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Scaling Agile with the Lessons of Lean Product Development Flow

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While first generation agile methods have a solid track record at the team level, many agile transformations get stuck trying to expand throughout the organization. With a set of principles that can …

While first generation agile methods have a solid track record at the team level, many agile transformations get stuck trying to expand throughout the organization. With a set of principles that can help improve software development quality and productivity, lean thinking provides a method for escaping the trap of local optimization. While agile teams can use lean principles to improve their practices, larger organizations can embrace lean to solve problems that commonly plague company-wide agile endeavors. Alan Shalloway explores the lean principles of mapping value streams, creating visibility, managing work levels, and more. Together, these lean principles and practices can help your organization dramatically reduce the amount of waste in the work that teams perform. He introduces kanban, an agile method that is a strong implementation of lean principles. Alan closes with agile adoption case studies that illustrate how lean thinking can extend Scrum practices.

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  • 1.     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 ∙ sqeinfo@sqe.com ∙ www.sqe.com
  • 2. 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.  
  • 3. Lean-Agile Project Manager 4/13/2013 Lean Agile Al Shalloway, CEO Net Objectives Scaling Agile with the Lessons of Lean Product Development Flow © Copyright 2012 Net Objectives, Inc. All Rights Reserved 1 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 2 copyright 2012. Net Objectives, Inc. All Rights Reserved 1
  • 4. Lean-Agile Project Manager 4/13/2013 Lean for Executives Product Portfolio Management Business Product Owner Scaled Agile Framework Business ASSESSMENTS CONSULTING T RAINING COACHING Lean Enterprise Manage ment Team technical process Lean-Agile Kanban / Scrum ATDD / TDD / Design Patterns Lean Management Project Management © Copyright 2012 Net Objectives, Inc. All Rights Reserved 3 Achieving Enterprise Agility • The Foundations of Lean • Lean-Agile Framework • Case Studies © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 4 2
  • 5. Lean-Agile Project Manager 4/13/2013 Quick Poll of Where People Are  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 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 5 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 thinking points © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 6 3
  • 6. Lean-Agile Project Manager 4/13/2013 The Scrum Model Product Owner Development Team & SM Reflects Reality for One Product and One Team 7 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Stakeholders for multiple programs Product Owners Application Development teams & SMs © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved Component Teams 8 4
  • 7. Lean-Agile Project Manager Business Stakeholders 4/13/2013 Development Teams Integration Team Inter-team dynamics are quite different from intra-team dynamics 9 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 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 © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 10 5
  • 8. Lean-Agile Project Manager 4/13/2013 fractal faulty Intra-team behavior is Not the same as inter-team behavior individual  teams  team of teams  … enterprise scaling Agile with Scrum alone is fragile © Copyright 2012 Net Objectives, Inc. All Rights Reserved 11 down. .nwod and upside-edispu dna it backwards sdrawkcab ti We have got tog evah eW © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 12 6
  • 9. Lean-Agile Project Manager 4/13/2013 Complex systems still have patterns © Copyright 2012 Net Objectives, Inc. All Rights Reserved 13 different kinds of predictability © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 14 7
  • 10. Lean-Agile Project Manager 4/13/2013 which part of the airplane is responsible for flight? 15 © Copyright 2012 Net Objectives, Inc. All Rights Reserved The Software Development Value Stream Concept New Requirements Regional Coordinators Business Leaders Trainers & Educators Product Managers Business Customer Customers Consumption Product Champion(s) Capabilities Software Release Software Product Ops & Support Product Related Shared Components Product Related Product Related Shared Components Development © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 16 8
  • 11. Lean-Agile Project Manager 4/13/2013 How Blockages Occur in Value Stream Not Using MMFs Concept Not Involved New Requirements Regional Coordinators Business Leaders Trainers & Educators Product Managers Business Product Champion(s) Too Many Selected Capabilities Customers No Big Customer Picture Software Product Product Related Software Release Consumption Not Involved During Build Ops & Support Poor Doesn’t Do Shared Components Product Engineering IncrementalRelated Shared Components Product Related Practices Development Development 17 © Copyright 2012 Net Objectives, Inc. All Rights Reserved TYPES OF LEAN Lean Product Development Lean Operations / Manufacturing reduce cost of variation low cost flexibility Lean-Agile Software Development realize business value faster defined empirical © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 18 9
