1 / 14

2 nd Class -Business Cases – Value Proposition -Agile vs. Waterfall Development Process

2 nd Class -Business Cases – Value Proposition -Agile vs. Waterfall Development Process. Bus100: Building Software Products: From Strategy to Sales John Gibbon. References. Hal Louchheim. Your Value Proposition. Success Metrics -Revenue -Market Share -New Users -Increase Usage

dcrystal
Télécharger la présentation

2 nd Class -Business Cases – Value Proposition -Agile vs. Waterfall Development Process

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 2nd Class-Business Cases – Value Proposition-Agile vs. Waterfall Development Process Bus100: Building Software Products: From Strategy to Sales John Gibbon

  2. References Hal Louchheim

  3. Your Value Proposition

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

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

  6. Your Value Proposition

  7. Impediments to Sustaining Value

  8. Sustaining Value Ideas Using “Built to Last” concepts

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

  10. 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)

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

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

  13. Release Why Waterfall Agile

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

More Related