Agile v agility_v4_md

Marc DanzigerCDO, Enterprise Consultant

Agile v. Agility – And Growth

- Your name- Your company- Your superpower

Introductions

© Copyright Net Objectives, Inc. All Rights Reserved 3

Marc Danziger

[email protected]

CDO, Enterprise Consultant

Chief Delivery Officer Marc Danziger is the Chief Delivery Officer of Net Objectives. With over 20 years of experience, Marc is a leading practitioner in project and program management, project rescue, product portfolio management, SAFe, Scrum and business architecture. He helps companies transform to Lean and Agile enterprises.

He has a Masters in Planning Theory from U.C. Berkeley where he studied with the originators of the concepts of Wicked Problems and Design Patterns.

mailto:[email protected]


Lean ManagementProject Management

Kanban / Scrum ATDD / TDD / Design Patterns

technical

ASSESSMENTS

CONSULTING

TRAINING

COACHING

Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner

Onsite SPC Leading SAFe

SAFe ArchitecturePM/PO


Agile is about practices

s

*Sprint = Iteration

• PM• POs • POs

• Users

• POs• Users• BAs

• PM• POs

• PM


Agility is about overall control and responsiveness


Agile | Lean Principles

• Take a systems view• Limit WIP• Manage batch size• Build short feedback loops• Create / support persistent cross functional teams• Decentralize decision making• Develop talent


BUSINESS AGILITY

BUSINESS INCREMENTS

PRIORITY AND SEQUENCE

RELEASE PLANNING

Business


MANAGEMENT AGILITY

CONTINUOUS FEED OF BUSINESS VALUE

MANAGING THE FLOW OF WORK

WIP MANAGEMENT

Management


ADAPTIVE MANAGEMENTIDENTIFYING IMPEDIMENTS AND DELAY

CONTINUOUS ORGINIZATIONAL IMPROVEMENT

WORKING ON AS WELL AS IN

Management


TEAM AGILITY

SELF ORGANIZATION

SPEED OF PRODUCING QUALITY

BUSINESS INCREMENTS

Team


TECHNICAL AGILITY

BEST ENGINEERING PRACTICES

TDD, DESIGN PATTERNS, EMERGENT

DESIGN, CONTINUOUS INTEGRATION, REFACTORING

CONTINUOUS IMPROVEMENT

Team


ENTERPRISE AGILITY

FREQUENT INCREMENTAL

DELIVERY

TIGHT COUPLING OF STRATEGY AND

DELIVERY

RESPONSIVE TO CHANGE

EnterpriseAgility


Lean is based on the idea that delay is the root problem.

…let’s discuss


1. Identify the actions taken in the value stream

ApproveRequest Reqts Sign Off

Review Deploy

Analysis

Design Code Test


120 hrs` 280 hrs 240 hrs 8 hrs2 hrs

1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?

ApproveRequest Reqts Sign Off

Review Deploy

Analysis

Design Code Test

0.5 hrs 160 hrs8 hrs 8 hrs 100 hrs



1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?

Approve

.1 / 7.9 hrs

Request

0.5 / 0.0 hr

Reqts

60 / 100 hrs

Sign Off

1 / 7 hrs

Review

2 / 0 hrs

Deploy

3 / 5 hrs

Analysis

40 / 600 hrs

Design

40 / 80 hrs

Code

80 / 200 hrs

Test

40 / 200 hrs



80 hrs320 hrs 80 hrs 320 hrs

80 hrs

160 hrs 80 hrs 80 hrs 80 hrs

1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions


Approve

.1 / 7.9 hrs

Request

0.5 / 0.0 hr

Reqts

60 / 100 hrs

Sign Off

1 / 7 hrs

Review

2 / 0 hrs

Deploy

3 / 5 hrs

Analysis

40 / 600 hrs

Design

40 / 80 hrs

Code

80 / 200 hrs

Test

40 / 200 hrs




80 hrs



1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions5. Identify any loop backs required

65% defectiveRepeat 3X

20% rejectedRepeat 1X

Approve

.1 / 7.9 hrs

Request

0.5 / 0.0 hr

Reqts

60 / 100 hrs

Sign Off

1 / 7 hrs

Review

2 / 0 hrs

Deploy

3 / 5 hrs

Analysis

40 / 600 hrs

Design

40 / 80 hrs

Code

80 / 200 hrs

Test

40 / 200 hrs



1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?3. What was the average time working on this vs working on other things?4. Identify time between actions5. Identify any loop backs required6. Calculate % time worked


80 hrs


0.5 hrs 160 hrs8 hrs 8 hrs

120 hrs` 280 hrs 240 hrs

100 hrs

8 hrs2 hrs



Avg Time Worked Total Cycle Time

% time worked = 14.9%509 hrs

3433 hrs

509 hrs

3433 hrs

Avg Time Worked Total Cycle Time

Approve

.1 / 7.9 hrs

Request

0.5 / 0.0 hr

Reqts

60 / 100 hrs

Sign Off

1 / 7 hrs

Review

2 / 0 hrs

Deploy

3 / 5 hrs

Analysis

40 / 600 hrs

Design

40 / 80 hrs

Code

80 / 200 hrs

Test

40 / 200 hrs

Approve.1 / 7.9 hrs

Request0.5 / 0.0 hrs

Reqts60 / 100 hrs

Sign Off1 / 7 hrs

Review 2 / 0 hrs

Deploy3 / 5 hrs

Analysis40 / 60 hrs

Design40 / 80 hrs

Code80 / 200 hrs

Test40 / 200 hrs

0.5 hrs 160 hrs8 hrs 8 hrs

120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs


160 hrs 80 hrs 80 hrs



80 hrs

80 hrs



80 hrs



Approve

0.1 / 7.9 hrs

Request

0.5 / 0.0 hr

Reqts

60 / 100 hrs

Sign Off

1 / 7 hrs

Review

2 / 0 hrs

Deploy

3 / 5 hrs

Analysis

40 / 60 hrs

Design

40 / 80 hrs

Code

80 / 200 hrs

Test

40 /200 hrs




160 hrs 80 hrs 80 hrs



80 hrs

80 hrs

Eliminating delays between

what you do

Getting better at what you do

Which gives a better return?