  • 12. Business Priority 4/13/2013 Business Planning LEAN Business Staging Ready to Pull Iteration 0 Input Lean-Agile Project Manager Iterative Incremental Development Deployment Support & Feedback KANBAN ITERATIVE AGILE 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 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 19 Foundations of Lean 1. Systems thinking 2. Respecting people 3. Management • People must self-organize • People understand their work best • Must also respect the nature of people provides leadership thinking points © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 20 10
  • 13. Lean-Agile Project Manager 4/13/2013 Foundations of Lean 1. Systems thinking 2. Respecting people 3. Management • Vision • Big picture • Holistic provides leadership thinking points © Copyright 2012 Net Objectives, Inc. All Rights Reserved 21 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 22 Let’s go back to 2001 when it (mostly) all began copyright 2012. Net Objectives, Inc. All Rights Reserved 11
  • 14. Lean-Agile Project Manager 4/13/2013 C ONSIDER • Agile paradigm not • • • accepted Teams wanted to do it “laws” of Agile not understood Several beginning methods available • XP • Scrum • Crystal © Copyright 2012 Net Objectives, Inc. All Rights Reserved 23 Scaling Agility Agility at Scale using methods that work at team level to get teams to work together Focus on entire value stream Shortening cycle time Avoid excessive WIP at product level © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 24 12
  • 15. Lean-Agile Project Manager 4/13/2013 Lean-Agile Framework 1. Drive From Business 2. 3. 4. 5. 6. Value Deliver Value as Soon as Possible Organize for Value Delivery Build Quality In Make Everything Visible Attend to Change • • • • Discover what is of value Discover how to build it Build it Deploy it thinking points © Copyright 2012 Net Objectives, Inc. All Rights Reserved 25 Agility is where you have Predictability and faster realization of Business Value © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 26 13
  • 16. Lean-Agile Project Manager 4/13/2013 You need Agility for: – Speed Faster realization of Business Value – Value Get more (business value) from current resources (capacity) – Productivity Higher productivity of business value delivery (measurable) © Copyright 2012 Net Objectives, Inc. All Rights Reserved 27 Agility is about Business Value Increments not Development Cycles © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 28 14
  • 17. Lean-Agile Project Manager 4/13/2013 WASTE and the DELAY OF VALUE Always 7% Often 13% Never Used 45% Usage of Features and Functions in Typical System Sometimes 16% Rarely 19% Source: Standish Group Study of 2000 projects at 1000 companies © Copyright 2012 Net Objectives, Inc. All Rights Reserved 29 Deliver in Stages when possible focusing on the known, valuable features gives greater certainty produces greater value lowers risk of mis-building and over-building © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 30 15
  • 18. Lean-Agile Project Manager 4/13/2013 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 31 G ROUP D ISCUSSION Which is more important? Discovering what is valuable or Building and achieving it © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 32 16
  • 19. Lean-Agile Project Manager “ 4/13/2013 You cannot build the right thing if you have not discovered it first!” discover next increment realize it Business Value discover how to build it and implement it © Copyright 2012 Net Objectives, Inc. All Rights Reserved 33 Lean-Agile Framework 1. Drive From Business 2. 3. 4. 5. 6. Value Deliver Value as Soon as Possible Organize for Value Delivery Build Quality In Make Everything Visible Attend to Change • Create Minimal Business Increments • Sequence • Manage across the portfolio thinking points © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 34 17
  • 20. Lean-Agile Project Manager 4/13/2013 economics of responsiveness Payback Period Profit Period Cash flow Investment Period Time Breakeven Mark Denne and Jane Cleland-Huang Software by Numbers First Release © Copyright 2012 Net Objectives, Inc. All Rights Reserved 35 Staged Releases Payback Period Cash flow Investment Period Profit Period Release 1 Net Return Time First Release © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 36 18
  • 21. Lean-Agile Project Manager 4/13/2013 Staged Releases Profit Period Payback Period Cash flow Investment Period Release 1 Net Return Release 2 Net Return Time Second Release 37 © Copyright 2012 Net Objectives, Inc. All Rights Reserved staged releases Profit Period Investment Period Payback Period Cash flow Total Return Time Breakeven Point Investment Use Minimal Business Increments (MBI) (sometimes called MMFs, MVPs, MVFs, MMRs) © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 38 19
