MN Half‐day Tutorial 6/3/2013 1:00 PM
"Scaling Agile with the Lessons of Lean Product Development Flow"
Presented by:
Alan Shalloway Net Objectives
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com
Alan Shalloway Net Objectives
With more than forty years of experience, the founder and CEO of Net Objectives Alan Shalloway is an industry thought leader in lean, kanban, product portfolio management, Scrum, and agile design. Alan helps companies transition enterprise-wide to lean and agile methods, and teach courses in these areas. He is the primary author of Lean-Agile Software Development: Achieving Enterprise Agility, Design Patterns Explained, Lean-Agile Pocket Guide for Scrum Teams, and Essential Skills for the Agile Developer. Cofounder and board member for the Lean Software and Systems Consortium, Alan is a popular speaker at prestigious conferences worldwide.
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AgileLean
Scaling Agile with the Lessons of Lean Product Development Flow
Al Shalloway, CEO
Net Objectives
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Lean Enterprise
Business
Management
Team
ASSESSMENTS
CONSULTING
TRAINING
COACHING
Lean Management
Project ManagementLean-Agile
Kanban / Scrum
ATDD / TDD / Design Patterns
technical process
Lean for Executives
Product Portfolio Management
Business Product Owner
Scaled Agile Framework
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• The Foundations of Lean
• Lean-Agile Framework
• Case Studies
Achieving Enterprise Agility
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Handling the cross-team technical and business dependencies of multiple teams
Creating enterprise wide architectures
Managing the workload of people who are required by several teams (this occurs due to any number of reasons but includes folks who have needed subject matter expertise, critical skills or rare knowledge of legacy code).
Coordinating multiple stakeholders with multiple teams
Aligning groups with disparate motivations
Quick Poll of Where People Are
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thinkingpoints
Foundations of Lean
1. Systems thinking
2. Respecting people
3. Management provides leadership
• Understand the whole• Errors due to systems more than
people• Bad behavior systems induced• Good systems won’t guarantee good
results• Bad systems guarantee bad results• Need good systems and good people• Systems have patterns
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The Scrum Model
Product Owner
Development Team & SM
Reflects Reality for One Product and One Team
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Product Owners
Application Development teams & SMs
Stakeholders for multiple programs
Component Teams
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Integration Team
Business Stakeholders
Development Teams
Inter-team dynamics are quite
different from intra-team dynamics
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Scrum is often a good start to spin up Agile teams
It is not necessarily
a good start at
achieving Agility
across an
organization
But in any event, you can
leverage your investment
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scaling Agile with Scrum alone is
ind
ivid
ua
l
te
am
s
te
am
of
te
am
s
… e
nt
er
pr
isefractal
faultyfragile
Intra-team behavior isNot the same as inter-team behavior
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tog evaheW
sdrawkcabti
-edispudna
.nwod
We have got
it backwards
and upside-
down.
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Complex systems still have patterns
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different kinds
of predictability
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which part of the airplane is responsible forflight?
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Ops & Support
Customers
Shared Components
Shared Components
Product Related
Product Related
Product Related
SoftwareRelease
NewRequirements
Development
CustomerProduct Managers
Business LeadersRegional Coordinators
Trainers & Educators
Product Champion(s)
Capabilities
BusinessConsumption
Concept
The Software Development Value Stream
SoftwareProduct
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Ops & Support
Customers
Shared Components
Shared Components
Product Related
Product Related
Product Related
SoftwareRelease
SoftwareProduct
NewRequirements
Development
CustomerProduct Managers
Business LeadersRegional Coordinators
Trainers & Educators
Product Champion(s)
Capabilities
BusinessConsumption
Concept
How Blockages Occur in Value Stream
Not Using MMFs
Doesn’t Do Incremental
Development
Not Involved During Build
Not Involved
Poor Engineering
Practices
Too Many Selected
No Big Picture
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defined
Lean Operations / Manufacturing
reduce cost of variation
empirical
Lean Product Development
low cost flexibility
Lean-Agile Software Developmentrealize business value faster
T Y P E S O F L E A N
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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
Inp
ut Business
PriorityBusinessPlanning
Business Staging
Ready to Pull
Iter
atio
n
0
IterativeDevelopment
IncrementalDeployment
Support & Feedback
LEAN KANBAN ITERATIVE AGILE
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thinkingpoints
Foundations of Lean
1. Systems thinking
2. Respecting people
3. Management provides leadership
