Keynote de clôture "Path to Agility" avec Ken Schwaber

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Keynote de clôture "Path to Agility" avec Ken Schwaber

we’re don’t nah see a tooth can dong-su papas de la taupe not cadet de farm sat on Bianca’s sandy do Giavotella esquema loca pero a sample the quad baller as crime Hong Kong the perilous car manuals certain give our plan sessions you are legit alien amnesty tragedy problem desertification a fatality steve young response your uh 25 phony occurred adult were the Porsche the autumn debe a diode engage further opposite I’ll descarga we see a certain on the program when you add the certification moving to add about all the same way out of the recent resist that haircut to writing is a ah lat procedure like non oportet can endure the precision power toyota scamper auger skill papas the particular not a modern pop it with the band parted national in addition a the net reason this one of your no technique city you see Tom program kvasu risk management no pleasure to see see can they play can a coma see the presentation start now ok can thank you ok don’t puncture comic a little good day I hope I find you well today we were talking about bf2 agility that is not exactly a talk about rum and that because scrum is a tool that we can use to become agile but scrum itself doesn’t make us agile the quota on the screen is from American president and it’s one of the quotes about a basis for agility which is I am a firm believer in the people if given the truth they can be depended upon to meet any crisis the great point is to bring them the real fans and this is of course the basis of agility because you can’t be advil if you don’t know where you are and what is the best thing to do so we’re going to talk about buddy what is it how do we do it how scrum is a tool to become a jewel what a path fertility might be and some next steps a joke not a very hard word mostly it means that we are flexible then that we have the capacity and the capability are rapidly and efficiently adapting to change so in software deployment that would mean that we would have the ability to rapidly generate functionality that could be used to take advantage of change it’s also considered the ability to take advantage of opportunities and then there’s the caveat which is well in tripling risk agility is kind of important out because we have not just competitors in our own countries but we have global competitors so no longer are we just competing in our backyard we’re competing worldwide we also have customer that to me aunt more from us and this is because of our competitors and therefore increasing sophisticated applications which are those complex products such as used airplanes cars our arts medical devices places where never thought software so agility is then important because our complex business organizations complex mark places internationalization complex applications risk your applications competitive advantage of which add up to competitive survival that is those that keep the agile will certainly do less well those that can be agile and take advantage of opportunities and this is purpose of scrum is to allow

organizations do do this so that’s the organizational basis of scrum from a software development scrum it’s simply to improve our profession so other agility is possible so how do we do this how do we become agile on again what we’re going to look at is the first thing that agility require is your system so we said agility is the ability to take advantage of our parents empiricism is exactly the second thing it’s easier taking the actions based on experience or experiment rather than on prediction so we’re always ready to take advantage of an opportunity so empiricism is the basis of it now this is kind of a weird word and so I wanted to give us a short exercise to make ourselves complete with what an empirical approach like eight this is an exercise that s cute several minutes working with the people saying xq on and the purpose of this is to understand the power of empiricism so the situation is that you are in a year or for your goal in this building and your job room that a constantly children centigrade throughout the impurity unfortunately the thermostat has not yet done also unfortunately once you start going for 22 degree centigrade you cannot enter the room during the day so at the very for the very start of the day between seven and eight o clock you and the several people sitting next to you have to set the heating and air conditioning and venting and blinds so that they will adjust themselves at the appropriate times during the day to maintain this temperature of 22 degrees centigrade throughout the day you will have to do this by writing a program that you will put in a computer that will turn on the heating turn on the air conditioning turn them off turn on the venting turn on and off the blinds move them so that based on all the things that you of course will take into account it will stay at 22 degrees so one of the variables of course you have to take into account in programming the computer would be the number of people in the room if there are more you may have to tell the computer that when more people are in the room to turn on more air conditioning if there are less you may need to tell it to turn down to your condition if the Sun is brighter you may have to tell it to increase the air conditioning if it is cold outside and we have to tell to increase the heating so you are meeting with a couple of people around you between seven and eight am and you are writing a program put in computer to control these things from eight o’clock until five thirty to keep the room 22 degrees centigrade on what I’d like you to do is spend several minutes now talking with the people next to you and identifying what some of those variables might be go listen bill extreme even mando Fionna glasses rocky Lorraine would wish I hope you’ve had time to think through these variables because how successfully we could program that computer the

