schedule Mar 17th 03:45 PM - 04:30 PM place Sigma

How much does one story point cost? Is Sprint 0 an expense or an asset? Can you run Scrum with a fixed-cost contract? Agile challenges the existing approach to financial aspects of running projects: i.e. budgeting, forecasting, financial planning and vendor contracts.

Applying new financial models becomes increasingly important for larger organisations adopting Agile. While they are going through an Agile transformation, they also need to maintain transparent financial governance and reporting. Shareholders would not be too excited about messy Annual Financial Statements.

Join me if you would like to know more about Agile Economics. No financial degree is required and all the content explained in plain English with plenty of pictures!

 
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Outline/structure of the Session

This session is based on my experience working with 5 major South African banks all embarked on their own Agile journey.

This session is delivered in a format of an interactive lecture. It has the following outline:

Part one: Quick introductions and check-in [5 minutes]
Part two: Business case [10 minutes]
     Traditional project life cycle
     Fitting agile delivery into traditional project life cycle
     Agile project life cycle and Agile Business Case
     Flipping project triangles and simplifying input
Part three: Contract [15 minutes]
     Fixed time contracts
     Iterative contracts
     Fixed profit contracts
     Target Price contracts
     Money for nothing, changes for free contracts
Part four: Capitalization [10 minutes]
     Capex vs Opex.
     Capitalization rules: Financial Accounting Standards Board (US FASB) and International Financial Reporting Standards (IFRS). 
     Timesheet as financial control
     Story point capitalization
     Seed funding project model
Part five: Questions and discussions [5 minutes]

Learning Outcome

This session provides overview of multiple approaches to:
- Agile business cases
- Agile contracts
- Agile project budgets
- Agile project capitalization

Target Audience

Agile Practitioners, Agile Coaches, Project Managers, Agile Consultants, Accountants, Development Managers, Executives

schedule Submitted 2 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Evan Leybourn
    By Evan Leybourn  ~  2 years ago
    reply Reply

    Hi, 

    I really like this topic and think it is critically important. However, there was a talk on contracts last year: https://www.youtube.com/watch?v=Btz-D84UXw4 - http://theagiledirector.com/speaking/2014/12/11/how-much-will-this-cost/

    How will your talk differ from this one? For people who came last year - what will they get from this?

    -Evan

    • Pavel Dabrytski
      By Pavel Dabrytski  ~  2 years ago
      reply Reply

      Hi Evan,

      Great talk.

      The submission is defintely different from your talk last year. It will bring accountants' persective into the picture. I've spent some time talking to financial directors and managers to really understand what they struggle with in Agile. I will be bringing all three elements: business cases, contracts and capitalization rules together and show how they are interlinked.

      I will cover more advanced types of contracts as well, like fixed profit and target price contracts.

      Perhaps the video I've included will help you to see the new learnings the attendees will get out from this talk, even if they attended your session last year.

      Regards. Pavel.

      • Evan Leybourn
        By Evan Leybourn  ~  2 years ago
        reply Reply

        Brilliant. Thank you.

  • Venkatraman L
    By Venkatraman L  ~  2 years ago
    reply Reply

    Dear Pavel,

    Thanks for your proposal. 

    Can you please update the proposal with any video Links of this or past presentations that you have done ? Else, would be great if you can shoot a quick one explaining this proposal and let us know. A few minute video would be helpful for the reviewers to take this proposal forward. 

    Thanks,

    Venkat

    • Pavel Dabrytski
      By Pavel Dabrytski  ~  2 years ago
      reply Reply

      Hi Vernkat,

       

      Sure, no problem. I've updated the submission.

       

      Hope this helps.


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    2. While scrum has kept scrum roles and scrum artifacts lean, it has empowered teams on the ground to learn the art of performing scrum events. Are we keeping these events lean and Valuable?
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    7. Leverage "Lean Framework" to craft scrum events towards value generation. How to draw "AS-IS" and "TO-BE" Value stream management maps for two scrum events.
    8. Leverage "Lean framework" to help scrum teams to learn the art of performing scrum events through realizing value and enhancing their reach on "expected scrum patterns".
    9. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software” The term value is increasingly becoming starting point of what we do. We need to keep questioning everything we do using customer value generation as the yard stick

    Unless, we drive scrum events towards value generation by continuously eliminating waste/ anti patterns, there is no surprise that “Product owners and teams were just not willing and/or enthusiastic about Scrum best practices” as observed by "The 2015 state of scrum" report.

    This is where Lean-scrum could prove to be powerful...

     

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    Manish Chiniwalar - Workshop on Design Sprint - Concept to Confidence in less than 5 days

    960 Mins
    Workshop
    Intermediate

    How fast can you go from an Idea to Reality?

    From an idea to the time you validate your solution with real users - not friends and family, how long does it take?
    In case you are yet to start, how long should you take?

    Lean Startup is a buzz-word these days. And for a good reason too - it works! But, there may be times when you get hung-up trying to validate with methods like landing pages, MVPs, MVFs and Interviews. And before you know it, a month has passed by, trying to generate traffic to your landing pages, making sense of analytics and polishing your MVP. 

    The Google Ventures' Design Sprint is a framework for solving real-world problems through research, ideation, prototyping and talking to real users, in 5 days or less.

    How will Design Sprint help?

    • Focus. First off, design sprint will put you on the clock. 3-5 days of complete immersion. 
    • Build the right thing. Taking a Design Thinking approach inspired by IDEO, will help you look at the problem the way your customer would. Then user your teams creativity to solve it in unique ways. 
    • See the Truth. When you'll put the prototype to test in the hands of a real user, your team will see first-hand what works and what doesn't. It's the next best thing to reading your customer's minds.
    • With a couple of days still left in the week, you relax with a cup of Earl Grey tea and do some more thinking. Probably, get ready for the next sprint.

     

    When we conducted design sprints with our customers, we had some unexpected realizations:

    • We saw that the ownership and motivation in the team improved significantly.
      They were mindful about "why" they were working on the features they were working on.
    • Our customers would say, "This has completely changed the way I think about building products." 
      Going from a solution driven approach to problem-first approach and keeping the products very lean.