Copyright © Institut Lean France 2012                                                                     22 & 23 November...
© Copyright 2012 Net Objectives, Inc. All Rights Reserved   2
Lean for Executives       Product Portfolio          Management                            BusinesBusiness Product Owner  ...
The Software Development Value Stream                                                                                     ...
Our Value Stream Pipeline          © Copyright 2012 Net Objectives, Inc. All Rights Reserved   5
Or is it?            © Copyright 2012 Net Objectives, Inc. All Rights Reserved   6
What Are Our Challenges?          © Copyright 2012 Net Objectives, Inc. All Rights Reserved   7
T EAMS O VERWHELMED     WITH WORK     © Copyright 2012 Net Objectives, Inc. All Rights Reserved   8
Getting While the Getting isGood           © Copyright 2012 Net Objectives, Inc. All Rights Reserved   9
© Copyright 2012 Net Objectives, Inc. All Rights Reserved   10
working on multiple projects  at same time induces  EXPONENTIALLY MORE WORK                   © Copyright 2012 Net Objecti...
Here’sa spot!          And          another!     © Copyright 2012 Net Objectives, Inc. All Rights Reserved   12
The Structure Our People WorkWithin                                                      Inspired by Dan North, BSC/ADP 20...
Structure of Our Work          © Copyright 2012 Net Objectives, Inc. All Rights Reserved   14
We Manage This WayEven though our value flows this way             © Copyright 2012 Net Objectives, Inc. All Rights Reserv...
Hierarchical Vs Lean Management                                                    What They Need To What They Can Manage ...
Who ismanagingthe value?     © Copyright 2012 Net Objectives, Inc. All Rights Reserved   17
Time to Market          © Copyright 2012 Net Objectives, Inc. All Rights Reserved   18
Where Is Our Time Spent?     What per cent of our time do we spend working versus waiting?      How would you know?       ...
What Happens When               Adding Value Is               Delayed?               • Between getting requirements       ...
The Whole Picture          © Copyright 2012 Net Objectives, Inc. All Rights Reserved   21
First Order Solution           © Copyright 2012 Net Objectives, Inc. All Rights Reserved   22
First Order Solution           © Copyright 2012 Net Objectives, Inc. All Rights Reserved   23
As Agile Scales, Wait TimeBetween Teams Increases Simply creating teams no longer works Team-of-teams doesn’t work for v...
Lean Principles• Optimize the Whole• Eliminate Waste• Deliver Value Fast                  DELIVER IN• Build Quality InINCR...
Consider the Software Value Stream                                                                                        ...
Portfolio Management               • Identify, size, prioritize most                 important value               • Manag...
Getting theright peopleto work on                                   Is more importantthe right                            ...
© Copyright 2012 Net Objectives, Inc. All Rights Reserved   29
Portfoliomanagement is justas much about howthe work flows to theteams as it is about  how the work is      selected and  ...
Case Study 1: CoordinatingTeamsBackground      • Multiple teams                • Specialized                • Each team co...
Overall Team Organization                  Product Line A                                              Product Line B     ...
Teams on a Project                  Product Line A                                              Product Line B            ...
Focus on time     over theentire value      stream. © Copyright 2012 Net Objectives, Inc. All Rights Reserved   34
MM F                                                                                MM                                    ...
MM                                                                    MM F                                                ...
Case study 2:                    Coordinating                    Multiple                    Business                    S...
The Simple Case                                                   5. Assign to team backlog1. Define      2. Create MMFs  ...
5. Assign to team A Harder CasePrioritize MMFs            3.                                   4. Create high             ...
Normal Problem – We Call it Tough                                                                         Team Product Bac...
Product Owner Role Stretched too Thin                                                                                  Tea...
Product Managers and Product Owners                                                                                     Te...
Agile At Scale                                                                         5. Assign to team backlogs         ...
Product PortfolioManagement                           Focus on most valuable items                           Look across y...
QuestionsWebinars  Enhancing and Extending Scrum With Lean, 09:00am PT Dec 11  Attending to Culture in Your Agile Transiti...
Upcoming SlideShare
Loading in...5
×

Managing product development flow across an IT organization

3,326

Published on

A talk by Alan Shalloway at the European Lean IT Summit 2012. This talk provides 2 essential meta-patterns of Lean: focus on value and eliminating delays. These can be used to guide the creation of an effective and efficient workflow. It presents four case studies, each building on the concepts of the other, to provide actionable advice for your own implementations.
More Lean IT presentations and videos on www.lean-it-summit.com