health of the people in the room will depend on it here are some variables that we may want to consider and you may want to compare those that you thought of and see if they fit in so certainly the number of people in the room metabolism of the people in the rooms that is are they key generators or heat sinks the activities of each person in the room at every point in time during the day are they doing exercises are they sitting there bored what are they doing are people opening and closing the doors as they’re opening and closing the doors are the open for very long and what is the temperature of the hallway outside that is letting in there what is the weather including Sun Cloud’s outside temperature and of course you’d have to know this at every point like maybe every minute or two during the day the temperature of the adjoining rooms the things that are going on in the adjoining rooms the construction material of the building the floor of the room will serve food be served when what type how much how hot will it be so all of these and perhaps even other variables you would have to figure into an equation that you would program it to the computer you should know calculus to do this because you’d be generating a multivariate a nonlinear equation in which every variable would be dependent upon every other variable so I hope the people you chose are very very good programmers not many places were successful with this the programming the variables were too many and number of people died PS died from heatstroke or froze to death and that led to the invention of something you’re very familiar with the thermostat so thermostats were created for situate that are complex so if i asked you to control the heat in the room and it was a simple situation that is the lower left-hand corner that is the building construction the weather patterns the people in the room all that was very very well known then we could have programmed the computer if it were complicated where we will block but there were some things that we didn’t know still we might help the people survive but if it’s complex we’re in this circumstance more is unknown than is known which is our situation with controlling the temperature in the room then we run into a situation where it’s very hard to come up with a program that’s going to work if it take Chaotix it’s yours forever very little or nothing is known then we actually don’t see how much of a chance so this type of complexity that we were dealing with in trying to control the temperature led to the thermostat which is good for controlling complex and sometimes even chaotic circumstances and this the thermostat is actually what we call an empirical process driven device that is it does not care what the variables are it totally ignores the variables the actual temperature in the room at any point instead drives the setting drives the thermostat to put on air conditioning heating and maybe even move blinds if it could so these are what it does instead is goes out periodically and checks the temperature in the room compares it to the 22 degrees centigrade that we set as its goal and based on the differential it will initiate heating air conditioning or slight movement now it’s probably important that we have the thermostat inspect the ambient or the current temperature in the room frequently so that it can put on heating and air conditioning so they can keep the temperature somewhat stable if it only checks them every two hours the amount of temperature shall may be too great for to overcome so we certainly wanted to do frequent inspection of the temperature and adaptation by turning the air conditioning and heating systems on this is called Justin time planning and it’s based on actuals so we don’t care about the weather forecast we don’t care about the prediction of how many people will be in the room all we actually care about are the real temperature in that room at any point in time there is so we did lay down one criteria which is it has to inspect the temperature frequently enough to keep it within the range the other requirement is that this

