Managing product development flow across an IT organization

Business Product Owner Responsibilities

Managing Product Development Flow Across an IT Organization

Copyright Institut Lean France 201222 & 23 November, 2012Paris, France

Copyright 2012 Net Objectives, Inc. All Rights Reserved#

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[email protected]

@alshalloway

Copyright 2012 Net Objectives, Inc. All Rights Reserved#Instructor notes

Introduce yourself

Most everything well cover, you already know, but theres no structure in place to support it. We are looking at how to get that structure.

Have people introduce themselves, using the questions here.Write their responses on notepad or board

When people call these out, put those that are true on the left of the board, those that arent on the right side. Make it look like you are just doing this arbitrarily. If something is partially true, put it in the middle.Then, after theyve pretty much said everything, explain which are true and which arent. This is a great way to create a fresh map to start with.

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AssessmentsConsultingTrainingCoachingLean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerLean ManagementProject ManagementLean-AgileKanban / Scrum ATDD / TDD / Design Patterns

technical

process

Copyright 2012 Net Objectives, Inc. All Rights Reserved#3**CHANGE** Moved AS

Ops & Support

CustomersShared ComponentsShared ComponentsProduct RelatedProduct RelatedProduct RelatedSoftwareReleaseSoftwareProductNewRequirementsDevelopment

Customer

Product ManagersBusiness LeadersRegional CoordinatorsTrainers & EducatorsProduct Champion(s)Capabilities

Business

ConsumptionConcept

ManagementThe Software Development Value Stream

Copyright 2012 Net Objectives, Inc. All Rights Reserved#COMPONENT: Ellipses illustrating concept to concumption_v1as

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Our Value Stream Pipeline


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Or is it?

Copyright 2012 Net Objectives, Inc. All Rights Reserved#67559286

What Are Our Challenges?

Copyright 2012 Net Objectives, Inc. All Rights Reserved#67559287

Teams Overwhelmed With Work

Copyright 2012 Net Objectives, Inc. All Rights Reserved#11568652It may be just too much for some people to take. Implementing Scrum for Your Team / Agile Development Best Practices14 November 20128

Getting While the Getting is Good


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Key people working on too many things

Copyright 2012 Net Objectives, Inc. All Rights Reserved#**Kanban**11557486 10

exponentially more workworking on multiple projects at same time induces


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high utilizationthroughputHeres a spot!And another!

Copyright 2012 Net Objectives, Inc. All Rights Reserved#Its not that people are trying for utilization, its that when we need something done and someone has a little time, we impose ourselves on them without regard of the cost to others. ******************

INSTRUCTOR: Hold a group discussion comparing throughput vs. utilization

Think of two highway scenarios. The one on the right is busy. The cars are fully utilized but people are not going anywhereThe one on the left is wide open. The people are going where they need to in optimum fashion

Which is the better goal?

TELLASTORYAS: I talk about lets say I was going on an overpass over both highways and could take either one (assume they both go in the direction I want to). Id obviously take the one on the left. But notice how the one on the right is much better utilized? Its not utilization we want, its throughput we want. About this point I pause look at the picture on the right and point to the two openings in the right lane and declare with enthusiaism theres a spot, theres another and people get what Im talkinga bout how we always jam in extra things even though it doesnt really get us anywhere.

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The Structure Our People WorkWithin

Inspired by Dan North, BSC/ADP 2012


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Structure of Our Work


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We Manage This Way

Even though our value flows this way


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What They Can ManageHis/her folksHow busy they areTheir productivityThe quality of work of their people

What They Need To ManageTime to marketEffects of upstream groups on their teamsEffects of downstream groups on their teams

Hierarchical Vs Lean Management


Lean-Agile Project Manager14 November 2012copyright 2012. Net Objectives, Inc. All Rights Reserved16

Who is managing the value?



Time to Market


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Where Is Our Time Spent?Adding ValueWaitingWaitingWaitingWaitingWaitingAdding ValueAdding ValueAdding ValueAdding ValueAdding ValueWhat per cent of our time do we spend working versus waiting?How would you know?No one is managing this in most companies.

