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Or, how to use the value stream to “poke the box”
Understanding What Is Needed For Agile at Scale By Looking at the Value Stream
Al ShallowayCEO, Enterprise Consultant
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Al ShallowayCEO, Founder
@AlShalloway
Co-founder of Lean-Systems SocietyCo-founder Lean-Kanban University Contributor to SAFe
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ASSESSMENTSCONSULTING
TRAININGCOACHING
Lean ManagementProject Management
technical
Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner
Leanban / Kanban / Scrum ATDD / TDD / Design Patterns
Onsite SPC Leading SAFe®Agile ArchitectureProduct Manager/PO
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Thus, the task is not so much to see what no one yet has seen, but to think what nobody yet has thought about that which everybody sees.
Schopenhauer
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Agenda
1. Business Agility
2. The Value Stream
3. Why Delays Cause Waste
4. MVPs vs. MBIs
5. Achieving Business Agility
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DEFINITION
The realization of the highest business value in a shorter amount of time, predictably, sustainably, and with high quality.
By working in small delivery increments we continuously adjust to what is needed – enabling change to direction at low cost.
Goal and Benefit of Business Agility
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Value must be defined by the business stakeholders and is unique to the business.
This definition is the basis for business initiatives.
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Agenda
1. Business Agility
2. The Value Stream
3. Why Delays Cause Waste
4. MVPs vs. MBIs
5. Achieving Business Agility
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Common Organizational Structure
inspired by Dan North, BSC/ADP 2012
Marketing Product Management
Development Support
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The Nature of Our Work
Marketing Product Management
Development Support
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We Manage Our People this Way
even though our value flows this way
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Time-to-Market
Marketing Product Management
Development Support
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Time-to-Market
Marketing Product Management
Development Support
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Agenda
1. Business Agility
2. The Value Stream
3. Why Delays Cause Waste
4. MVPs vs. MBIs
5. Achieving Business Agility
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How often does work wait?
Adding Value
Waiting
Adding Value Adding Value
Adding 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
tin
g
Adding Value
Adding Value
Adding Value
Adding Value
Waiting
Marketing Product Management
Development Support
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too many projects
projects are too large
value delivered too late
the more we pushthe more we fall behind
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The Whole Picture
Marketing Product Management
Development Support
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You don't define value streams… You map them.
Manage flow and reorganize your talent to
reduce time from concept to value realization
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Lean shifts us from looking at people to looking at the value streams and the workflow to removedelays
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Agenda
1. Business Agility
2. The Value Stream
3. Why Delays Cause Waste
4. MVPs vs. MBIs
5. Achieving Business Agility
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The Minimum Viable ProductGeared towards startups building products for early adopters.
First time a product/service is released.
Usually built by a small team that can pivot.
What do you do when:• You are an established company?• It is an enhancement to an existing product/service?• The teams required to build it are not aligned?
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DEFINITION
The minimum amount of business value that can be built, deployed and consumed that makes sense from a business perspective
Minimum Business Increment (MBI)
Mark Denne and Jane Cleland-Huang Software by Numbers
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An MBI is not a reason to deliver less.
It is a reason to deliver sooner.
It must contain all that is needed for value realization.
It provides something to alignaround.
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actions to realize intentwhat to do and how
intentwhat to achieve and why
auto
no
my
alignment
the more alignmentyou have, the more autonomyyou can grant
Stephen BungayArt of Action
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There’s nothing quite so useless, as doing with great efficiency, something that should not be done at all.
-Peter Drucker
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Your team has three projects. Each will take the entire team one month and delivers one unit of value.
Plot value delivery curves for two different scenarios.
Project A
Project B
Project C
time
Scenario 2: Doing the projects in parallel (simultaneously). Assume 20% task switching overhead for each team member.
Scenario 1: Doing the projects serially.
Project A Project B Project C
time
Exercise: Value Delivery
TIME: 10 MINUTES
time
valu
e
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Why MBIs are so useful
time
valu
e
A
B
SERIAL
time
valu
e
PARALLEL
C
time
valu
e
SERIAL MBIs
A
B
C
A
B
C
A
B
C
time
valu
e
PARALLELMBIs
A
B
C
A
B
C
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There is more value created with overall alignment than with local excellence.
Don Reinertsen
Visualize the result and allow teams to form their own solutions.
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SerialParallel
risk
value
valuerisk
Time Time
What risks do these approaches lower?
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incrementally realizing Business Value evolving the system
risk
value
valuerisk
Time Time
What risks do these approaches lower?