thermostat requires what we call transparency as we talked about earlier on that means if we walk up to the thermostat and put a wet washcloth on it the thermostat is not going to have transparency it will be thinking the temperature maybe is 15 degrees whereas you sitting in that room will know that it’s 23 24 25 degrees so it is going to kick in heating bread and air conditioning so the thermostat or the simpiy racal approach only works if the decisions that are being made are based on information which is agreed on and transparent and the same to everyone who’s engaged so a bit of a difficulty for empiricism but certainly less difficult then writing that equation so if we look at two different approaches the type that we did for it coming up with our formula is what we call a predictive approach that is we do all of our planning up front we predict the future we look at everything that’s going to happen and based on that we come up with a plan formula and we execute or D deliver of doing debt plan and as I indicated earlier that really works well if everything’s simple the empirical approach has very very little planning up front instead there’s a little bit of planning where it says we think the temperature is right now is this compared to that so we’re going to do something kicking and heating air conditioning then we’re going to look again and do just time planning deliver just intent planning deliver so it also he has a huge amount of planning but it’s just in time planning based on actuals rather than predictions and the home ground for this type of crown planning is where the number of variables the number of things going on are so unknown that finding out what’s really happening rather than planning is the only approach that works so if we look at more traditional things the usual things that we do looking at predictive processes looking at our waterfall process which is our form of it it is where we plan the entire project upfront including the requirements and everything and then we do what that plan says until we are done changes are not loved another approach for that so that we can do this and he have an empirical process is we take all those things that we used to do in a predictive process but we do them in much less time like a month or less and that would be the length of an iteration or a scrum or sprint and scrum and so if we’re doing it in a month or less and we’re doing all the same things of course that means that we’re only we’re going to do it on fewer things so in the top approach predictive we’re going to take into account a lot of variables in the bottom one the empirical approach we’re only going to take into account the most highest value highest priority requirements and the other thing about this is since we’re working on fewer things and it’s just a short thing we’re going to create something that’s done at the end of it just like a predictive approach so it’s iterative and incremental but we found that if we’re doing this in a short cycle like this so its empirical we find it more productive to use self-organizing cross-functional teams we found experimentally that disk reads hi our productive more creative and higher quality increments at the end so that’s interesting to me anyway I’m that saying that the empirical approach requires frequent inspection and adaptation and it requires transparency in a foot in order to operate successfully now scrum is a tool you can use to do this it’s a tool you can use to create more information more frequently a month or less that a person can look at to make decisions about what is the best thing they can do to take advantage of opportunities or if they spout an opportunity you can initiate the iteration or iterations or sprints to build something that they can use to take advantage of so scrum is just a framework with which people can address complex problems and productively in creatively develop products of the highest possible value it is a tool you can use to become agile using scrum does not make you a jali using scrum makes it so you’re using scrum and it makes things transparent so you can improve to

support agility so we often use scrum to remove the constraints for agility when we bring it down the entire process down to let’s say a two-week sprint a lot of things that weren’t visible when we’re doing on 10 or 12 month project become very visible it’s kind of like taking a microscope and looking at what’s going on so we use scrum when we see all these things to remove waste we optimize productivity we only build the valuable stuff we don’t and more importantly than only building the valuable stuff is we don’t go the low value stuff hard to be agile if you have to maintain a lot of low value stuff we also weave around development constraints such as is our system capable of having small releases and weave around customer constraints such as are they able to absorb releases frequently gift for being agile and this allows us to go after some very very inexpensive low-hanging fruit for instance if we have a cross-functional self-organizing team not a hard thing to have we have found that those teams are one hundred percent more productive than if you have a team that’s being managed and directed and told what to do wow that’s an incredible savings for very little effort the second thing that we found is that if you are only building the most valuable stuff iteration sprint by sprint by Sprint and you stop when you have the most failure you can and what’s needed you often don’t build sixty percent of the stuff that you used to build before so stopping earlier than used to before reduces the cost of a project by at least half not only that you don’t have to sustain to maintain and enhance that low value stuff so that may be another counter fifteen percent savings so rather than going out and buying something like rough or something like that for four or five million dollars these are very low hanging common-sense things that you can do to vastly increase your capability to be productive be agile so that’s how scrum becomes a tool to become agile now what we found when organizations start using scrum when they reduce it from that long cycle down to a sprint of let’s say two weeks we find that those organizations start running into what we call scrum buzz and what these I’m not sure how that works in French and Xavier can chip in if this doesn’t make any sense but a scrum but is someone saying that they want to use scrum but they can’t because there are some problems that they’re running into that make it very very hard you scrum and so scrum butts are a reflection of the cultural attitudes and traditional practices in your organization on that are that’s crumbs running to a typical a syntax of a scrum but is it always he has this part we use scrum that’s the start but and then whatever the reason is the daily scrum meetings are too much overhead and then the workaround because the team members don’t need to meet so often so we only have them once a week unless we need them more or less often so it’s got the scrum then it’s got the think problem that ran into and then it’s got to work around in which they’ve modified scrum so that they don’t have that problem anymore so we often view scrum as like your mother-in-law those of you that are married this will make sense those of you that aren’t married this will be at what you may face the mother-in-law is the person who always knew that her son or daughter could have married better and she intends to help you become good enough for her son or daughter and by adopting scrum you have just invited this dear lady to come live with you so that she can continually point out the reasons why you can’t build softer in a way that supports agility and of course you cherish that because there’s nothing more fun than having someone continually point out everything that you’re doing wrong so you can either at that point listen carefully take notes and leave you can create a list of improvements that you may consume your whole life or you can take tape and put it over her mouth so you don’t have to listen to her

