• Business
rules
• Business
use
case
Henrik
Kniberg

23. iterative development enabled us to
continuously deliver value
Weeks

24. User stories were our “placeholders
for conversations”
Customer withdraws cash
As a customer,
I want to withdraw cash
from an ATM,
so that I don’t have to
wait in line at the bank.
Ref:
h;p://dannorth.net/introducing-­‐bdd

25. Every day, we held a quick standup
meeting to synchronize our efforts
To DO Doing Done Burndown
Family 1
Work Left
Days
Unplanned Next

26. Every 2 weeks, we demonstrated what
we built and held a team retrospective
Good Bad Next
Do more Do Less
Start Stop
Doing Doing
Keep
Doing

27. Product owners, scrum masters, teams
and management worked together to
create value & remove impediments

28. what can you expect from an agile team/
organization?
Visibility Adaptability
Business
Value Risk
Agile
Development Traditional
Development

29. We crafted opinionated software
“The best software
has a vision.
The best software
takes sides.
…
Decide what
your vision is and run with it.”
-- 37 signals

30. We won awards
and respect…

31. we could almost
touch the sky…

32. Almost

33. “July 2009 was the wettest July
on record in Ireland”

34. I’ll remember it
as the month
matteo was born

35. But it is also the month
I had to let go of a dream

36. …Like sand through my fingers

37. … so I became a Lean & Agile consultant!

38. On my first mission, a cio asked me a
question that haunts me to this day…

39. “If you were so smart,
why did you fail?”

40. Lean
2 Software
Development

41. I became increasingly intrigued by the rise
of Lean and its influence in the agile circles

42. There are 7 principles of lean thinking which
are most relevant to software development
Eliminate Waste
Build quality in
Create knowledge
Defer commitment
Deliver fast
Respect for people
Optimize the whole

43. Lean is heavily inspired by Toyota’s
breakthroughs in operational excellence

44. “ All we are doing is looking at the timeline from
the moment the customer gives us an order to
the point we can collect the cash.
And we are reducing that timeline by removing
the non-value-added wastes.
--- Taiichi Ohno, Founder of TPS

45. What do
You
know about
Kanban?

46. Kanban
Enables
Just-in-time

47. Kanban has 5 rules:
1. Visualize your workflow
2. Limit your “Work in process” (WIP)
3. Measure and optimize flow
4. Write Explicit policies
5. Improve collaboratively

48. Kanban starts
from wherever
your are already!
(Kanban + SDLC)

49. One
day
in
Kanban
land
(1/6)
Courtesy
of
Henrik
Kniberg
(www.crisp.se)
Ref:
h;p://is.gd/3gAIO

50. One
day
in
Kanban
land
(2/6)
Courtesy
of
Henrik
Kniberg
(www.crisp.se)
Ref:
h;p://is.gd/3gAIO

51. One
day
in
Kanban
land
(3/6)
Courtesy
of
Henrik
Kniberg
(www.crisp.se)
Ref:
h;p://is.gd/3gAIO

52. One
day
in
Kanban
land
(4/6)
Courtesy
of
Henrik
Kniberg
(www.crisp.se)
Ref:
h;p://is.gd/3gAIO

53. Have you noticed?
Explicit limits
enable a
collaborative
game

54. One
day
in
Kanban
land
(5/6)
Courtesy
of
Henrik
Kniberg
(www.crisp.se)
Ref:
h;p://is.gd/3gAIO

55. One
day
in
Kanban
land
(6/6)
Courtesy
of
Henrik
Kniberg
(www.crisp.se)
Ref:
h;p://is.gd/3gAIO

56. Kanban is a great enabler, but it represents
only the tip of the iceberg…

57. As a consequence, there are many possible
definitions of Lean, all somewhat limited
1. What Toyota does
2. Identifying and removing waste
3. A problem-identifying and problem-
solving system

58. During my extensive work on “a3 thinking”*,
a Toyota management process to systematically
solve problems, improve and mentor…
(*) I’m writing a book about it!

59. I discovered that a3 thinking = Lean thinking, a
vivid expression of the scientific method!

60. “Hence, I offer you my own definition”
“Lean is a business strategy
to make money*
THROUGH
the development of people
(*) replace with “create customer value” or “reach
results”, if you prefer

61. Using Lean and agile, I brought success to
many clients, from large enterprises to
fast-growing companies around Europe

62. But that old
question still
remained
unanswered…

63. … Until one day

64. 3 Lean Startup

65. … I entered a new world
Learn
idea Build
data
Product
Measure

66. Today I have opinions assumptions

67. … which I validate through experiments

68. … that force me to “get out of the building”

69. … iterate my solutions with low fidelity MVPs

70. … and Activate enthusiastic earlyvangelists with a
glimpse of a future that will come

71. So, where is the sweet spot?
Strategy vs. Execution

72. Final Thoughts

73. “ Smart entrepreneurs
don’t dream of success.
They create the conditions
to inevitably converge to it.
--- Me (1967 - )

74. Thank
you!
Claudio
Perrone
claudio@agilesensei.com
www.agilesensei.com
www.twi;er.com/agilesensei

75. Evaluate your own learning!
Write down…
What did you learn?
How will you apply it?
How will it benefit your venture?
Suggestions or questions you
still have?
claudio@agilesensei.com
www.agilesensei.com
www.twitter.com/agilesensei