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AgilityBusiness Value Increments not Development Cycles
is about
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Viewing SAFe® from a Value Stream Perspective
1. Business Agility
2. The Value Stream
3. Why Delays Cause Waste
4. MVPs vs. MBIs
5. Creating Context Across the Value Stream
6. Achieving Business Agility
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Portfolio
Large Solution
Program
Team
Enterprise
Solutions Backlog
CapabilitiesEnablers
OPSSUPPORT
MARKETINGSHARED
SERVICES
Note: Feedback loops are not shown but are present throughout the value stream
ENTERPRISE ARCHITECT
LEAN PORTFOLIO
MANAGEMENT
SYSTEM ARCHITECT
PLAN-NING
IMPLEMENTATION & INTEGRATION RELEASE
STRATEGIC PLANNING
Solutions
Program BacklogMMFs,
Features,Enablers
Portfolio Backlog
EpicsSolutions, MVPs
Enablers
SOLUTION TRAIN
ENGINEER
Value stream
strategic themes
TECHNOLOGY STAKEHOLDER
OTHER STAKEHOLDER
BUSINESS STAKEHOLDER
SOLUTION MGNT
SOLUTION ARCHI/ENG
PRODUCT MANAGER
PRODUCT OWNER
RTE
SAFe®
Team BacklogsFeatures, stories,
Enablers
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OPSSUPPORT
MARKETINGSHARED
SERVICES
ENTERPRISE ARCHITECT
LEAN PORTFOLIO
MANAGEMENT
SYSTEM ARCHITECT
PLAN-NING
IMPLEMENTATION & INTEGRATION
RELEASE
STRATEGIC PLANNING LEAN-AGILE PRODUCT MANAGEMENT
Solutions
Solutions Train
SOLUTION TRAIN
ENGINEER
Value stream
strategic themes
TECHNOLOGY STAKEHOLDER
BUSINESS STAKEHOLDER
SOLUTION MGNT
SOLUTION ARCHI/ENG
PRODUCT MANAGER
PRODUCT OWNER
RTE
SAFe®
OTHER STAKEHOLDER
Solutions Backlog
CapabilitiesEnablers
Program BacklogMMFs,
Features,Enablers
Portfolio Backlog
EpicsSolutions, MVPs
Enablers
Team BacklogsFeatures, stories,
Enablers
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OPSSUPPORT
MARKETINGSHARED
SERVICES
ENTERPRISE ARCHITECT
LEAN PORTFOLIO
MANAGEMENT
SYSTEM ARCHITECT
PLAN-NING
IMPLEMENTATION & INTEGRATION
RELEASE
STRATEGIC PLANNING LEAN-AGILE PRODUCT MANAGEMENT
Solutions
Solutions Train
SOLUTION TRAIN
ENGINEER
Value stream
strategic themes
TECHNOLOGY STAKEHOLDER
BUSINESS STAKEHOLDER
SOLUTION MGNT
SOLUTION ARCHI/ENG
PRODUCT MANAGER
PRODUCT OWNER
RTE
OTHER STAKEHOLDER
Solutions Backlog
CapabilitiesEnablers
Program BacklogMMFs,
Features,Enablers
Portfolio Backlog
EpicsSolutions, MVPs
Enablers
Team BacklogsFeatures, stories,
Enablers
SAFe®
strategic themes
What to invest in
InitiativesMBI Backlog
MBIs
PortfolioBusiness
Increments
BUSINESS ARCHITECT
FLEX with MBIsAPPLICATION
DEV MGRTECHNOLOGY
DELIVERY MANAGER
Technology Delivery Manager can be thought
of as a combination of the RTE & STE roles.
Application Development Manager
encompasses the solutions roles in SAFe
Program BacklogFeaturesEnablers
Business Architect attends to the relationship
between new offerings and existing capabilities
SAFe®
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“A system must be managed. It will not manage itself. Left to themselves, components become selfish, competitive, independent profit centers, and thus destroy the system … The secret is cooperation between components toward the aim of the organization.”
—W. Edwards Deming
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Viewing SAFe® from a Value Stream Perspective
✓ Value streams are mapped, not defined
✓ Useful for seeing context of downstream items
✓ MBIs are useful concepts to encapsulate solutions, MVPs, MMFs, capabilities, enablers
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ASSESSMENTSCONSULTING
TRAININGCOACHING
Lean ManagementProject Management
technical
Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner
Leanban / Kanban / Scrum ATDD / TDD / Design Patterns
Onsite SPC Leading SAFe®Agile ArchitectureProduct Manager/PO