Download as PDF, PPTX
![HYPOTHESES We believe [target market] ! Will [do this action / use this solution] ! For [this reason]](https://image.slidesharecdn.com/mobileacademyagilelean-140518125420-phpapp01/75/Agile-And-Lean-Practices-The-Mobile-Academy-23-2048.jpg)
Uploaded bystrongandagile.co.uk
Agile And Lean Practices - The Mobile Academy
The document discusses agile and lean practices, focusing on defining value from the customer's perspective and the benefits of agile methodologies such as Scrum. It highlights the importance of quick feedback, stakeholder engagement, and incremental development, using case studies like Snapchat and NowTV.com for illustration. Additionally, it emphasizes the role of small cross-functional teams in delivering software efficiently and effectively.
In this document
Powered by AI
Introduction to Agile and Lean practices by Craig Strong, highlighting his experience as a coach and trainer.
Lean thinking as defined by Eric Ries, emphasizing value from the customer's perspective and minimizing waste.
Focus on understanding customer needs with minimal effort, leading to the delivery of the right software quickly.
Various methodologies in Agile, including Scrum frameworks, roles, sprints, planning, and benefits like quick feedback.
Importance of forming hypotheses to guide product development and learning from each sprint iteration.
A case study on NOWTV.COM and examples like Snapchat, demonstrating agile's role in startup environments and innovation.
Final thoughts and thanks from Craig Strong, along with links to additional resources for further exploration.
Agile And Lean Practices - The Mobile Academy
- 1. Agile & LeanPractices Craig Strong
- 2. ABOUT ME •AGILE/LEAN COACH& TRAINER •LEAN STARTUP & ENTERPRISE COACH •SCRUM, KANBAN, XP, ToC… •LONDON AGILE PRACTITIONERS craig.strong@c6s.co.uk @craigstrong uk.linkedin.com/in/craigstrong/
- 5. LEAN ? “Lean thinkingdefines value as providing benefit to the customer; anything else is waste.”! ! The Lean Startup: How Constant Innovation Creates Radically Successful Businesses by Eric Ries
- 6. LEAN ? “Working fromthe perspective of the customer who consumes a product or service, "value" is defined as any action or process that a customer would be willing to pay for.”! ! http://en.wikipedia.org/wiki/Lean_manufacturing
- 7. LEAN ? Minimal amountof effort required for you to learn what the customers needs are.! ! ! ! !
- 8. AGILE & LEAN AgileDOES NOT lead to more software being developed faster. It leads to the RIGHT software being delivered as fast as possible.
- 9.
- 10.
- 11.
- 12.
- 13. PEOPLE Great ideas getbetter when people work together
- 14.
- 15.
- 16. STANDUP What did youdo yesterday ? What are you working on today? Any problems or blockers ?
- 17. PLANNING Cross-Functional Teams =Efficient Solutions
- 18.
- 19. SPRINT DEMO WORKING SOFTWARENOT PLANS!
- 20.
- 21. BENEFITS • Quickly KnowIf You Take Wrong Turn • Unpredictable Environment • Test Assumptions • Potentially Shippable Software
- 22. LEARNING EACH SPRINT CUSTOMER ENGINEERINGSTAKEHOLDER
- 23. HYPOTHESES We believe [targetmarket] ! Will [do this action / use this solution] ! For [this reason]
- 24.
- 25.
- 27.
- 28.
- 29. FACE TO FACE PAIRPROGRAMMING
- 30.
- 31. SPRINTS •1-2 WEEK SPRINTS •SCRUM OF SCRUMS •STAKEHOLDER ENGAGEMENT •VISIBLE AND ACCESIBLE •INTEGRATED TEAMS •FREQUENT DEMONSTRATIONS •METRICS LIVE AND VISIBLE •TEAM ENVIRONMENT •CUSTOMER SUPPORT TO EXECS •INTEGRATED VISIBLE TESTS
- 32. POWER OF SMALLTEAMS Turned down $3bn offer from Facebook No source of revenue When asked about future revenue sources for Snapchat, CEO Evan Spiegel is testing a new hypothesis: getting users to pay for added value services. By using agile development, instead of waterfall development, Snapchat will be able to build itself incrementally and iteratively. http://blogs.ubc.ca/amnamasud/2013/11/12/lean-start-up-snapchat/ <30 full-time employees
- 33.
- 34.