Lean/Agile Basics and Essentials April 18 th Results Washington Agile Friday Webinar University of...
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Transcript of Lean/Agile Basics and Essentials April 18 th Results Washington Agile Friday Webinar University of...
Lean/Agile Basics and Essentials
April 18th Results Washington Agile Friday Webinar
University of Washington
Jeanne Marie Isola
Director Finance Program UW-IT Role: Sponsor, Driver, VisionaryLeadership Strength: Strategic Thinking
Alan Chedalawada
President Net Objectives
Role: Trainer, SenseiStrength Domain: Influencing
Gwen Trentham
Project Manager Finance Program UW-IT
Role: Subject Matter Expert, CoachStrength Domain: Executing
Maureen Noonan
Org Dev Specialist Organizational Development UW-IT
Role: Governance, CoachStrength Domain: Relationship-Building
Source: Standish GroupStudy of 2000 projects at 1000 companies
Usage of Features and Functions in Typical System
WASTE and the
DELAY OF VALUE
Agilityfocuses on value
Lean principles and Agile practices focused on producing Business value
Agility is about Business Value Increments, not development cycles
Business
Value
Business
ManagementTeam
MAKE
VALUE
FLOW
technical
Business Value The single focus for
PriorityProgressWork management
AGILE provides framework and practices for producing increments of functionality
LEAN provides principles and practices which enable defining and prioritizing increments of highest Business value
Inpu
t
Priority Planning Staging Ready to Pull Ite
ratio
n 0 Iterative
DevelopmentIncrementalDeployment
Support & Feedback
ITERATIVE AGILE
e m p i r i ca l
value stream
LEAN-AGILE
Only work on something that has Business value and you know how to achieve it
Only start something you know you can finish (uninterrupted)
Have a quick ‘Discovery’ process to enable the above 2 things
Lean Thinking
high utilization throughput
Focus on speed of Producing ValueNot on utilizing an individual persons capacity
Lean-Agile Software Development
Optimize the WholeEliminate WasteBuild Quality In Deliver Fast Defer Commitment
Key Principles
Create Knowledge Empower PeopleFocus on Flow (of Value)Continually Improve
discover next increment
discover how to build it and implement it
realize it
BusinessValue
you cannot build the right thing if you have not discovered it first!
Things to Discover…• Business Value (ROI)• Priority & Sequence• Business Value
increments• Acceptance / Validation
Criteria• How to build it• What resources are
needed• How to implement it
Business
Why is this valuable?
Goals
Business Value criteria
Success metrics
Message map
Segments / audience
Product Vision
Budget
define
Team
How to achieve that value?
BVIs prioritized by Business Value
Prioritized business features
Scenarios / Personas
Validation approach & acceptance criteria
submit to team
IT & Business
What is best way to deliver that value ?
Business capabilities
Workflows
Process models / maps
Scenarios
design
Portfolios
Programs
Projects
Book of WorkRolling ReleasesLevels 1, 2, & 3
Program BacklogReleases
Multiple Teams
Product BacklogIterations
Whole Team
Lean
-Agi
le
Fram
ewor
kSc
aled
Ag
ile
Fram
ewor
k
LA
Itera
tive
Fram
ewor
kExecutive,Business,
Management,& Team
Business,Management,
& Team
Business& Team Practices
Responsibilities Scale and ScopeToolsets Complexity
Com
plex
ity o
f env
ironm
ents
Lean-Ag i le Ro les
Business
Product Owner (Release) Business Subject Matter Expert
Business Analyst Focus Groups
User Acceptance Testers
LAPM (Scrum Master) Technical Lead Developers Testers Support
Executive Sponsor Business Sponsor
Stakeholders
CIOCTOTechnology Sponsor
Business Product Owner(s) Business PM
Technology OwnerTechnology Delivery ManagerApplication Development Manager
MANAGEMENT
EXECUTIVE
FRONT LINElevel 1
level 2
level 3
Lean-Ag i le Ro les
Technology
Team Agility
Value Delivery Teams (Pods)• Cross-functional• Collective ownership• Self-organization
ConsistencyValue focusVisibilityTerminology and rolesLean-Agile principles, practices, and metricsVelocity and Business Value delivery capacity
Team Agility
With multiple teams:
Business Value ‘Chunk’ Set of capabilities / functionality which provides value to the Business (realizable).Capabilities include people, process, and technology.
Minimal Business Increment (MBI)Smallest ‘chunk’ of realizable Business value. Comprised of Business capabilities.
Business Value Chunk
Minimal Business Increments
Feature / Scenario(s)
User Stories
Never loses context
Right-sized Stories
Tasks
QUARTERLY Business value realizationRelease train (which train are you going to catch?)
ITERATION / ITERATION
LENGTH
Two weeks or less recommended Consistent regardless of any factors
DAILY Happens every day at the exact same time & location
Cadence
Product BacklogAll the work necessary to achieve the Business value
Prioritized and sequenced based on Business value
Constantly evolving and refined (just in time)
Product Topline/Release Burn-up
Total Program size in Story Points
Aug 2012
Oct. 2012 complete
Dec. 2012 committed
Sep 2013
Apr. 2013 Planned
138 point short fall
Funding Shortfall
Jul. 2013 Planned
Sep. 2013 Planned
Top Line / Release Burn-Up. Updated after each Iteration. Depicts the team’s velocity (story points per Iteration), and overlays estimated projections and release points (BVI). This chart and the Feature Burn-Up combine to give executive transparency into each program’s status.