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why_should_we_start_without_doing_a_complete_analysis [2016/06/21 17:24] – created hpsamioswhy_should_we_start_without_doing_a_complete_analysis [2016/06/22 13:20] hpsamios
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 But here is the rub. While you are doing all that analysis, you are not producing running code. Now if go back to the idea of [[how_does_the_agile_approach_allow_us_to_deliver_early|delivering high value items first]], there is another effect. But here is the rub. While you are doing all that analysis, you are not producing running code. Now if go back to the idea of [[how_does_the_agile_approach_allow_us_to_deliver_early|delivering high value items first]], there is another effect.
  
-{{:just_start.jpeg?500 |}}+{{ :just_start.jpeg?500 |}}
  
 Take a look at the diagram. This is the same diagram in as before for a fictitious project. On it we see the the value delivered by an agile project doing highest value first. Compare this with a project where we do up front analysis before we start working any value delivery. How much time do you spend on detailed requirements? Industry statistics indicate that this could be anywhere from 30-50% of the total project time. What about financial analysis and all the details required to get through a "start project" phase gate? How much does that add the total project time?  Take a look at the diagram. This is the same diagram in as before for a fictitious project. On it we see the the value delivered by an agile project doing highest value first. Compare this with a project where we do up front analysis before we start working any value delivery. How much time do you spend on detailed requirements? Industry statistics indicate that this could be anywhere from 30-50% of the total project time. What about financial analysis and all the details required to get through a "start project" phase gate? How much does that add the total project time? 
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 Of course not.  Of course not. 
  
-This is not to say that we don't do approval for work when we take on an agile approach. Of course we do. We just minimize the analysis based on what is realistically possible, then start working anything that gets through while using [[blog:how_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late|fast feedback]] to adjust the course we are heading based on latest information.+This is not to say that we don't do approval for work when we take on an agile approach. Of course we do. We just minimize the analysis based on what is realistically possible, then start working anything that gets through while using [[blog:how_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late|fast feedback]] to adjust the course we are heading based on latest information. In particular, we end up making more smaller bets based on current information, perhaps releasing money every quarter instead of developing a "committed plan" for years in advance. 
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 +And yes, I understand, this is a change in the thinking. It will probably mean you will have to get the finance people, the business people, and the marketing folks involved in the change in thinking process. But given the economic benefits that could result, isn't the change worth the effort?
  
  
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