0.5 hrs 8 hrs 8 hrs 100 hrs160 hrs


Delay has three non-obvious causes.(along with a bunch of obvious ones)

• Batch Size

• Work In Progress

• Multitasking


What’s batch size?


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Req

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An

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Rea

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for

Des

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Des

ign

Rea

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Rev

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Rev

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Rea

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Co

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Test

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Rea

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Dep

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Dep

loy

Do

ne

Sign

Off

.1 60 1 40 40 2 80 40 3320 8 80 160 320 8 80 100 80 120 160 2 80 280 80 240 80 8

-------------------------------------- Development Team ---------------------------------------- Product Managers --

map value stream to kanban board


What’s multitasking?

…really?

We all live it.

Because we focus on utilization / busyness, more than getting stuff done.


Costs of Interrupting a Team

What we think will happen What does happen

Current state

Rework

Overhead

Planned Work

Rework

Overhead

Planned Work

New Features

Rework

Overhead

Planned Work

New Features

Extra work

The cost of interrupting a team is not just the delay of other work, it is the additional work it creates that would otherwise not have to be done.


How We Manage People


here’s a spot!

…and another!

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

Don Reinertsen


QUESTION

What is our goal?That is, what must we make sure we are doing in order to be successful?

…FINISHING. Nothing else matters.


Source: Standish GroupStudy of 2000 projects at 1000 companies

Usage of Features and Functions in Typical System

WASTEand the

DELAY OF VALUE


Inp

ut

Priority

BUSINESS DISCOVERY BUSINESS DELIVERY

Planning Staging Ready to Pull

c h u n k i n g s l i c i n g

DecisionHigh enough business value?

DecisionTechnically feasible, sufficient ROI?

Iter

atio

n

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

The Value Stream

Doing“Left of Do”


1 2 3

but incrementing calls for a fully formed idea

courtesy Jeff Patton

“incrementing” builds a bit at a time...


1 2 3

to allow you to move from vague idea to realization

courtesy Jeff Patton

“iterating” builds a rough version, validates it, then slowly builds up quality…


Program: Straight Through ProcessingValue Criteria

Improve Operations

Increase capacity for handling transactions

Customer Satisfaction

Shorten resolution time

Reduce Cost Reduce manual processing cost (headcount)

SynopsisCustomer transactions/requests/issues/problems are handled by process associates in the customer service area. The volume of transactions which need to be resolved on a daily basis is nearing the capacity of what can be handled within a 24 hour period; in addition, resolution time is longer due to the manual effort involved in resolving the problem.

The company is committed to investing in technology which would automate (no touch) current manual processes, handle more requests in a shorter amount of time, with a reduced number of process associates.

Investment

Budget $20M

Payback / ROI 1-3 years


Business Backlog for STPProgram: No touch STP

High Low

Plan Setup Ent. Data Workflow Auto. STP

Bus Inc

Bus Inc

Bus Inc

Bus Inc

Bus Inc…

9 months

Plan Setup

Ent. Data

Workflow

Auto. STP

80% 10% 10%

6 months!

4 months

1 month of a dev team’s vs.

Realizing value 3 months sooner!


UX

Client

Server

DB schema

C

System Evolution vs. Business Evolution

Iterative = Start with what we know, implement some, show the customer, adjustIncremental= Feature Driven ... Value in short cycles ... Slices vs. Layers

BIG Batch

11

small Incremental

VALUE2 3

MORE BusinessVALUE ... OR DONE

C

UX

Client

Server

DB schema

4 ... 50

Iterative Business Slices


Time to add new high value functionality

Time Spent Fixing Bugs Within and Across Systems

Time lost to building things of less importance

Time Available for New Features

Years in future

Current ??? Years?

% o

f ca

pac

ity

Maximum capacity of the team

Leadership in Transition to Lean | Agile (or anything else)

• Transition as work• Need for exceptional, shared clarity of vision and process about

values and about transition• Organizational change naturally follows process change• Wash, rinse, repeat – you’re never finished


There is more value created with overall alignment that with local excellence.

- Don Reinertsen

Visualize the result, allow teams to form their own solutions.


Observations Related To Moral Conflict

No fixed recipes for organization,

communications, tactics, leadership, etc.

Wide freedom for subordinates to exercise

imagination and initiative – yet harmonize

within intent of superior commanders.

Heavy reliance upon moral (human values)

instead of material superiority as basis for

cohesion and ultimate success.

Commanders must create a bond and breadth

of experience based upon trust – not mistrust –

for cohesion.

- John Boyd, “Patterns of Conflict” slide 118

Date post:	12-Apr-2017
Category:	Software
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