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The art of delivering value on time
 

The art of delivering value on time

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  • I like jelly beans. Each day I eat some jelly beans. So I go out and buy 60,000 tons of jelly beans because they are on sale at Costco. Now, I have to get a warehouse to store my jelly beans, I need to hire armed guards to protect them from thieves, and I need workers to keep the jelly beans dry and free of dust. The more of something you have on hand, the more you have to manage it – whether it is parts, completed products, or even candy. The simple existence of the inventory costs money. (Jim Benson) <br />

The art of delivering value on time The art of delivering value on time Presentation Transcript

  • Christophe Achouiantz (@ChrisAch) The Art of Delivering Value on Time (The Art of Succeeding) Christophe Achouiantz Lean/Agile Coach
  • Christophe Achouiantz (@ChrisAch) About me Christophe Achouiantz (fr) Lean/Agile coach – Consultant since 2007 – Sogeti since 2010 – Coach, Project Leader, Programmer Twitter: @ChrisAch Blog: http://leanagileprojects.blogspot.se LinkedIn
  • Christophe Achouiantz (@ChrisAch) The Art of Delivering Value on Time 1. A tale about a ’real’ project 2. Classical Techniques (to try and NOT to try) 3. Advanced techniques Helping a project to be more Effective and Efficient Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) TM & © LUCASFILM LTD. ALL RIGHTS RESERVED. A Tale about a ’Real’ Project: The Death Star 2 Project a long time ago, in a galaxy far, far away Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) TM & © LUCASFILM LTD. ALL RIGHTS RESERVED. Huge Program/Projects! • Massive Hardware • Looks Hugely Complex • Lot of Manpower • Heavy Security, Protocols, Processes • Probably nightmarish complex Software Systems What is all this about? Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) TM & © LUCASFILM LTD. ALL RIGHTS RESERVED. $850,000,000,000,000,000 - Estimated Cost by The White House Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) TM & © LUCASFILM LTD. ALL RIGHTS RESERVED. $1,215,500,000,000,000,000 - Including typicall cost overrun of 43% For IT projects, an industry study by the Standish Group found that the average cost overrun was 43 percent (Wikipedia) Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) TM & © LUCASFILM LTD. ALL RIGHTS RESERVED. Senior Executive, sent to ”fix it” Project Manager Team Members (Glad they are not the PM) Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) TM & © LUCASFILM LTD. ALL RIGHTS RESERVED. Seek desperate solutions, that will only make things worse this late in the project… Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) TM & © LUCASFILM LTD. ALL RIGHTS RESERVED. Management by Fear…Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) TM & © LUCASFILM LTD. ALL RIGHTS RESERVED. How did the project get into this situation? Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) TM & © LUCASFILM LTD. ALL RIGHTS RESERVED. How did the project get into this situation? • Complex! • But manage it as if it is not… • Everything is high prio OR prioritized between epics (all of Epic1, then all of Epic2) • Dubious motivational methods (no one really cares?) • Unplanned changes due to market conditions (new due date + changes to design) • Lack of experience (design team ’disapeared’ withChristophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) TM & © LUCASFILM LTD. ALL RIGHTS RESERVED. What will happen now? • Stress to get the job done in time! Overtime! • Multiple projects competing for the same expert resources • Task-switching (actually gets less done) • Take short-cuts (technical debt++) • Everything becomes urgent! Hard to follow a plan • Errors due to human factor (exhaustion, forced to use underqualified resources, etc.) • Add people late makes the project later •  Poor Quality! Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) TM & © LUCASFILM LTD. ALL RIGHTS RESERVED. From a ”venting shaft” to a ”highway” to the highly explosive core!? Result of Stress, Task Switching &Technical Debt! Result: Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) TM & © LUCASFILM LTD. ALL RIGHTS RESERVED. ”Delivered!” Success “Why would we spend countless taxpayer dollars on a Death Star with a fundamental flaw that can be exploited by a one-man starship?” - The White House Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Why Do Projects Fail? “The project focuses not primarily on creating value, profit and customer satisfaction for the business, but to get the project completed on time and on budget.” Christer Cragnell (Group CIO Swedbank) Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Success! ”Value Delivered on Time” • To Deliver Value on Time means to deliver something of value to the customer, when it is needed… – not before, as it would be waste – not after, as it would be a cost and a missed opportunity • …and with the necessary qualities to realize that value Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Become an Artist to Deliver Value on Time Today, despite an abundance of methods and processes, 60-80% of projects fail. Therefore, to succeed is still an art! If no method can fix it for us, we should all become better artists. Let us learn some techniques! Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Classical Techniques to Deliver Value on Time • Techniques that usually do not help: – Change Control Boards – Add people late – Remove all constraints • Techniques that usually help: – Intelligent Constraints – Know Why – Limit size of project – Reuse experience – Trim the tail Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Use a CCB ”Changes are killing this project, we need a Change Control Board (CCB)!” Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Do Not Use a CCB CCBs are only good for: – Making sure that the customer does not get what is needed/wanted – Create conflicts – Focus attention on contract rather than solution Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Add People Late ”I need more men!” Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Do Not Add People Late Brooks’s Law: Adding manpower to a late software project makes it later! Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Remove Constraints ”Let’s take our time on this one. No time limit, no pressure, no constraints!” Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Duke Nukem
  • Christophe Achouiantz (@ChrisAch) Do Not Remove Constraints Student Syndrome: People will start to fully apply themselves to a task just at the last possible moment before a deadline Parkinson’s Law: “Work expands so as to fill the time available for its completion.” Murphy’s Law: With sufficient time/trials, "Anything that can go wrong, will go wrong" Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Set Intelligent Constraints to Drive Creativity "Constraints shape and focus problems, and provide clear challenges to overcome as well as inspiration. Creativity loves constraints, but they must be balanced with a healthy disregard for the impossible.“ Yahoo! CEO Marissa Mayer An intelligent constraint informs creative action by outlining the "sandbox" within which people can play and guides that action not just by pointing out what to pursue but perhaps more importantly what to ignore. Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Intelligent Constraints: Understand How Much Time you Have KarlScotland
  • Christophe Achouiantz (@ChrisAch) No Big Projects Get rid of Big Projects! Only start small projects, or even better no project at all! Big Projects = Big Administration & Complexity Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Reuse Experience To deliver the rigth thing on time: • Only work with Teams that already have the needed knowledge! Did you know? The Empire State building was built, from scratch to ’done’, in 1 year. This would be impossible to do today… Poppendieck : ”Leading Lean Software Development: Results Are not the Point” Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Sofware Development is a Knowledge Creation Process • To succeed we need premium knowledge about: – The Problem – The Solution – The Technology used – How to work together as a team – How to work with the customer – The fitness of our organization Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Succeed with Experience • So, to best succeed you should only work with: – The same type of problems – The same type of solutions – The same technology – The same team – The same customer • If not: it is a Challenge! You are in a Complex problem (more about that in a moment). Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Trim the Tail • Get rid of the ”long tail” where there is a low value created / time spended ratio. • This requires some planning (more on that later) Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Know WHY • Allways start with WHY! (the golden circle) – Not What, or How or Who (yet) • Spread it to everyone, so that everyone can contribute to reaching the goal – So that everyone CARES about it! Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Advanced Techniques to Deliver Value on Time Advanced Techniques that usually help to become more: • Effective ”Do the right thing” • Efficient ”Do the thing right” Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Minimize Output, Maximize Outcome • Effectivity Techniques – Seek Actionable Feedback – Minimize Rework – Plan to make an Impact – Flesh out details after the plan (and not the plan efter the details) • Efficiency Techniques – Select the Right Process – Optimize Flow Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Effectivity ”Do the Right Thing” Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Speed Up Knowledge Creation with Actionable Feedback • Expect & Plan for feedback! • Feedback about: – The problem and the solution (Iterative and Incremental Development, Paper protypes, demos, etc.) – The process (visual management) – The implementation (test in parallel) Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) The Financial Value of Feedback Christophe Achouiantz – Sogeti Inspiration Day 2011