• People must self-organize• People understand their work best• Must also respect the nature of
people
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thinkingpoints
Foundations of Lean
1. Systems thinking
2. Respecting people
3. Management provides leadership
• Vision• Big picture• Holistic
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Let’s go back to
2001 when it (mostly)
all began
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CONSIDER
• Agile paradigm not accepted
• Teams wanted to do it
• “laws” of Agile not understood
• Several beginning methods available
• XP
• Scrum
• Crystal
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Scaling Agility
using methods that work at team level to get teams to
work together
Agility at Scale Focus on entire value
stream
Shortening cycle time
Avoid excessive WIP at
product level
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thinkingpoints
Lean-Agile Framework
1. Drive From Business Value
2. Deliver Value as Soon as Possible
3. Organize for Value Delivery
4. Build Quality In
5. Make Everything Visible
6. Attend to Change
• Discover what is of value• Discover how to build it• Build it• Deploy it
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Agility
Predictability
Business Value
and faster realization of
is where you have
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You need Agility for:– Speed
Faster realization of Business Value
–ValueGet more (business value) from current resources (capacity)
–ProductivityHigher productivity of business value delivery (measurable)
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Agilityis about
Business Value
Increments not
Development Cycles
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Always
7%
Often
13%
Sometimes
16%
Rarely
19%
Never Used
45%
Source: Standish GroupStudy of 2000 projects at 1000 companies
Usage of Features and Functions in Typical System
WASTEand the
DELAY OF VALUE
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focusing on the known, valuable features
gives greater certainty
produces greater value
lowers risk of mis-building and over-building
Deliver in Stagesw h e n p o s s i b l e
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GROUP D ISCUSSION
Discovering what is valuable
or
Building and achieving it
Which is more important?
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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!”“
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thinkingpoints
Lean-Agile Framework
1. Drive From Business Value
2. Deliver Value as Soon as Possible
3. Organize for Value Delivery
4. Build Quality In
5. Make Everything Visible
6. Attend to Change
• Create Minimal Business Increments• Sequence• Manage across the portfolio
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First Release
Investment
Period
Payback
Period
Profit
Period
Breakeven
Cas
h flo
w
Time
economics of responsiveness
Mark Denne and Jane Cleland-Huang Software by Numbers
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Staged Releases
First
Release
Invest-
ment
Period
Profit
Period
Pay-
back
Period
Cas
h flo
w
Time
Release 1 Net Return
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Staged Releases
Profit
Period
Second
Release
Invest-
ment
Period
Pay-
back
Period
Release 2 Net Return
Cas
h flo
w
Time
Release 1 Net Return
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Profit
Period
Investment
Invest-
ment
Period
Pay-
back
Period
Breakeven
Point
Total Return
Cas
h flo
w
Time
staged releases
Use Minimal Business Increments (MBI)(sometimes called MMFs, MVPs, MVFs, MMRs)
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Business Evolution vs. System Evolution
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Evolving the Business
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Evolving the System
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Incrementally Realizing Business Value
Evolving the System
What risks do these approaches lower?
risk
value
value
risk
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Ideal / Pareto (80/20) Minimal Build Out / Roll Out
Waterfall ? Blend (Portfolio)
Business Value Realization Trends
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Deliver in Stages when possible
Always build in Stages don’t build it if you
don’t know it’s of value
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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!
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ACH(automated clearinghouse)
ACH is our electronic network to clear credit and debit transactions with other institutions
Primary Objective: By Year’s end, process 100% of all loans
Primary Objective: Reduce the number of checks required by 25%
Key Feature: 0.0001% error rate
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Business Backlog for ACH
Loans Checks
Goal: 100% of Loans 25% Reduction in Checks
High Low
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Business Backlog for ACH
Loans Checks
Goal: 100% of Loans 25% Reduction in Checks
High Low
Outbound Inbound Withdrawals Terminations
1 4 2 3
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Business Capabilities for ACH
Outbound - Loans
Manage Bank Info
Redirect from chk to ACH
Bank Notify
Update Reconciliation
Cover Funds
Confirm ?
Analytics & Reporting
Web Call in
IVR Paper
BF - Web MMF – Web & Call in
• What are the businesscapabilities needed for ACH?
• What are the sources?• How can we group them
for highest value?
