The Power of Visibility: Driving a Lean-Agile Transition 11.45am Horton... · The Power of...
Transcript of The Power of Visibility: Driving a Lean-Agile Transition 11.45am Horton... · The Power of...
The Power of Visibility: Driving a Lean-Agile Transition
Kelley HortonDirector, Corporate IT Program Management Office
The Power of Visibility - Agenda
About Premier, Inc.
Why we transitioned to Lean-Agile
Transition Approach and use of Visual Controls
Visibility Leads to Success
Wrap-Up
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Premier, Inc. – Goal: Enable delivery of high-quality healthcare at the lowest cost
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Susan DeVore, CEO
Challenged us to: ‘Think and act like an enterprise.’
‘Wow our members’
NEED TO TRANSITIONOur Enterprise Challenge
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?GPO
Enterprise
Clinical
The ‘Lean-Agile’ Enterprise –Our challenge to think and act like an enterprise ..
ConsultingInsurance
Special Requests
Faster?
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We Tied our Lean-Agile Transition to the CEO Challenge
• Business Value (the Wow)• Prioritization• Visibility • Velocity
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Agree on Priority
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So, how did we get from this – Subjective Status, IT terminology, no view of WIP ….
To This - Our Enterprise View TodayPortfolio Dashboard today (more clarity, depth, flexibility) ….
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OUR APPROACHTransitioning the Enterprise to Lean-Agile
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Lean-Agile Transition - Critical Success Factors
#1 -- Leadership (both Business and IT) support of principles and process
Selected the right coach - NetObjectives
An Internal Champion to help drive the transition
Our Pilot Approach
Transparency; All Work Visible (not easy)
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Business Engagement; top-down portfolio of prioritized work
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Release Vision; MMFs
Prioritized Backlog
Scrum; with focus on minimizing WIP
Sprint Boards – Simple Construction Pieces
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Post-It’s:• White- Feature • Yellow- Story• Blue- Task
Dots:• Blue- Task in progress• Green- Task complete• Yellow- Dependency • Red- Impediment / Blocked
Our First Visual Control – Sprint BacklogTeams minimized WIP; slowed down to speed up
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Features
Stories
Tasks
Pilot Visual Controls – The Basics
• White Boards– WIP Focus
• Agile V’s• Impediment Logs
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Pilot Product – two quick deployments!
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Story Pts
Sprints
Deployments
Next MMF
Lean Agile – All aboard (and hurry)!
Had to be Flexible• Learned that ‘one
size did not fit all’• Scrum vs.
Kanban vs. ScrumBan
• Different ‘fields of use’
Had to be Innovative• Needed to increase
Enterprise awareness • Board Meetings
(WIP Visibility, Dependencies)
Had to be Transparent• Proper use of visual
controls helped build trust
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Board Meetings – early on to increase awareness and understanding of new principles
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Sprint Backlog
+Kanban
Product Backlog
Sprint Backlog
Full Enterprise Transition in 7 months
With training and coaching from NetObjectives, transitioned 12 teams; 90+
people
PMO ensured consistent use of visual controls for all teams
Established Enterprise Dashboard for entire portfolio
Dashboard Summaries migrated to Sharepoint
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Our Dashboard today; right outside the VP of Application Developments’ office
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Sharepoint usage for Dashboards – status roll-up; can drill for detailed metrics
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VISIBILITY LEADS TO SUCCESS
Using Visual Controls to Drive the Enterprise
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Product Portfolio Visibility –
Consistent Visual Controls– Business Drives Team– Focus on Flow / Velocity
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Feature Profile – shows prioritized backlog, burn-up, relative-sizing, estimation accuracy
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153%
152%
80%
135%
100%
70% 0%
72%
70%
0
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100
150
200
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Story
Points
Feature Profile - FY10
Not Ready Deployment Ready Deployed Original SP Forecasted SP
“With the transparent backlog…I can make good comparative priority decisions with that always being visible.”
Prioritized Product Backlog
% Complete
Color Status
Feature Profile with Financials
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$ 583,057
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
0
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40
60
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100
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Capital
Cost
Story
Points
Feature Profile for Release 1.0 (w/ Financials)
Not Ready Deployment Ready Deployed Budget ETC
Cost / Story Point =
Feature Status - Scrumban Visual Control
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Prioritized Product Backlog
% Deployed
Color Status
Visibility = ResultsTeam shifted attention to higher priorities
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Supply Chain product – from long release trains to more frequent deployments (our Pilot team)
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Executive Dashboard - collaboration across Business Units; able to size new stories, reprioritize backlog and immediately cut-over to new work on the next Sprint
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155 155 155 155 155
230 230
464 464 464 464 464 464 464
624 624 624 624
699 699 699759 759
Jun 15 Jun 29 Jul 15 Jul 31 Aug 14 Aug 28 Sep 11 Sep 25 Oct 9 Oct 23 Nov 6 Nov 20 Dec 4 Dec 18 Jan 1 Jan 15 Jan 29 Feb 12 Feb 26 Mar 12 Mar 26 Apr 9 Apr 23 Apr 30 May 14
0
100
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Stor
y Po
ints
Sprint
KnowledgeBoxActual to Estimated Story Points Burn-Up
Actual Burn-Up Estimated Burn-Up Top Line
1.1 Refactored Alliance Value/PS Quality &Safety
Deployment
PS Quality & SafetyGlobal UI Controls
User Access & Security
Current Velocity: 34Current FTE: 5.25
*Quality & Safety TabUser Access & Security
1.2 Alliance Value Refresh
PS Operational & Financial
*Quality Advisor dashboard release
PS Performance Opportunities
Print VersionExport Excel
$500,053
$117,927
Demonstrable Products = Product Buzz
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Value Analysis Product – brand new product released in December; from prioritized product backlog to deployment in 10 sprints = six months
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Also seeing benefits to Employee Satisfaction …
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CONTINUOUS LEARNINGThe Journey Continues
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The Lean-Agile Enterprise; visibility enabled …
Better communication between Business and IT teams -A picture (or visual control) is worth a thousand words
Teams to improve product quality, reduce risk, and shorten cycle times
Leadership visibility as to what is going on which assists in strategic decision making (priorities & $$)
Development team collaboration across separate Business units due to use of the same methodology for the first time!
Premier to deliver integrated solutions and to ‘think and act like an enterprise’.
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Questions?
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About the presenter
Kelley Horton is Director of the Corporate IT Program Management Office for the Premier Inc. healthcare alliance (www.premierinc.com). She has program management and process improvement expertise with over 15 years of experience in creating and leading Program/Project Management offices for product and application development organizations as well as implementing and improving Software Development Life Cycle (SDLC) processes.
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