  • Christophe Achouiantz (@ChrisAch) Minimize Rework • Avoid Failure Demand • Build quality in! – Test & Validation (validation criteria) Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Make an Impact • Identify Who (the actors) to focus on in the short term • How to impact them (strategy) • What to do to impact them (features) How To: Impact Mapping! Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Impact Map Gojko Adzic: ”Impact Mapping: Making a Big Impact with Software Products and Proje
  • Christophe Achouiantz (@ChrisAch) Example of Impact Map Gojko Adzic: ”Impact Mapping: Making a Big Impact with Software Products and Proje
  • Christophe Achouiantz (@ChrisAch) Create the Right Plan • Flesh out details after the plan (and not the plan efter the details) • Start with an IDEA and high level requirements (a handfull). – Ex: an iPad app, with a team of 4, within one week, to help customers choose the right sun-glasses (Norstrom inovation lab) – Intelligent Constraints! • Specifications (the details) are unknown at the start and should be discovered with the help of feedback. • How To: User Story Mapping! Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) User Story Mapping • A technique to design a solution and create a plan to deliver it into small increments. • Combined with Impact Mapping, allows you to design and discover a Minimum Viable Product (MVP). • Resembles Toyota’s ”Success Assured” as well as Kickstarter’s target funding and strech goals. Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) From Idea to Plan via User Story Mapping Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Building a Car using a traditional System Development method Stop! No time/$ left! Brakes Engine Gears Body Suspention Interior & Seats Wheels & Tyres
  • Christophe Achouiantz (@ChrisAch) Building a Car the Right Way Increment Increment Increment Increment Brakes Engine Gears Body Suspention Interior & Seats Wheels & Tyres
  • Christophe Achouiantz (@ChrisAch) Exempel -1 User Story Map © Christophe Achouiantz, Från Krav till System
  • Christophe Achouiantz (@ChrisAch) Exempel - 2 Beroende Frågor Validation /Tests User Stories Tasks /Sub-Aktiviteter Utv. Teamet Kunden Användaren Aktiviteter mindre ”optional” Mer ”optional” © Christophe Achouiantz, Från Krav till System
  • Christophe Achouiantz (@ChrisAch) Exempel - 3 1: Structure 2: Control 3: Security 4: Data quality 5: Statistics (xtra) 6: Performance (xtra) 7: Interface (xtra) Inkrement 1: ”Basic” Inkrement 2 ”Testa Kopplingar” Inkrement 3 ”Säkerhet” Inkrement 4 ”Kvalité” Delmål / inkrement mål Diskutera, klargöra, dela-upp, ändra, validera, bekräfta Klar for Project ”Pete” © Christophe Achouiantz, Från Krav till System
  • Christophe Achouiantz (@ChrisAch) A model for using User Story Mapping A System Design Workshop  Invite key stakeholders (a handfull)  Together, design the system by discovering details and discussing when/how to fit them in. ”Drill-down” sufficiently deep to discover and manage most of the problems.  Create a visual map as a support for the discussions.  Create an incremental development plan/roadmap from the visual map. A recurring re-planning meeting  Manage changes contiuously (e.g. weekly).  Re-design the system (the map) to fit the changes  Re-plan to accomodate the changes. After the workshop, adapt the plan continuously to accomodate: • The new understanding about the problem, solution, system. • The impact of the stakeholders feedback after an increment. • Life!
  • Christophe Achouiantz (@ChrisAch) Efficiency ”Do the Thing Right” Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Use the Right Process for the Right Problem
  • Christophe Achouiantz (@ChrisAch) Optimize the Workflow • See and Understand your Value Stream • Identify bottlenecks, blocks, queues (waste) • Create experiments to get rid of them • Create policies from successfull experiments • Go further with Kanban & Personal Kanban (set extra constraints/policies. E.g. limit Work In Progress) Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Kanban Board Ex. Christophe Achouiantz @ChrisAch - Sogeti A Kanban Board
  • Christophe Achouiantz (@ChrisAch) Techniques for the Art of Delivering Value on Time • Set intelligent constraints • Work with small projects, or no project • Plan for experience and re-use it • Effectivity – Seek feedback (prototypes, demos, visual management, test and validate parallel to development) – Minimize Rework (Failure Demand) – Plan to make an Impact (Impact Mapping) – Flesh out details after the plan (User Story Mapping) • Efficiency – Use the right process (complex or complicated?) – Optimize Flow (Kanban) Christophe Achouiantz @ChrisAch - Sogeti
  • Christophe Achouiantz (@ChrisAch) Thank You! Christophe Achouiantz Twitter: @ChrisAch Blog: http://leanagileprojects.blogspot.se
  • Christophe Achouiantz (@ChrisAch) Referenser • Jeff Patton User Story Mapping User Story Mapping (presentation) How you Slice it (artikel) • Gojko Adzic • Mary & Tom Poppendieck http://www.poppendieck.com/ Bok: Leading Lean Software Development: Results Are not the Point • Eric Ries The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses