Agile at Mid-Scale - Net Objectives Portal · 2017-11-17 · Product Owner Onsite SPC Leading...

copyright (c) Net Objectives, Inc. All Rights Reserved.16 November 2017

1

Introducing FLow for Enterprise Transformations(FLEX)

Agile at Mid-Scale

© Copyright Net Objectives, Inc. All Rights Reserved 2

Al [email protected]

@AlShalloway

CEO, Founder

Co-founder of Lean-Systems SocietyCo-founder Lean-Kanban University Contributor to SAFe


2


Lean-Agile Enterprise

Business

Manage mentTeam

Lean ManagementProject Management

technicaltechnical

Lean for ExecutivesProduct Portfolio Management

Business Product OwnerProduct Owner

Onsite SPC Leading SAFe®Agile ArchitectureProduct Manager/PO

Leanban / Kanban / Scrum ATDD / TDD / Design Patterns

ASSESSMENTSCONSULTING

TRAININGCOACHING

[email protected]


GoalWhat you need to doHow you do it togetherWhat are your agreements

To Accomplish Something


3


What Are Our Options?• Framework• Figure it out


Common Organizational Structure

inspired by Dan North, BSC/ADP 2012

Marketing Product Management

Development Support


4


Typically Manage What they need to manage

Their people’s• utilization levels• productivity• the quality of work

Hierarchical


The Nature of Our Work


Development Support


5


We Manage Our People This Way

even though our value flows this way


Typically Manage What they should manage

Their people’s• utilization levels• productivity• the quality of work

Time-to-marketEco-System / visibilityEffects of upstream groups on their teamsEffects of their teams on downstream groups

Hierarchical vs. Lean Management


6


Time-to-Market


Development Support


how often does work wait?

Adding Value

Waiting

Adding Value Adding ValueAdding Value

Adding Value Adding Value

What percent of the time is our work moving forward?

How would you know?No one is managing this in most companies.

Waiting

How much of the time is it waiting for something else to be done?

Wai

ting

Adding Value

Adding Value

Adding Value

Adding Value

Waiting


Development Support


7


how much of what you do is

valuable?rework?


QUESTIONBetween getting requirements and using them?Between writing a bug and it being detected?Between two groups getting out of sync?Just waiting for someone?

What happens when adding value is delayed?


8


Getting Requirements

Testing

Programming

Design

Integration

Planning

Collaboration

Re-doing requirements

Working from old requirements

“Fixing” bugs

“Integration” errors

Deployment

Building unneeded features

Overbuilding frameworks

What Work Do You Do?

TrainingDocumentation

Essentially

components

Essentially duplicating

componentsWhat percentage of your time do you spend on the left? Write it down.


too many projects

projects too large

value delivered too late

the more we pushthe more we fall behind


9


here’s a here’s a spot!

…and …and another!

Operating a product development process near full utilization is an economic disaster. Don Reinertsen


The Whole Picture


Development Support


10


Legacy Organization: Matrix Resources to Projects

Project 1

Project 2

Project 3

Project 4

Project N


Let’s Create a Pilot Project

Project 1

Project 2

%

Project 3

Project 4

Project N

Business Analyst, Architect, Usability Expert, Developer, Developer, Tester, Project Manager

Expert

Just creating a cross-functional, co-located team you will improve

3x without changing your process.While it may be successful as a pilot, it will likely not

be sustainable.


11


When your value stream just consists of a team, local optimization is global optimization. – Don Reinertsen



12

23© Copyright Net Objectives, Inc. All Rights Reserved 23

Hierarchy Vs Value Stream We manage one way but our work flows another way We must take our focus off our people and onto our workflow Delays in workflow, feedback and detecting errors cause waste Scrum only focuses on part of the value stream

Please contact me: [email protected]


STAKEHOLDER

STAKEHOLDER

PRODUCT MANAGER

Selecting the Value We Want to Add

STAKEHOLDER

Implementation

PRODUCT OWNER

Business Backlog

Program Backlog

Team Backlogs

Integration Ops

Release


13


STAKEHOLDER

STAKEHOLDER

STAKEHOLDER

Implementation

Business Backlog

Program Backlog

Team Backlogs

Integration Ops

ReleaseSelect the Value We

Want to Realize

“integration” errors

Insufficient collaboration

Some people are constraints

Teams not understanding the business needsOps being blindsided and pulled in many directions

Working on too many thingsLack of visibility

High Technical

DebtNot properly

prioritized

Chunks of work too big

PRODUCT MANAGER

PRODUCT OWNER


STAKEHOLDER

STAKEHOLDER

STAKEHOLDER

Implementation

Business Backlog

Program Backlog

Team Backlogs

Integration Ops


Want to Realize






High Technical

DebtNot properly

prioritized


PRODUCT MANAGER

PRODUCT OWNER

Manage Work in Process

Properly sequence

work

Continuously integrate or use mocks

Use MBIs

Consistent cadenceShared Backlogs

Improved eco-systems

Create Visibility

Use Team-Agility

Create line of sight from MBIs to storiesFully Use DevOps

Use patterns thinking, TDD &

automated testing


14


STAKEHOLDER

STAKEHOLDER

STAKEHOLDER

Implementation

Business Backlog

Program Backlog

Team Backlogs

Integration Ops


Want to Realize






High Technical

DebtNot properly

prioritized


PRODUCT MANAGER

PRODUCT OWNER

Other FactorsThe Role of Management

Systems Thinking

Culture

Alignment


15


Where Do We Start?Factors to consider:• Ease of implementation

• Difficulty of step• How it affects culture

• How starting with this affects following actions• Trim-tabs


How Do We Know If Changes We Make Are An Improvement?


