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Managing product development flow across an IT organization

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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 …

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

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  • 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
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  • Focus on highest priority
  • Philadelphia 2/28-3/1Bay Area 3/6-8Seattle 4/3-5

Transcript

  • 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. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 2
  • 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. 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. Our Value Stream Pipeline © Copyright 2012 Net Objectives, Inc. All Rights Reserved 5
  • 6. Or is it? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 6
  • 7. What Are Our Challenges? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 7
  • 8. T EAMS O VERWHELMED WITH WORK © Copyright 2012 Net Objectives, Inc. All Rights Reserved 8
  • 9. Getting While the Getting isGood © Copyright 2012 Net Objectives, Inc. All Rights Reserved 9
  • 10. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 10
  • 11. working on multiple projects at same time induces EXPONENTIALLY MORE WORK © Copyright 2012 Net Objectives, Inc. All Rights Reserved 11
  • 12. Here’sa spot! And another! © Copyright 2012 Net Objectives, Inc. All Rights Reserved 12
  • 13. The Structure Our People WorkWithin Inspired by Dan North, BSC/ADP 2012 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 13
  • 14. Structure of Our Work © Copyright 2012 Net Objectives, Inc. All Rights Reserved 14
  • 15. We Manage This WayEven though our value flows this way © Copyright 2012 Net Objectives, Inc. All Rights Reserved 15
  • 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. Who ismanagingthe value? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 17
  • 18. Time to Market © Copyright 2012 Net Objectives, Inc. All Rights Reserved 18
  • 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. 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. The Whole Picture © Copyright 2012 Net Objectives, Inc. All Rights Reserved 21
  • 22. First Order Solution © Copyright 2012 Net Objectives, Inc. All Rights Reserved 22
  • 23. First Order Solution © Copyright 2012 Net Objectives, Inc. All Rights Reserved 23
  • 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. Lean Principles• Optimize the Whole• Eliminate Waste• Deliver Value Fast DELIVER IN• Build Quality InINCREMENTS
  • 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. 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. 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. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 29
  • 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. 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. 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. 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. Focus on time over theentire value stream. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 34
  • 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. 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. Case study 2: Coordinating Multiple Business Stakeholders with Multiple Team© Copyright 2012 Net Objectives, Inc. All Rights Reserved 37
  • 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. 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. 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. 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. 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. 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. 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. 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