anymore a scrum but is the equivalent of the tape over her mouth rather than listening to what scrum saying you have changed scrum so you don’t hear it anymore so for instance the daily scrum it is a just-in-time planning me and it’s intended to reduce technical debt that is when people do things that don’t don’t work together with what other people are doing the effort to undo them is much greater than if you would simply done them right up front and so we meet every day and look at where we are during the Sprint so that we can readjust our work that we’re going to do for the next day to optimize the chances of us delivering what we’ve said very very valuable point for optimizing productivity and value you eliminated and you immediately start incurring technical debt so this is a scrum adoption profile the really good news is that as a 2008 more organizations are using agile and waterfall and the bulk of those that are using agile are using scrum however what we thought what we in fact have found this is Jeff subtle and myself is there of those using scrum on most of them are in the scrum Buffy’s that is they have found many things culturally and organizationally and technically that make it so they can’t do it er ative incremental high-value just in time planning with a solid increment at the end of every sprint and so they either have subsided into an organization which is only partially there and won’t ever go further or they have taken all those things that they can’t do and this is an action plan for them to continual improving until they really are an agile organization so that’s the right-hand the tailing edge of these of the distribution is those are those that are really using scrum now that is a really good thing that we’ve gotten so many organizations that far or even into improving however what Jeff and I have noticed is that many of these people organizations that have achieved excellence when the person who is leading that effort the vice president of engineering the CEO someone like that when they leave the organization the organization slips back bit by bit doing things that it used to and the excellence is laws they’re still better than they were but that leadership that helps them and gives them the direction to be epsilon is gone and the existing culture ways in which people are scented way in which people are promoted way in which people work together goes away as the way it used to happen reasserts itself little discouraging but you know Jeff and I will get over it America we have ideas about what we could do about it some of the things that scrum does on the current culture that caused this to happen is when you’re using scrum empirical replaces predicted this means that the art of the possible doing the best you can replaces just wanting something and hoping that if you say you want it loudly enough it will happen and when someone who is used to empirical management leaves and you hire a new predictive manager everything slides back we also have the idea that transparency is value neutral that is very much like the Abraham Lincoln quote we want to see where we are so we can make decisions about what to do so we do want to see waste we do want to see impediments we want do you want to see when we don’t do what we said we would so we can make the best decision possible now if you have someone that they’ll use that you will do well if you have a new directors top manager come in who has always survived because he or she’s good at politics that transparency is horrible because it disables politics politics only survives when things aren’t clear authority moves down the organization scrum teams are self organizing and self-management and accountability is very specific if you have someone come into the organization after he excellent and they believe that the only way that things will work is if they tell people what to do because they’re so smart scrum will suffer agility will suffer and also I’m scrum and LD require more work you have to pay attention to what’s going on look at things that you may not want to see and

make some hard choices about the best things to do rather than simply wishing that what you want recurring so all these things are different than traditional cultures and all these things if the culture doesn’t change will cause the culture to reassert itself if someone needing this excellence leaves the organization so we found it what’s needed is a mindset change first being that there’s a compelling story that everyone understands what is being done why it’s being done and why it’s really important to do and that they can look at it and make the least make an effort at that there are some reinforcing mechanisms that is that there are incentives for people to change rather than disincentives that we go through a whole effort of building the capabilities both in terms of training skills coaching tooling both within the development organizations the product management the customers the sales the marketing and also that our role models within your organization are people from the top to the bottom of the organization that are setting the example for everyone so all these things become very very critical to a successful not just a successful change to agility but a retention of agility as a corporate culture so we’ve we’ve developed to help organizations do this an engagement model and we encourage you to think about this as you are taking an approach yet putting agility and scrum in organization why this engagement model is based on 20 years of our experience it’s also based on what I published in 2005 called a cxo playbook and all those things were very good from a technical and organizational point of view but given the criticality of cultural change we also collab with John Kotter at Harvard Business School who is an internationally recognized expert on organizational change and we added his model for organizational change to our playbook so we’re not just going to bring in water meter testing tools we’re not just going to use acceptance test driven development we’re not just going to have prioritised backlogs we’re also going to start engaging and changing the culture in which we’re working so this is the whole thing wrapped in an organizational change program and we start this with a pre-engagement assessment that is before we even start what we want to do is put some metrics in place such as defects productivity value and start running some test projects against them so that we can start capturing some baseline metrics we also may use some value stream mapping to identify organizational impediments and what we’re also going to then do based on our experiment is identify things that can be done low-hanging fruit to rapidly increase return on investment of organizational value so this is a fairly rapid short cycle 2 or 3 month engagement in which an organization sees what the benefits might be or might not be and quantifies them so then when it makes decisions they’re based on numbers not just on desire desire is good it doesn’t sustain change though so in our in our playbook what we do is we have an initiation plate this is where we leadership team is formed the established envision the urgency they start communicating organization-wide about what’s going to happen they determine the metrics are going to be used in identifying some pilots we then start running pilots and these are used to create some wins to communicate what’s happening to start removing impediments and to start kakima lating warm these metrics so this is our first visible live experiment with this it once this happens then we expand it into the organization continually using scrum more and more using agility and product management more and more we also start creating points within your organization where we are fully establishing such as human resource policies such as sales organization practices such as customer engagement practices and then we start achieving impact and at this point what we’re doing is starting to promote the people who want to work this way we’re starting to use them as leaders in your

