Why Scaling Agile Doesn't Work • Jez Humble

https://www.youtube.com/watch?v=2zYxWEZ0gYg

[ ] Article: The IT Measurement Inversion - Douglas Hubbard

[ ] Paper: Black Swan Farming using Cost of Delay - Joshua J Arnold and Ozlem Yuce

[ ] Book: Impact Mapping - Gojko Adzic

[ ] Video: Better product definition with Lean UX and Design Thinking - Jeff Gothelf

[ ]Paper: Online experimentation at Microsoft - Kohavi

[ ] Book: A Practical Approach to Large-Scale Agile Development - Gruver, Young, Fulghum

[ ] Book: Leading Change - John Kotter

Model: prioritization - cost of delay vs cost to build

ROI - cost estimates don't matter

prioritize based on cost of delay

"how much would we have earned if this was in production"

We're more wrong than not in guessing which features will be valuable

(90% wrong in uncertain/new markets, xx>50% in well known markets)

So what do we do?

impact mapping

work backwards from the outcome

1. Target

2. Stakeholders

3. ways in which the stakeholders could help/hinder this outcome

4. what you could do aka. "Story"

key thing = shared understanding by creating the impact map together

Model: Hypothesis-driven delivery

Different types of user research

Generative = brainstorm

Evaluative = decide

(Cf diamond)

ways that features cost

1) opportunity cost

2) complexity maintenance cost

3) complexity slows down adding new features

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CASE STUDY

hp laserjet firmware

goal:

- get firmware development off the critical path

- 10x productivity increase

1) goal: firmware off critical path + 10x productivity

2) current condition:

3) target conditions

"these are the difficult ones"

(eg. plan for one month for entire 400 ppl org)

4) define outcome and let people experiment

daily questions (for the ppl)

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How do you introduce this in your org?

1) Guerillia experimentation

Find someone in your org you think is behaving stupid.

Take them out to lunch.

See why they do what they do.

Improve a small bit.

eg. That person from UX has yet again sent a crappy screen

2) Book: leading change - john kotter

No lasting change without executive support.

Only through disaster.

"find someone feeling the disaster, they are more receptive to change"

sense of urgency