Time
3 hours 55 minutes
Difficulty
Intermediate
CEU/CPE
4

Video Transcription

00:02
hello and welcome to lessen 5.5 minimum viable product and value delivery, Part two.
00:09
So I think we're gonna talk about the second dirty little secret of Agile. The first dirty little secret, as you recall from a previous video, is the fact that we have this non methodology
00:23
thing that's gonna focus on working product over all of these different processes.
00:29
And then we developed methodologies for them and start to lock people into a specific methodology, which is the antithesis to add jobs. That's the first very secret.
00:39
The second dirty little secret about agile
00:42
is gold plating
00:44
the idea of gold plating.
00:46
So let's talk about this. What is gold plating? So in PM eyes definition,
00:53
they equate gold plating or adding
00:56
additional extraneous features that are not part of that minimum viable product
01:03
with what's known as scope creep. So in traditional project management, Project Man in jurors
01:08
are
01:10
for better for worse, judged basically on their ability to turn in a project
01:15
on time on budget, Unscheduled
01:19
I'm sorry, hon. Time on budget and meet the performance criteria that the project has. It's known as the triple constraints.
01:26
So
01:27
when you if you were a project sponsor and you came to me and you said, Hey, wouldn't it be cool if we could do X, Y and Z?
01:37
I'm looking at you automatically with a little bit of distrust, because what I see is
01:42
story
01:45
and where a lot of projects failed. Mere fact. Almost half of all projects fail, especially the big ones is they failed because the project manager is unable to manage that scope creep
01:56
and the project because it goes on and on forever. The budget gets blown out of proportion, and you end up basically running out of time and money
02:07
to deliver all of these items. And you either have to drastically reduce hope
02:12
or do some other type of remediation technique to get the project back on track.
02:16
Um,
02:17
probably the most notable exception of this is aircraft projects. Well, if you look at the F 35 for the U. S. Government and how far over budget, it's become a swell as the Boeing Airbus one of those case studies and what not to do in project management.
02:35
Um, and some of the things that they
02:38
did and created that the causes projects have failed but a lot of that is based on the scope, creep, inability to manage scope.
02:46
So here we come along and gel shows up
02:51
and Angela says, Hey,
02:53
we're going to continuously add new things to the product backlog as the project is ongoing
03:01
And some organizations basically never let the project end because as long as there's items in the backlog, the projects still ongoing. And this is where the idea of gold plating
03:15
an agile together get a really bad rap because because
03:23
to a traditional project manager, the idea of adding new changes to the project on a daily weekly basis creates never ending project. And if the never ending project, then
03:35
you're not doing your job as a project manager.
03:38
So agile projects have a really bad
03:42
reputation
03:44
in some organisations and areas for cost cost management. It's like I I just take this money and I poured into a bucket
03:53
day in, day out, year in, year out,
03:54
and I'm not really seeing the value. So remember we talked about business value in the previous video.
04:01
This is where agile can go off the rails. So if you don't understand and focus on that minimum viable project or product
04:12
and where the value delivery is and how we're delivering value to the organization.
04:17
Then the business owners and the customers are gonna look at this as a black hole that report a bunch of money into and nothing good came of it. So how do we prevent that? How do we set ourselves up for success and prevent
04:32
the idea that we're gold plating all this stuff and we're not actually bringing value? Well,
04:39
a couple things. One,
04:42
the infamous Project charter. And if you've ever watched any of my other videos, I tend to harp on the project charter quite a bit because it's the
04:48
most important but least understood
04:53
and enforced part of project management getting that sponsor to sign off on the project charter.
04:59
That helps tremendously. And the reason why that is,
05:02
as you can imagine, the project sponsor much like you. If you're building your own home
05:09
once everything under the sun. If you can give me cool stuff and I don't have to pay for it, then I want the cool stuff. I want as much
05:16
things as much cool features as I can possibly get for my dollar and there's nothing wrong with that. That's that is a good project sponsor or product sponsor
05:27
or product owner. In the case of Agile Horse from, that's what they should want. I want everything right
05:32
because it's their money at work.
05:35
But if you spend some time and some energy getting that project charter understood
05:43
in the case of an Angela Project, having that include those minimum viable product features
05:48
and have an iterative requirements traceability, matrix, meaning
05:54
every time we go to add items to the backlog,
05:58
what requirement or what minimum buyable product or what deliver verbal that they're some of these terms of interchangeable. But what strategic value driven thing
06:10
is this feature going to provide to me?
06:14
And if the answer is none, it would just be really cool.
06:16
Then I see where PM eyes coming from when they say that its scope creep and we shouldn't be doing it if you really shouldn't be doing work that the customer not gonna value or the business is not going to value just because you can't gash or a school,
06:30
but as a waste of time.
06:31
However, if an item comes into the product backlog and you have a good requirements traceability, matrix, and you can show how that item is going to bring value to the organization. Then that's something that you really do want to add.
06:46
So
06:47
there's a way of managing an agile project that's not necessarily super common today. Where you are providing project governance is not just a black hole where the developers go into a room and get to do whatever they want.
07:02
And if we we do our job in the planning phase and set up, our features are minimum. I'm sorry, set up our minimum viable product features
07:13
our should have features or would like to have features. And we prioritize things correctly. And on top of all that, we understand the business value that those futures bring
07:24
each time a new one is added to the backlog, then we can
07:29
prevented
07:30
what
07:30
gold plating really is, which is features that the customer doesn't value,
07:35
not necessarily scope free. So agile. We want some scope tree
07:41
because we want new ideas to be brought forward during the project execution phase so that we can act on them. Act on reality when things change
07:50
but we don't want
07:51
is features that bring the organization or the customer no value. So that's the difference between gold plating as his
08:01
commonly understood in the PM My world and how it applies to agile and
08:07
true gold plating, which is adding extraneous features to a project and burning resource is on them when not even the customer values them.
08:18
So I lost. I love this picture is hilarious.
08:22
Um,
08:22
but that's kind of gold. So if it has organizational value, we want the scope creep. It doesn't have organisational value, and we don't want the scope creep, even an agile. We have a limited amount of scope because the iron triangle of project management is still a real thing.
08:39
So in today's video, we discussed gold plating and the issues that gold plating bring to
08:46
agile and how it has a bad reputation and how we want to prevent that. Plus, I showed you a pretty hilarious picture.
08:52
Uh, so anyway, when I think everybody and I will see you in the next video

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