organization’s so the processes are changing the management’s changing values are changing this is changing the culture of the organization and at the very end of this we are starting we are looking and reviewing and making sure that there is no practice left that will undermine this so that if the leader leaves it doesn’t matter this is an agile organization this is described by John Kotter as first of all state establishing a sense of urgency that is what will happen if we don’t become agile if there can be no sense of urgency don’t proceed create a guiding coalition this is the leadership team that will drive this across the years and this is not necessarily the top-level executives these are the influential people develop a vision and strategy what is it going to be like when we have changed communicate this over and over again as we’ve done these engagements what we found is if we think we’re communicating enough it’s only ten percent of what’s needed that is if every person in the organization doesn’t know what this means to them they will at least passively resist it we started also then empowering broad-based action generating these wins consolidating gains and anchoring what we’re doing what we found very important is not skipping any stage not stopping anything too soon to get immediate results and here’s where you may pass out cultural change that will really embed agility in order to is not a three month process it is not a two-year process it is a five to six year process if you wish for an example of places that thought they could do it quickly or could ignore this type of cultural change and just do something different all you have to do is look at the 30 to 40 years the Chrysler Ford and GM thought they could put lean words on top of their industrial processes and compete with Toyota the result was bankruptcy for two of the three of them so next steps these are some ideas we we at scrum dot org that’s my organization on which I work we have partners so we have many partners in Europe Switzerland France and we also have trainers and coaches we have bodies of knowledge and assessments so this is the knowledge of how to use scrum and each program is monitoring’s quality is assured by us what we’ve done is filled in the holes scrum is just a great framework but it is absolutely full of holes I thought when I first lay that’s growing out with Jeff that everyone would know how to manage an empirical process hmmm maybe not everyone as a product owner with know the value of agility in how to take advantage of quick increments not true I thought that developers would know how to work in self-organizing cross-functional teams to build iterations a done functionality rapidly not true so we have put all these programs in place including a baseline bootcamp product called professional scrum team member to help people learn these things the very last one we put in place was a surprise to me we intended when we rolled out scrum that the product honor is the person in the business who intends to wring value out of the agility afforded by scrum much to my regret what started happening instead was the development organization viewed the product owner as the person whose job was to complete the product backlog and to give him any advice they need so they we looked at it from the development point of view in told the product owner what we had to do he had to do for us needless to say most product of most real product owners fled because they had no intention of writing requirements that’s what they got in the business analysts for and as a result the business analyst started becoming what we found proxy product owners proxy or surrogate product owners and that just led to the same division between the real customer and development as we always had so the this new product owner course that we’ve started the intention is to teach a customer to teach a product manager how to be how to gain agility if your development organization is using scrum and if it’s not to make them use ground because you can’t be agile if you’re not using an iterative incremental quick empirical process so