16


Value Stream ImpedanceValue Stream Impedance (VSI) is a quantitative measure of the resistance to value being delivered in a value stream.Impedance often creates delays in workflow, feedback and using information which creates more work which creates more delays.Impedance that slows us down is not as bad as the impedance which creates additional work that we now have to do, work that could have been avoidedSymptoms of high impedance• People not being available when needed• Building the wrong things• Integration errors• Long time to feedback(Note: Some symptoms are also causes)


Factors Correlated With Value Stream ImpedanceNumber and size of work in processThe extent to which people in a value stream not working togetherThe distance (time, geographically and managerially located) between people working togetherValidating work after it’s completed instead of via design or upfrontHaving more work in process (WIP) beyond capacityToo little automationLong feedback cyclesThe disparity between management structure and the way the real work takes place


17


2+2=???

1

Case StudyCoordinating Teams


Overall Team Organization

Product Line B applications

Component Team for Product Line B

applications

System-Wide Component Team

Component Team for Product Line A

applications

Product Line A applications


18


Teams on a Project

System-Wide Component Team

Product Line B applications

Component Team for Product Line B

applications

Product Line A applications

Component Team for Product Line A

applications


MBI

Split MBI according to Teams

Teams split according to components

Teams work on their parts Teams work on

their part until done

MBI

Eventually integrating them together

Feedback times for: TeamAcross teamsCustomer

Progress bar2 weeks6 weeks8 weeks


19


Principles to Guide UsDon’t optimize locallyFocus on business value deliveryFlow is about value, not within a groupAvoid delays within teams and across teams


PO

RT

FO

LIO

Inpu

t

Priority Planning Staging Ready to Pull

CONTEXT OF THE SOLUTION

DecisionHigh enough business value?

DecisionTechnically feasible, sufficient ROI?

Itera

tion

0 IterativeDevelopment

IncrementalDeployment

Support & Feedback

DecisionReady to release?

DecisionIs there capacity?

Define acceptance criteria and feature sequence

Build iteratively, deploy incrementally

Review business value , approve, and prioritize

Define value increments and sequence

Define product backlog

BUSINESS DISCOVERY / BUSINESS DELIVERYIterative

Development

Iterative Development

Iterative DevelopmentSh

ared

Bac

klog

Inte

grat

ion

Trai

n


20


MBISplit MBI

into sub-features

Teams still organized around components

Teams work on their part but now in a coordinated fashion

After each iteration, teams integrate their components

MBI

Progress bar

Integration still required but takes much less time

Feedback times for: TeamAcross teamsCustomer

2 weeks2 weeks2 weeks


Separate teams must be guided from business value Teams will not necessarily coordinate themselves Local optimization at the expense of global optimization is not a

good thing

Please contact me: [email protected]

Multiple Teams


21


Guardrails

Drive from Business Value

Collaborate across

boundaries

Make all work visible

Increase Predictability

Keep WIP within capacity

Improve continuously


Guardrails Fit into a Larger System

AssessmentWhere are we?

What problems do we need to solve?

Determine Where to

StartWhat are the challenges we

must first solve

GuardrailsWhat have we

agreed to?

MetricsHow are we

doing?What’s next?

ImproveDo what we’re doing better

Look for improvements to our methods

Inspect & AdaptHow can we do these

practices better?

Modify Your Framework as NeededConsider new actions by challenging

assumptions you made based on results achieved

How well are we doing?

Are we keeping our agreements?


22


In Essence: Provide An initial solution after seeing what problems have to be solvedMeasures to see how people are doingA way to improve what they are doingA way to select different (better) things to do

This process results in an emerging framework so there is always clarity which provides a foundation for learning


See what you are doing, understand intents, see challenges, then come up with solutions

Properly sequence work. This requires use of MBIs Decompose work from MBIs to Stories with ATDD create line of sight from

business through ops Create visibility across the value stream Manage WIP Use team agility Have a consistent cadence with shared backlogs when useful Improve eco-systems Use Patterns thinking, TDD and automated testing Fully use DevOps Role of managementPlease contact me: [email protected]

FLEX: FLow for Enterprise Transformations


23


Lean-Agile Enterprise

Business

Manage mentTeam

Lean ManagementProject Management

technicaltechnical

Lean for ExecutivesProduct Portfolio Management

Business Product OwnerProduct Owner

Onsite SPC Leading SAFe®Agile ArchitectureProduct Manager/PO

Leanban / Kanban / Scrum ATDD / TDD / Design Patterns

ASSESSMENTSCONSULTING

TRAININGCOACHING

[email protected]

Date post:	14-Jul-2020
Category:	Documents
Upload:	others
View:	3 times
Download:	0 times

Agile at Mid-Scale - Net Objectives Portal · 2017-11-17 · Product Owner Onsite SPC Leading...

Documents