Copyright 2012 Net Objectives, Inc. All Rights Reserved#Jump back 2119

What Happens When Adding Value Is Delayed?Between getting requirements and using them?Between writing a bug and it being detected?Between two groups getting out of synch?



The Whole Picture


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First Order Solution


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First Order Solution


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Simply creating teams no longer worksTeam-of-teams doesnt work for variety of reasonsInter team dynamics different from team dynamicsNo team has big pictureAs Agile Scales, Wait Time Between Teams Increases



Lean PrinciplesOptimize the WholeEliminate WasteDeliver Value FastBuild Quality InRemove delaysDELIVER IN INCREMENTS


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Ops & Support

CustomersShared ComponentsShared ComponentsProduct RelatedProduct RelatedProduct RelatedSoftwareReleaseSoftwareProductNewRequirementsDevelopment

Customer

Product ManagersBusiness LeadersRegional CoordinatorsTrainers & EducatorsProduct Champion(s)Capabilities

Business

ConsumptionConcept

ManagementProduct Portfolio ManagementConsider the Software Value StreamManaging hereReduces induced waste here

Copyright 2012 Net Objectives, Inc. All Rights Reserved#COMPONENT: Ellipses illustrating concept to concumption_v1as

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Portfolio ManagementIdentify, size, prioritize most important valueManage the flow of work through the development organizationManage the deployment of the value to the customers (internal or external)


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Getting the right people to work on the right thing at the right timeIs more important than doing the steps faster

Copyright 2012 Net Objectives, Inc. All Rights Reserved#**REVIEW** Lost based on flow. Look back on what jim had

12055021

Eliminate delays to improve quality and lower costManaging work in process can help remove these delays

Implementing Scrum for Your Team / Agile Development Best Practices14 November 201228

Lean-Agile is about executing in order to achieve Business Value quickly and meaningfully


-FURTHER an AGILE execution model looks to deliver that value to the customer QUICKLY and INCREMENTALLY

-SOME THINGS WE WILL EXPLORE TODAY ARE:-Even with an assessment upfront, discovery of all requirements is highly unlikely AND is it really that valuable to do so . hmmmm-With Agile customers and team members collaborate throughout the entire development lifecycle-An Agile execution model uses regular time boxes to deliver value quickly AND to help assist with prioritization decisions-An Agile execution model looks to drive quality into the process-Many times, projects deliver little VALUE very late, an Agile execution model delivers VALUE early and often

-SO, we will explore these in our time together today

Part of the value is the ability to replicate the delivery in a predictable manner.

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Portfolio management is just as much about how the work flows to the teams as it is about how the work is selected and prioritized.



BackgroundCase Study 1: Coordinating TeamsMultiple teamsSpecializedEach team completed sprints in two weeksbut value not delivered for months and then with challenges


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Overall Team Organization

Product Line B applicationsComponent team for line B applicationsSystem-Wide Component Team

Component team for line A applicationsProduct Line A applications

Copyright 2012 Net Objectives, Inc. All Rights Reserved#Lean Software Development14 November 201232CommonComponent Lean Portfolio Management

Teams on a Project

System-Wide Component Team

Product Line B applicationsComponent team for line B applicationsComponent team for line A applicationsProduct Line A applications

Copyright 2012 Net Objectives, Inc. All Rights Reserved#Lean Software Development14 November 201233CommonComponent Lean Portfolio Management

Focus on time over the entire value stream.

Copyright 2012 Net Objectives, Inc. All Rights Reserved#**REVIEW** Lost based on flow. Look back on what jim had

12055021

Eliminate delays to improve quality and lower costManaging work in process can help remove these delays


MMF

Split MMF according to Teams

Teams split according to componentsTeams work on their parts

Teams work on their part until done

MMFEventually integrating them togetherFeedback times for:TeamAcross teamsCustomer

Progress bar2 weeks6 weeks8 weeks

Copyright 2012 Net Objectives, Inc. All Rights Reserved#Problem was everyone is sub-itemizing their throughput and risk mitigation.Scrum of scrum is difficult here because people are being measured differently.