Published in: Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
3,326
On Slideshare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
53
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • Instructor notesIntroduce yourselfMost everything we’ll cover, you already know, but there’s 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 boardWhen people call these out, put those that are true on the left of the board, those that aren’t 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 they’ve pretty much said everything, explain which are true and which aren’t. This is a great way to create a fresh map to start with.
  • COMPONENT: Ellipses illustrating concept to concumption_v1as
  • 6755928
  • 6755928
  • 11568652It may be just too much for some people to take.
  • **Kanban**11557486
  • It’s not that people are trying for utilization, it’s 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. utilizationThink 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 let’s 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). I’d obviously take the one on the left. But notice how the one on the right is much better utilized? It’s not utilization we want, it’s 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 – “there’s a spot, there’s another” and people get what I’m talkinga bout – how we always jam in extra things – even though it doesn’t really get us anywhere.
  • Jump back 21
  • COMPONENT: Ellipses illustrating concept to concumption_v1as
  • **REVIEW** Lost based on flow. Look back on what jim had12055021Eliminate delays to improve quality and lower costManaging work in process can help remove these delays
  • -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.
  • **REVIEW** Lost based on flow. Look back on what jim had12055021Eliminate delays to improve quality and lower costManaging work in process can help remove these delays
  • Problem was everyone is sub-itemizing their throughput and risk mitigation.Scrum of scrum is difficult here because people are being measured differently.
  • Add that this allows for having everyone on the same evaluation metrics – cycle time of each story.
  • Self-organizing at team layer is goodHow to split teams up requires bigger perspectiveTell story of teams organized by UI – Mid-Tier – Data-layer
  • s
  • s
  • s
  • s
  • s
  • Focus on highest priority
  • Philadelphia 2/28-3/1Bay Area 3/6-8Seattle 4/3-5
  • Managing product development flow across an IT organization