things we teach in this session are the basis of agility value driven development based on key performance indicators product management how to plan a release that can be agile how to manage requirements in a way so you can focus them on the highest priority things how to plan functional not major and minor releases but just functional releases how to manage these releases and how to manage products to optimize the total cost of ownership so this is teaching the people who engage software organizations how to achieve agility with those organizations it’s a complete course rewrite ads for product managers program managers and development managers as well as business analysts who think they can fulfill this role it also has incessant and if you achieve at a good score an assessment and certification just like our scrum program scrum master program the assessment can be taken if even if you don’t take the course a course is separate from proving that you know how to be a product owner on what I’d like to encourage you you to do because I’m coming to a to Europe next week and I hope your weather is good is next april eleventh and twelfth i’m teaching one of these courses in amsterdam and i encourage you to attend to see how this is supposed to work as jeff and i initially intended it and places where you can look at for it of course in scrum dot org so the good news is we have made a lot of progress the it’s not bad news but the stuff that’s become transparent to us is that we are not engaged in a small endeavor that changing from thinking of software development and product usage from a manufacturing line to being a creative endeavor is a major organizational shift and what Jeff myself and others are doing now is we’re focusing on the organizations that are serious about making such a shift so it’ll become embedded um X square if you’re interested scrum Dorothy has many feeds about this type of stuff both tweets and RSS feeds so if you’re interested suggest you go through and look now we have some time for question answer what I’m going to do is shut down this slideshow and open up video so we can see each other so give us just a few minutes and hope that the technology works okonoboh best the kids’ll do control that should do it great I can’t see you so if you could turn on you a video if that’s possible that great ok don’t worry about ok so we are the first question hi I have a question about what you presented first the 10 most at metaphor what would be the temperature of a scrum team the equivalent what are you measuring what is a single value you want to measure yes in the scrum team the thermostat the inspect and adapt is the review and sprint planning meeting where we inspect what now is the highest value of thing to do in the business that’s the highest priority product backlog items with the increment that the team was able to build in our adaptation is given all of that what is now the most valuable thing to do another example would be the retrospective where we inspect how the last sprint went for the team and we make adaptations to do things differently in the upcoming screen the last inspect and adapt empirical point is the daily scrum where we inspect how the last day went and based on that compared to what we’ve committed to do what we should change our work plan to be so that we increase our chances of

delivering what we would so each one of those is an inspection adapt point in each one of those he has an artifact that he has to be transparent for it successful thank you well this tune I think it was very clear so we are ok hello I’m working on a project using scrum mythology and I’m still wondering how to take into account the support of features already delivered but are not working well the notion of story is not I’m not very comfortable with the notion of story to handle bugs in software what is your approach to take into account bugs in already delivered the software I’m scrum actually never says how you should be honest your product backlog it doesn’t state that user stories should be used that is a technique that keen on those incorporated in extreme programming that many people have written about and use because of its familiarity in our product on our course we cover a little of it but we be emphasized it because strangely enough very few of our customers or product managers for our sales people like having their requirements called stories beans or epics they actually think of the news requirements for futures workflows functionality or products capabilities one of the larger subjects that we cover in that course is how to describe the product backlog terms and decompositions and many vote views that make it amenable to decision making by a product manager so i would thoroughly encourage someone to use whatever technique they work dust as long as their product backlog remains transparent and understandable by the people that are looking at whenever I work with a critical application such as healthcare life critical mission critical we almost always use use cases for their precision las vegas jon is it a policy bukas normal soon the newest version hello okay like a strong co envelope certain phones scrimmage melody madre de mon me pongo beaucoup and a poor apollomon suppose see formation in automatically trainer in a pub un francais como paperback series the process new name i be on Valentino’s assistant the training during a trainer my freshman so busy park at Sanchi person SI papacy points differences that will review a predominance possessive a petunia no trainer we we have several trainers that I highly recommend in France on one of them you can identify who works for