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Business Backlog for ACH
Loans Checks
Goal: 100% of Loans 25% Reduction in Checks
High Low
Outbound Inbound Withdrawals Terminations
1 4 2 3MMF
Web | Call in
BFIVR
BFPaper
Release 1 Release 2 Release 3
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Web Call in
MMF – Web & Call in
User Story Manage banking info for a Web-initiated outbound ACH transaction
Outbound - Loans
Manage Bank Info
Redirect from chk to ACH
Bank Notify
Update Reconciliation
Cover Funds
Confirm ?
Analytics & Reporting
Business Features to User Stories
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Business Backlog for ACH
Loans Checks
Goal: 100% of Loans 25% Reduction in Checks
High Low
Outbound Inbound Withdrawals Terminations
1 4 2 3MMF
Web | Call in
BFIVR
BFPaper
Release 1 Release 2 Release 3
Manage Bank Info
Beware!
Building Manage Bank Info as a standalone component for everything is a system evolution!
Might be more efficient from an IT perspective, but it is NOT from a business value perspective!!!
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Cost of Risk
ALWAYS DRIVE FROM BUSINESSVALUE
Cost of Delay
valu
e t
o t
he b
usi
ness
low
hig
h
release 1 release 4
time
High ROI
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thinkingpoints
Lean-Agile Framework
1. Drive From Business Value
2. Deliver Value as Soon as Possible
3. Organize for Value Delivery
4. Build Quality In
5. Make Everything Visible
6. Attend to change
• Hubs and Pods• Roles required
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how much of what you do is
valuable?rework?
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Getting
Requirements
Testing
Programming
Design
Integration
Planning
Collaboration
Re-doing
requirements
Working from old
requirements
“Fixing” bugs
“Integration”
errors
Deployment
Building
unneeded
features
Overbuilding
frameworks
What Work Do You Do?
TrainingDocumentation
Essentially
duplicating
componentsWhat percentage of your time do you spend on the left? Write it down.
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1. Identify the actions taken in the value stream
Approv
eRequest Reqts Sign Off
Review Deploy
Analysis
Design Code Test
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0.5 hrs 160 hrs8 hrs 8 hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
Approv
eRequest Reqts Sign Off
Review Deploy
Analysis
Design Code Test
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
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0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
Approve.1 / 7.9 hrs
Request0.5 / 0.0 hr
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
1. Identify the actions taken in the value stream
2. 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?
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0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream
2. 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
Request0.5 / 0.0 hr
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
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 6113 April 2013
0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream
2. 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
5. Identify any loop backs required
80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
Approve.1 / 7.9 hrs
Request0.5 / 0.0 hr
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
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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 Process Cycle Efficiency:
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 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defectiveRepeat 3X
20% rejectedRepeat 1X
80 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
Avg Time Worked Total Cycle Time
0.5 hrs 160 hrs8 hrs 8 hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs
65% defectiveRepeat 3X
20% rejectedRepeat 1X
80 hrs
80 hrs
PCE = = 14.9%509 hrs
3433 hrs
509 hrs
3433 hrs
Avg Time Worked Total Cycle Time
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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 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defectiveRepeat 3X
20% rejectedRepeat 1X
80 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs
65% defectiveRepeat 3X
20% rejectedRepeat 1X
80 hrs
80 hrs
3433 – 509 = 2924
Eliminating delays between what you do
Getting better at what you do
Which gives a better return?
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Here’s a spot!
…and another!
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Ops & Support
Customers
Shared Components
Shared Components
Product Related
Product Related
Product Related
SoftwareRelease
SoftwareProduct
NewRequirements
Development
CustomerProduct Managers
Business LeadersRegional Coordinators
Trainers & Educators
Product Champion(s)
Capabilities
Business
Consumption
Concept
Product Portfolio Management
Consider the Software Value Stream
Managing
here Reduces
induced
waste here
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Lean Enterprise
Business
Management
Team
MAKE
VALUE
FLOW
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MAKE
INCREMENTAL DELIVERY
CREATIVE PROBLEM SOLVING
QUALITY BUILT INtechnical
Team
technical
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technical
VALUE
PRIORITIZATION
BUSINESS ITERATIONS
RELEASE PLANNING
Business
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technical
FLOW
Value Stream Visualization
Impediment Impact
Workflow as Process
ACCOUNTABILITY
Manage (limit) queues
Visual controls
Manage flow (process)
Management
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Portfolios
Programs
Projects
Book of WorkRolling ReleasesLevels 1, 2, & 3
Program BacklogReleases
Multiple Teams
Product BacklogIterations
Whole Team
Lean
-Agi
le
Fram
ewo
rkSc
ale
d A
gile
Fr
amew
ork
Scru
m
Fram
ewo
rk
Executive,Business,
Management,& Team
Business,Management,
& Team
Business& Team Practices
Responsibilities Scale and ScopeToolsets Complexity
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Lea n - Agi le Ro les
Business
Business Subject Matter ExpertBusiness Analyst
Focus GroupsUser Acceptance Testers
Lean-Agile PM (Scrum Master)Technical LeadDevelopersTestersSupport
Value Stream OwnerBusiness Sponsor
Stakeholders
CIOCTOTechnology Sponsor
Business Product OwnerBusiness Program Manager
Product Owner (Release)
Technology OwnerTechnology Delivery ManagerApplication Development Manager
HUB / MANAGEMENT
EXECUTIVE
POD / FRONT LINElevel 1
level 2
level 3
Lea n - Agi le Ro les
Technology
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Value Stream Owner
Realize highest business value
Optimal cycle time from idea to realization
Business Sponsor Realize business value and ROI
Assigns BPO, Business Value Priority and Budget
Technology Sponsor
Technology and process to incrementally realize business value with quality solutions
Ensure holistic enterprise system integrity
Establish the technology boundaries for the organization
Stakeholders Business standards for the organization
P O R T F O L I O - R O L E S A N D R E S P O N S I B I L I T I E S
LEVEL 3 - EXECUTIVE
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hubs organize delivery of value
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H U B - R O L E S A N D R E S P O N S I B I L I T I E S
Business Product Owner
Prioritize & incrementally realize business value, ROI
Owns scope, timeline, and priority; assigns the PO
Product Owner (Release)
Owns scope, timeline, priority, and sequence to produce the assigned minimal value increment; Drives the Pods - continually prioritizes, defines and accepts what the Pod(s) are producing.
Technology Owner Technology, process and practices, and boundaries to iteratively produce business value increments
Business PM Visibility, Project administration and oversight on behalf of the Business.
TechnologyDelivery Manager
Flow: Continual, predictable, incremental delivery of quality solution(s)
Application Development Mgr
Technical Integrity: Extensibility & maintainability
Architecture & design; Development standards
LEVEL 2 - MANAGEMENT
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Hubs: Application AreasHolistic Technical Integrity
Architecture
System Design
Policies – Readiness, Planning, Development, Test, & Deploy
Development Standards
Lean-Agile Process (Iterative & Kanban) & Process Control
Engineering Practices
Documentation
Technical ‘Debt’
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pods deliver value
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Lean-Agile PM (Scrum Master)
Visibility, transparency, coaching for Lean-agile Practices
Continuous incremental process improvement
Business Lead/SME
Acceptance criteria
Validation and implementation of business value increment
Whole Team Produce and implement quality business value increment(s)
Continuous incremental improvement
Whole team includes all skills necessary to produce a business value increment
Core: Business analyst, technical lead, application developers, QA testers, production support
P O D ( S ) - R O L E S A N D R E S P O N S I B I L I T I E S
LEVEL 1 – FRONT LINE
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 80
thinkingpoints
Lean-Agile Framework
1. Drive From Business Value
2. Deliver Value as Soon as Possible
3. Organize for Value Delivery
4. Build Quality In
5. Make Everything Visible
6. Attend to Change
• QA is about preventing defects• Don’t build it if you don’t know it• It is not fail fast it is detect errors fast
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 81
DILBERT: © Scott Adams/Dist. by United Feature Syndicate, Inc.
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 82_s
Customer: I need new
features yesterday
Devs hear: Get it done; Fast,
at all costs!
code base: Sloppy changes
code base: Increased complexity
code base: Increased defects
code base: Exponential
increase in time to add features
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Testers are overloaded
Testing occurs long after coding
Devs don’t get immediate feedback
Devs create more defects
Testers w/more workSystems w/more defects
further delays in feedback
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 84
True process efficiency = 7.8%
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 85
Finding defects is waste.
Preventing defects is essential”
“
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 86
Acceptance-centric
Continuous integration
Collaboration
Minimize technical debt
Minimize process waste
All process visible
LEAN THINKINGBuild Quality In
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 87
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 88
GROUP D ISCUSSION
What happens if we have poor quality?
What causes poor quality?
About Poor Quality
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 89
Example: Acceptance TDD
Standard
Hours
Hol/Sun
Hours
Wage Pay()
40 0 20
45 0 20
48 8 20
Basic Employee Compensation
Each week, hourly employees are paid
• A standard wage per hour for the first 40 hours worked
• 1.5 times their wage for each hour after the first 40 hours
• 2 times their wage for each hour worked on Sundays and holidays
Payroll.Fixtures.WeeklyCompensation
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 90
Example: Acceptance TDD
Standard
Hours
Hol/Sun
Hours
Wage Pay()
40 0 20 $800
45 0 20 $950
48 8 20 $1520
Basic Employee Compensation
Each week, hourly employees are paid
• A standard wage per hour for the first 40 hours worked
• 1.5 times their wage for each hour after the first 40 hours
• 2 times their wage for each hour worked on Sundays and holidays
Payroll.Fixtures.WeeklyCompensation
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 91
BEFORE
ITERATION
PLANNING
ITERATION
PLANNING
DEVELOPMENT
STORY
ACCEPTANCE
Acceptance Test Timeline
Product Ownerrefines stories & tests
Teamadd detail
Teamrefine testsget tests to pass Team
Add to regression test suite
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 92
Test-Later Test-First
Design the code "in your head" or
using design artifacts
Verify this structure mentally, if you
think of it, and have the time (how
do you “test” your design?)
Automated tests are hard to add
(code not always designed for
them)
Intentions are recorded separately
from the code
“Implementation-centric”
Analysis/design is done in the
context of acceptance tests,
written for each story.
Every aspect of the solution is
verified—quickly and repeatable
Code is designed to be inherently
testable from the beginning
Tests record intent and provide
examples
Tests give insight about design
quality
“Interface-centric”
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 93
New
Quality Assurance
the
proper role of
is preventing defectsand improving process
and
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 94
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 95
thinkingpoints
Lean-Agile Framework
1. Drive From Business Value
2. Deliver Value as Soon as Possible
3. Organize for Value Delivery
4. Build Quality In
5. Make Everything Visible
6. Attend to Change
• Value stream• Explicit policies• Work being done
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EXPONENTIALLY MORE WORK
working on multiple projects at same time induces
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What We Think Willand What Does Happen
Rework
Overhead
Planned Work
Rework
Overhead
Planned Work
New Features
Cost of Interruptions
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 98
Time Available for New Features
Time to add new functionality
Years in future
Current
Time Spent Fixing Bugs Within and Across Systems
??? Years?
% o
f ca
pac
ity
Maximum capacity of the team
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 99
thinkingpoints
Lean-Agile Framework
1. Drive From Business Value
2. Deliver Value as Soon as Possible
3. Organize for Value Delivery
4. Build Quality In
5. Make Everything Visible
6. Attend to Change
• Too much change can be worse than no change
• Attend to pilots• Lean-Agile Roadmap
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 100
T E L L I N G P E O P L E “ J U S T D O I T ”
J U S T D O E S N ’ T D O I T
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 101
Legacy Organization: Matrix Resources to Projects
Project 1
Project 2
Project 3
Project 4
Project N
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 102
Let’s Create a Pilot Project
Project 1
Project 2
%
Project 3
Project 4
Project N
Business Analyst, Architect, Usability Expert, Developer, Developer, Tester, Project Manager
Expert
Experience has shown that if you create a cross-functional co-located team you will improve 3x without changing your process.
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 103
Transitions Require Why and How
Understanding the why may get you started
Understanding the how will help overcome the fear
The perceived value must be greater than the fear
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Enterprise Agility
Business
Management
Team
technical
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 105
Lean-Agile: Evolving Agility
Continually evolving
Sustaining, not improving
Declining MaturationA
gilit
y
Time (years)
Iterative Flow Highest Business Value
Low
∞
Lean Thinking
Business
MgmtTeam
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 106
Lean-Agile: Evolving Agility
Continually evolving
Sustaining, not improving
Declining MaturationA
gilit
y
Time (years)
Iterative Flow Highest Business Value
Low
∞Where are you currently?
TeamBusiness
Management
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 107
change the
management
system
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 108
change the
management
system
Should a company target its culture in its efforts to transform its production processes and all the [roles] associated with it?
It is tempting to answer: Yes!
But that would be a mistake.
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 109
change the
management
system
Culture is no more likely a target than the air we breathe. It is not something to target for change.
Culture is an idea arising from experience.
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 110
change the
management
system
The idea of the culture of a place or organization is a result of what we experience there. In this way, a company’s culture is a result of its management system.
Culture is critical.
To change it, you have to change the management system.
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 111
change the
management
system
Focus on the management system, on targets you can see: leaders’ behavior, specific expectations, tools, routine practices.
Lean production systems make this easier, because they emphasize explicitly defined processes and use visual controls.”
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 112
Lean-Agile Roadmap
• Where are you?
– Product initiation
– # products
• Culture
• Team structure
• Cross product / component dependencies
• Technical debt
• Level of testing
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thinkingpoints
Case Studies
1. Agile Planning
2. Cross-functional Teams
3. Dynamic Feature Teams
4. Shared Backlogs
5. Product Management
• Focus on MBI• Pareto Vs Parkinson
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 116
thinkingpoints
Case Studies
1. Agile Planning
2. Cross-functional Teams
3. Dynamic Feature Teams
4. Shared Backlogs
5. Product Management
• Self-organizing, cross-functional, teams
• Must attend to laws of software development
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 117
Team Organization
UI Team
Mid-tier Team
Database Team
UI Team
Mid-tier Team
Database Team
Team
1
Team
2
Team
3Cross-team cross-tribe collaboration is difficult.
Inter-tribal
Intra-tribal
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 118
thinkingpoints
Case Studies
1. Agile Planning
2. Cross-functional Teams
3. Dynamic Feature Teams
4. Shared Backlogs
5. Product Management
• Principles trump practices• Swarm when possible
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Background
Case Study: Military Aircraft
• 7 components on plane
• 70 person dev group (50 devs)
• 7 teams (4-10 each)
• 4 test platforms, 2 simulators, 1 plane
• Challenge was integration extremely
difficult
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Dynamic Feature Teams
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 121
Resulting Savings
63% increase in throughput
42% decrease in defects
Greater than 22% savings* ($1.73M)
*Was thought to be higher but not claimed due to political reasons
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 122
thinkingpoints
Case Studies
1. Agile Planning
2. Cross-functional Teams
3. Dynamic Feature Teams
4. Shared Backlogs
5. Product Management
• Self-organization across teams does not work
• Create a bigger team
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Background
Case Study: Coordinating Teams
• Multiple teams
• Specialized
• Each team completed sprints in two weeks
…but value not delivered for months
…and then with challenges
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Overall Team Organization
Product Line B applications
Component team for line B applications
System-Wide Component Team
Component team for line A applications
Product Line A applications
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 125
Teams on a Project
System-Wide Component Team
Product Line B applications
Component team for line B applications
Component team for line A applications
Product Line A applications
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 126
MBI
Split MBI
according to
Teams
Teams split according
to components
Teams work on
their parts Teams work on
their part until done
MBI
Eventually integrating
them together
Feedback times for:
Team
Across teams
Customer
Progress bar
2 weeks
6 weeks
8 weeks
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 127
Common Challenge
Common Guiding
Principle?
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 128
Principles to Guide Us
• Front of the Value Stream
– Value
– Minimal Marketable features
• Flow – making our teams efficient
– People work on one thing
– No delays in workflow
– People must pull work when
ready
– Work must be available to teams
in a coordinated fashion
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 129
PO
RT
FO
LI
OIn
pu
t BusinessPriority
BUSINESS DISCOVERY BUSINESS DELIVERY
BusinessPlanning
Business Staging
Ready to Pull
CONTEXT OF THE SOLUTION
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
Iterative Development
Iterative Development
Iterative DevelopmentSh
ared
Bac
klo
g
Inte
grat
ion
Tra
in
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 130
MBI
Split MBI
into sub-features
Development teams split
according to components
Teams work on
their part
After one iteration, teams
integrate their components
MBI
Progress bar
Integration still required
but takes much less time
Feedback times for:
Team
Across teams
Customer
2 weeks
2 weeks
2 weeks
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 131
thinkingpoints
Case Studies
1. Agile Planning
2. Cross-functional Teams
3. Dynamic Feature Teams
4. Shared Backlogs
5. Product Management
• Product Owner Role Limited• Cross Product View Needed
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 132
Case studyCoordinating Multiple Business Stakeholders with Multiple Team
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The Simple Case
A1
A2
A1
1. Define Business capabilities
2. Create MMFs Team Product Backlog
A1dA2A
3. Prioritize MMFs
4. Create high level stories5. Assign to team backlog
Product Owners
Architecture / Technical Leads
A1cA1bA1a Team 1
Stakeholders Development teams
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 134
A Harder Case
A1
A2
A1
1. Define Business capabilities
2. CreateMMFs
A1dA2A
3. Prioritize MMFs 4. Create high level stories
5. Assign to team backlogs
Product Owners
A2c
Architecture / Technical Leads
A1cA1bA1a
A2bA2a
Team Product Backlogs
Team 1
Team 2
Team 3
Team 4
Stakeholders Development teams
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Normal Problem – We Call it Tough
A
B
C
D
E
Stakeholders Development teams
Team Product Backlogs
Team 1
Team 2
Team 3
Team 4
Product Owners
Architecture / Technical Leads
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 136
Product Owner Role Stretched too ThinTeam Product Backlogs
Team 1
Team 2
Team 3
Team 4
A
B
C
D
E
?