    1. 1. Copyright © Institut Lean France 2012 22 & 23 November, 2012 Paris, FranceManaging Product DevelopmentFlow Across an IT Organization © Copyright 2012 Net Objectives, Inc. All Rights Reserved 1
    2. 2. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 2
    3. 3. Lean for Executives Product Portfolio Management BusinesBusiness Product Owner s ASSESSMENTS CONSULTING T RAINING COACHING Lean Enterprise Manag Team ement technical process Lean-Agile Lean Management Kanban / Scrum Project ATDD / TDD / Design Patterns Management © Copyright 2012 Net Objectives, Inc. All Rights Reserved 3
    4. 4. The Software Development Value Stream Concept Business Leaders Regional Coordinators New Customers Consumption Trainers & Educators RequirementsProduct Managers Customer Business Product Champion(s) Capabilities Software Product Ops & Support Software Release Product Related Shared Components Product Related Shared Components Product Related Development © Copyright 2012 Net Objectives, Inc. All Rights Reserved 4
    5. 5. Our Value Stream Pipeline © Copyright 2012 Net Objectives, Inc. All Rights Reserved 5
    6. 6. Or is it? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 6
    7. 7. What Are Our Challenges? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 7
    8. 8. T EAMS O VERWHELMED WITH WORK © Copyright 2012 Net Objectives, Inc. All Rights Reserved 8
    9. 9. Getting While the Getting isGood © Copyright 2012 Net Objectives, Inc. All Rights Reserved 9
    10. 10. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 10
    11. 11. working on multiple projects at same time induces EXPONENTIALLY MORE WORK © Copyright 2012 Net Objectives, Inc. All Rights Reserved 11
    12. 12. Here’sa spot! And another! © Copyright 2012 Net Objectives, Inc. All Rights Reserved 12
    13. 13. The Structure Our People WorkWithin Inspired by Dan North, BSC/ADP 2012 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 13
    14. 14. Structure of Our Work © Copyright 2012 Net Objectives, Inc. All Rights Reserved 14
    15. 15. We Manage This WayEven though our value flows this way © Copyright 2012 Net Objectives, Inc. All Rights Reserved 15
    16. 16. Hierarchical Vs Lean Management What They Need To What They Can Manage Manage  His/her folks  Time to market – How busy they are  Effects of upstream – Their “productivity” groups on their teams  The quality of work of  Effects of downstream their people groups on their teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 16
    17. 17. Who ismanagingthe value? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 17
    18. 18. Time to Market © Copyright 2012 Net Objectives, Inc. All Rights Reserved 18
    19. 19. Where Is Our Time Spent? What per cent of our time do we spend working versus waiting? How would you know? No one is managing this in most companies. Waiting WaitingAdding Value Adding Value Adding Value Adding Value Adding Value Adding Value © Copyright 2012 Net Objectives, Inc. All Rights Reserved 19
    20. 20. 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?© Copyright 2012 Net Objectives, Inc. All Rights Reserved 20
    21. 21. The Whole Picture © Copyright 2012 Net Objectives, Inc. All Rights Reserved 21
    22. 22. First Order Solution © Copyright 2012 Net Objectives, Inc. All Rights Reserved 22
    23. 23. First Order Solution © Copyright 2012 Net Objectives, Inc. All Rights Reserved 23
    24. 24. As Agile Scales, Wait TimeBetween Teams Increases Simply creating teams no longer works Team-of-teams doesn’t work for variety of reasons – Inter team dynamics different from team dynamics – No team has big picture © Copyright 2012 Net Objectives, Inc. All Rights Reserved 24
    25. 25. Lean Principles• Optimize the Whole• Eliminate Waste• Deliver Value Fast DELIVER IN• Build Quality InINCREMENTS
    26. 26. Consider the Software Value Stream Concept Business Leaders Regional Coordinators New Customers Consumption Trainers & Educators RequirementsProduct Managers Customer Business Product Champion(s) Capabilities Software Product Ops & Support Software Release Product Related Managi ng here Product Related Shared Components Shared Components Reduces Product Related Development induced waste here Product Portfolio Management © Copyright 2012 Net Objectives, Inc. All Rights Reserved 26
    27. 27. Portfolio Management • Identify, size, prioritize most important value • Manage the flow of work through the development organization • Manage the deployment of the value to the customers (internal or external)© Copyright 2012 Net Objectives, Inc. All Rights Reserved 27
    28. 28. Getting theright peopleto work on Is more importantthe right than doing thething at the steps fasterright time © Copyright 2012 Net Objectives, Inc. All Rights Reserved 28
    29. 29. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 29
    30. 30. Portfoliomanagement is justas much about howthe work flows to theteams as it is about how the work is selected and prioritized. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 30
    31. 31. Case Study 1: CoordinatingTeamsBackground • Multiple teams • Specialized • Each team completed sprints in two weeks …but value not delivered for months …and then with challenges © Copyright 2012 Net Objectives, Inc. All Rights Reserved 31
    32. 32. Overall Team Organization Product Line A Product Line B applications applications ComponentComponent team for line Bteam for line A applicationsapplications System-Wide Component Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved 32
    33. 33. Teams on a Project Product Line A Product Line B applications applications ComponentComponent team for line Bteam for line A applicationsapplications System-Wide Component Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved 33
    34. 34. Focus on time over theentire value stream. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 34
    35. 35. MM F MM F TeamsMMF Split work according to Eventually integrating on their parts Teams work on Teams their parttogether them until done Teams split according to componentsFeedback times for: Progress bar Team 2 weeks Across teams 6 weeks Customer 8 weeks © Copyright 2012 Net Objectives, Inc. All Rights Reserved 35
    36. 36. MM MM F F Split MMF into sub- Integration still required After one features but takes much less time iteration, teams integrate Teams work their components Development teams split on according to part their componentsFeedback times for: Progress bar Team 2 weeks Across teams 2 weeks Customer 2 weeks © Copyright 2012 Net Objectives, Inc. All Rights Reserved 36
    37. 37. Case study 2: Coordinating Multiple Business Stakeholders with Multiple Team© Copyright 2012 Net Objectives, Inc. All Rights Reserved 37
    38. 38. The Simple Case 5. Assign to team backlog1. Define 2. Create MMFs 4. Create high level stories Team Product BacklogBusiness 3. Prioritize MMFscapabilities A1 A1 A1aA1b A1c Team 1 A A2 A1d A2 Architecture / Technical Leads Product Owners Stakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 38
    39. 39. 5. Assign to team A Harder CasePrioritize MMFs 3. 4. Create high backlogs1. Define level stories 2. Create Team Product BacklogsBusiness MMFscapabilities A1 A1 A1aA1bA1c Team 1 A A2 A1d A2 A2a A2c A2b Team 2 Team 3 Team 4 Architecture / Technical Leads Product Owners Stakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 39
    40. 40. Normal Problem – We Call it Tough Team Product BacklogsA Team 1B Team 2C Team 3D Team 4E Architecture / Technical Leads Product OwnersStakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 40
    41. 41. Product Owner Role Stretched too Thin Team Product BacklogsA ?? Team 1BC ?? ? Team 2 ? Team 3D ? Team 4E  Product Owners do project management  Stakeholders can’t go to one source to see what to do  Teams have to coordinate with themselves Architecture / Technical Leads Product OwnersStakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 41
    42. 42. Product Managers and Product Owners Team Product BacklogsA Team 1B Team 2C Team 3D Product Manager: Product Owner: • represent the stakeholders • acts as SME to team • prioritize MMFs • represent team to product managers Team 4E • break MMFs into components • break MMFs into components with Prod Mgrs • represent stakeholders to POs • break components into stories Architects Architecture / Leads Leads / Technical Technical • responsible for Product Managers technical dependencies across teams • provide high level costs to Product Managers Product OwnersStakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 42
    43. 43. Agile At Scale 5. Assign to team backlogs 3. Prioritize MMFs 4. Create high Team Product Backlogs1. Define level stories 2. CreateBusinesscapabilities MMFs B1 B1a B1bB1c Team 1 A1 A1 A1a A1c A1b A1d A A2 B2 Team 2 B2a B2c B2b B B1 B3 B2 B3aB3b B3 B3c Blocked Team 3 C1 C C1 C2 A2 Team 4 C2 Architecture / Technical Leads Product Managers Product Owners Stakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 43
    44. 44. Product PortfolioManagement Focus on most valuable items Look across your products /services First step in load-balancing teams Provide high-level view of work Create vision across teams key points © Copyright 2012 Net Objectives, Inc. All Rights Reserved 44
    45. 45. QuestionsWebinars Enhancing and Extending Scrum With Lean, 09:00am PT Dec 11 Attending to Culture in Your Agile Transition, 09:00am PT Jan ‘13 Recording available: Net Objectives Enterprise Agility Roadmap: Patterns of Successful Lean-Agile Adoption © Copyright 2012 Net Objectives, Inc. All Rights Reserved 45
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×