pyxis pyx is Emanuel Ax Stasi who is in Grenoble we also if you can tolerate them have a number of french-speaking trainers in Montreal who travel and have lived in France and work there and we also have a number of french-speaking trainers who had lived in France but now live in Zurich working at a company called sulky see you DHL ke the courses these people offer are listed at scrum board they also are willing to offer courses internally or arrange them if you need to so either look at scrum dot Oregon your courses or just contact us and we’ll put you in touch with some of them but we’ve done what we’ve done to try to help you with this is these trainers use standardized materials and we continually monitor the feedback and the skills of the people they teach I’m sorry say that again to become with you know be cool no clinical all they need to do is contact me or contact their support email and we will discuss that you know what we’re always looking for our people know what they’re doing oh she did you tell you tell yeah yeah ungawa branchial on france on evo cove no tamago cuccioli marcia public it’s a bellyful fail crash Moscone applied to so oka home sk psychic shows k Kate redhead reference a risky sexual schools either Hong Kong tray updates on over to novato context take of the video hey Zulu what good and to touch tell me that again a different way I didn’t follow it yes yes I understand okay to to suggestions one what I’m going to scribe to is rather quick second we teach us in those two courses in Brussels and Amsterdam coming up the one thing you don’t do is tell the person you don’t have to get the express fixed date because you’re using scrum people do fixed price fixed date because they don’t trust us so this is what we what we found very successful we if we do whatever we need to do to give me fix price and fixed date based on the requirements that they’ve given us and usually when we get customers saying that they also want to know what process we’re going to use we do not say scrum we say theatre 80th do criminal this is already required by a number of governments that we say to them by the way because we’re using iterative incremental our price is a little lower might be just because of scrums more productive but what we’ve done is taken the liberty of prioritizing your requirements so that the riskiest most high value ones the ones you can give us the most feedback are going to be done at the first and the ones we’re going through their the least value more trailing edge are done at the last this doesn’t mean we’re not going to do them all it just means that we’ve sequenced them now with this sequencing we’re going to do a bit of your system every

month let’s say we’re using monthly sprints and this means that after the first sprint if you care to come and look and see what we’ve done you can give us feedback on the way it looks the way it feels the coloration that may help us then filter that into the rest of the things we build so it’s much more likely to be what you want we also give you four runs because we’re using the iterative incremental that you may not get from other organizations the first is since we do our work piece by piece as long as it’s not been done if you have a change in a lot of our customers come up with new things they want we all price it as a stand a little thing and you can replace any two things in our image list of requirements that hasn’t been done of the same price as long as it doesn’t violate dependencies if you want to replace one that’s valued at six with something that’s two things that are valued at three that’s also fine the second provision is as you’re looking at those things in making the changes you may want to ricci quence the order in which we’ve defined things as long as we haven’t already done it and doesn’t violate dependencies feel free the third provision is as you are changing and REE sequencing things as long as we haven’t already done ur when you see at the end of one of our iterations the result let’s say of three iterations and you say I know we’re not done but we could use that already we will give you and you can bring that and start using it immediately and get early realization available now of course we haven’t built the cost to do that for you terribly time material to implement it and the fourth provision is a number of our customers as they are making changes in and reprioritizing and doing early realization of value we think it only like sixty percent of the way through our entire fixed price fixity contract and they say you know that’s good enough we don’t need the rest and if you do that we will wrap up and deliver everything we’ve got and well of course there’s some unbilled revenue that we missed because in the fixed price fixed date so will charge you like twenty-five percent of that for opportunity cost when you offer this so first year using scrum so your price may be lower secondly people who aren’t using scrum or good iterative incremental agile process cannot offer these contractual provisions so you have differentiated yourself even if the customer doesn’t use one of them however if the customer starts using them our experience has been that within two to three proud x they call you up and they say we don’t need a fix price fixed a contract we are very comfortable acting as what you call a product owner we know we felt very comfortable managing our risk and controlling the predictability of the project so just give us two teams let’s say for eight months and we’ll rent them on a time of material basis until we’re done the moment that happens they have experienced the way of controlling and managing risk and they are comfortable treating us as professionals rather than people they have protect themselves from this approach is now used widely in the US Department of Defense part of the Transportation Department and many commercial organizations and this is called a seductive approach they don’t even know that they’re experiencing something new instead they simply get to experience the benefits and then demanded it continue this has become a way of anchoring yourself into the customer organization because once they can do this with you they will never let you go that was a long answer the cookies too will go into sean and a fun little is this you mike boom little concrete thank you 10 we’ll put up with El Chapo okay thank you very much the last time I was there there was a champagne reception so I know you’re eager to lead I want to thank you for your time and encourage you to continually improve our profession thank you again thank you again thank you

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