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MMF

Split MMF into sub-features

Development teams split according to componentsTeams work on their part

After one iteration, teams integrate their components

MMF

Progress barIntegration still required but takes much less timeFeedback times for:TeamAcross teamsCustomer2 weeks2 weeks2 weeks

Copyright 2012 Net Objectives, Inc. All Rights Reserved#Add that this allows for having everyone on the same evaluation metrics cycle time of each story.

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Case study 2:Coordinating Multiple Business Stakeholders with Multiple Team

Copyright 2012 Net Objectives, Inc. All Rights Reserved#Self-organizing at team layer is goodHow to split teams up requires bigger perspective

Tell story of teams organized by UI Mid-Tier Data-layer37

The Simple CaseA1A2A1

1. Define Business capabilities2. Create MMFsTeam Product BacklogA1dA2A3. Prioritize MMFs4. Create high level stories5. Assign to team backlogProduct OwnersArchitecture / Technical LeadsA1cA1bA1a

Team 1

StakeholdersDevelopment teams

Copyright 2012 Net Objectives, Inc. All Rights Reserved#s38

A Harder CaseA1A2A1

1. Define Business capabilities2. CreateMMFsA1dA2A3. Prioritize MMFs4. Create high level stories5. Assign to team backlogsProduct OwnersA2cArchitecture / Technical LeadsA1cA1bA1aA2bA2aTeam Product Backlogs

Team 1Team 2Team 3Team 4StakeholdersDevelopment teams


Normal Problem We Call it ToughABCDEStakeholdersDevelopment teamsTeam Product Backlogs

Team 1Team 2Team 3Team 4Product Owners

Architecture / Technical Leads


Product Owner Role Stretched too Thin

Team Product Backlogs

Team 1Team 2Team 3Team 4

ABCDE???????Product Owners do project managementStakeholders cant go to one source to see what to doTeams have to coordinate with themselvesStakeholdersDevelopment teamsProduct Owners

Architecture / Technical Leads


Product Managers and Product Owners

Product ManagersProduct Owners

Team Product Backlogs

Team 1Team 2Team 3Team 4ABCDE

StakeholdersDevelopment teamsProduct Manager: represent the stakeholdersprioritize MMFsbreak MMFs into componentsrepresent stakeholders to POsProduct Owner: acts as SME to teamrepresent team to product managersbreak MMFs into components with Prod Mgrsbreak components into storiesArchitecture / Technical LeadsArchitects / Technical Leadsresponsible for technical dependencies across teamsprovide high level costs to Product Managers


Agile At ScaleA1B1C1A2A1B3B2B1C2C1

1. Define Business capabilities2. CreateMMFsB1cB2cBlockedB3cA1dA2B2B3C2ABC3. Prioritize MMFs4. Create high level stories5. Assign to team backlogsArchitecture / Technical Leads

B1bB1aA1cA1bA1aB2bB2aB3bB3aTeam Product Backlogs

Team 1Team 2Team 3Team 4

Product ManagersProduct OwnersStakeholdersDevelopment teams


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Focus on most valuable itemsLook across your products /servicesFirst step in load-balancing teamsProvide high-level view of workCreate vision across teams

5key pointsProduct Portfolio Management

Copyright 2012 Net Objectives, Inc. All Rights Reserved#Focus on highest priority

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WebinarsEnhancing and Extending Scrum With Lean, 09:00am PT Dec 11Attending to Culture in Your Agile Transition, 09:00am PT Jan 13

Recording available:Net Objectives Enterprise Agility Roadmap: Patterns of Successful Lean-Agile Adoption

Questions

[email protected] @alshalloway

Copyright 2012 Net Objectives, Inc. All Rights Reserved#Philadelphia 2/28-3/1Bay Area 3/6-8Seattle 4/3-5

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Managing product development flow across an IT organization

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