??
?
??
?
Product Owners do project management
Stakeholders can’t go to one source to see what to do
Teams have to coordinate with themselves
Stakeholders Development teams
Product Owners
Architecture / Technical Leads
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 137
Product Managers and Product Owners
Product Managers
Product Owners
Team Product Backlogs
Team 1
Team 2
Team 3
Team 4
A
B
C
D
E
Stakeholders Development teams
Product Manager: • represents the stakeholders•prioritizes MMFs•breaks MMFs into components
Product Owner: •acts as SME to team• represents team to product managers•breaks MMFs into components with Prod Mgrs•breaks components into stories
Architecture / Technical LeadsArchitects / Technical Leads• responsible for technical dependencies across teams•provide high level costs to Product Managers
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 138
Agile At Scale
A1
B1
C1A2
A1
B3
B2
B1
C2
C1
1. Define Business capabilities
2. CreateMMFs
B1c
B2c
Blo
cked
B3c
A1dA2
B2B3
C2
A
B
C
3. Prioritize MMFs 4. Create high level stories
5. Assign to team backlogs
Architecture / Technical Leads
B1bB1a
A1cA1bA1a
B2bB2a
B3bB3a
Team Product Backlogs
Team 1
Team 2
Team 3
Team 4
Product Managers
Product Owners
Stakeholders Development teams
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Drive From Business ValueDeliver Value as Soon as PossibleOrganize for Value DeliveryBuild Quality InMake Everything VisibleAttend to Change
key points
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 140
Net Objectives’ Webinars
_s
Business & Agile Webinar Series – April – December 2013
An Introduction to Agile from a Business / Executive Point of View
Agile Implementations: Overviews of Scrum, Kanban, and Scrumban
How to Start an Agile Implementation
Team Kanban: Manifesting Lean at the Team Level
Enhancing and Extending Scrum With Lean
Patterns of Scaling Agile Across Teams
Patterns of Scaling Agile Across an Enterprise (will discuss the Scaled Agile Framework as well as our own Lean-Agile Roadmap
The Net Objectives Enterprise Agility Roadmap: Patterns of Successful Lean-Agile Adoption
Technical Agility Series
Technical Agility: What Design Patterns Were Made For
Emergent Design: The Practical Application of Design Patterns in the Agile World
Acceptance Test-Driven Development: An Essential Practice That Saves More Time Than It Takes
Sustainable Test-Driven Development: How to Have TDD Improve Your Designs and Tests Without Slowing You Down
See www.netobjectives.com/events to learn more
Register at www.netobjectives.com/register for slides & more
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© Copyright 2012 Net Objectives, Inc. All Rights Reserved 141copyright © 2010 Net Objectives Inc.
Register at www.netobjectives.com/register
See www.netobjectives.com/resources
Contact me at [email protected]
Twitter tag @alshalloway
Thank You!
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 142
Lean Enterprise
Business
Management
Team
ASSESSMENTS
CONSULTING
TRAINING
COACHING
Lean for Executives
Product Portfolio Management
Business Product Owner
Scaled Agile Framework
Lean Management
Project ManagementLean-Agile
Kanban / Scrum
ATDD / TDD / Design Patterns
technical process
QUE S T I O N S?
For more info on free resources see:www.netobjectives.com/resources
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