  • 22. Lean-Agile Project Manager 4/13/2013 Business Evolution vs. System Evolution © Copyright 2012 Net Objectives, Inc. All Rights Reserved 39 Evolving the Business © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 40 20
  • 23. Lean-Agile Project Manager 4/13/2013 Evolving the System © Copyright 2012 Net Objectives, Inc. All Rights Reserved 41 Incrementally Realizing Business Value value risk What risks do these approaches lower? risk Evolving the System value © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 42 21
  • 24. Lean-Agile Project Manager 4/13/2013 Business Value Realization Trends Ideal / Pareto (80/20) Minimal Build Out / Roll Out Waterfall ? Blend (Portfolio) © Copyright 2012 Net Objectives, Inc. All Rights Reserved 43 Deliver in Stages when possible Always build in Stages don’t build it if you don’t know it’s of value © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 44 22
  • 25. Lean-Agile Project Manager 4/13/2013 Business Backlog for STP Program: Bus Inc No touch STP Bus Inc Bus Inc Bus Inc … Bus Inc High Low Plan Setup Ent. Data Workflow 6 months! Plan Setup Ent. Data Workflow Auto. STP 9 months 1 month of a dev team’s vs. Realizing value 3 months sooner! 4 months Auto. STP 80% 10% 10% © Copyright 2012 Net Objectives, Inc. All Rights Reserved 45 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 © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 46 23
  • 26. Lean-Agile Project Manager 4/13/2013 Business Backlog for ACH Goal: 100% of Loans 25% Reduction in Checks Loans Checks High Low 47 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Business Backlog for ACH Goal: 100% of Loans 25% Reduction in Checks Loans Checks Outbound Inbound 1 Withdrawals 4 Terminations 2 High 3 Low © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 48 24
  • 27. Lean-Agile Project Manager 4/13/2013 Business Capabilities for ACH BF - Web MMF – Web & Call in Outbound - Loans • Manage Bank Info Redirect from chk to ACH Bank Notify Update Reconciliation Cover Funds Confirm ? Analytics & Reporting Web Call in IVR • • What are the business capabilities needed for ACH? What are the sources? How can we group them for highest value? Paper 49 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Business Backlog for ACH Goal: 100% of Loans 25% Reduction in Checks Loans Checks Outbound Inbound MMF 1 Web | Call in Withdrawals 4 Terminations 2 3 BF IVR High Release 1 BF Paper Low Release 2 © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved Release 3 50 25
  • 28. Lean-Agile Project Manager 4/13/2013 Business Features to User Stories MMF – Web & Call in Outbound - Loans Manage Bank Info Redirect from chk to ACH Bank Notify Update Reconciliation Cover Funds Confirm ? Analytics & Reporting Web User Story Manage banking info for a Webinitiated outbound ACH transaction Call in 51 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Business Backlog for ACH Goal: 100% of Loans Loans Outbound MMF 1 Web | Call in Beware! 25% Reduction in Checks Checks Building Manage Bank Info as a standalone component for everything is a system evolution! Inbound Withdrawals Terminations Might be more efficient from an IT perspective, but it is NOT from a 4 2 business value perspective!!! 3 BF IVR Manage Bank Info High Release 1 BF Paper Low Release 2 © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved Release 3 52 26
  • 29. Lean-Agile Project Manager 4/13/2013 high ALWAYS DRIVE FROM BUSINESS VALUE High ROI value to the business Cost of Delay low Cost of Risk release 1 release 4 time © Copyright 2012 Net Objectives, Inc. All Rights Reserved 53 Lean-Agile Framework 1. Drive From Business 2. 3. 4. 5. 6. Value Deliver Value as Soon as Possible Organize for Value Delivery Build Quality In Make Everything Visible Attend to change • Hubs and Pods • Roles required thinking points © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 54 27
  • 30. Lean-Agile Project Manager 4/13/2013 how much of what you do is valuable? rework? 55 © Copyright 2012 Net Objectives, Inc. All Rights Reserved What Work Do You Do? Getting Requirements Design Re-doing requirements Planning Collaboration Working from old requirements Programming Testing Integration “Fixing” bugs Deployment Documentation Training What percentage of your time do you spend on the left? Write it down. “Integration” errors © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved Building unneeded features Overbuilding frameworks Essentially duplicating components 56 28
  • 31. Lean-Agile Project Manager Request 4/13/2013 Approv e Reqts Review Design Sign Off Code Test Analysis Deploy 1. Identify the actions taken in the value stream 57 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Request Approv e Reqts Sign Off Analysis 0.5 hrs 8 hrs 160 hrs 8 hrs 100 hrs Design Review Code Test Deploy 120 hrs 2 hrs 280 hrs 240 hrs 8 hrs 1. Identify the actions taken in the value stream 2.What was the real time from start to finish of the action? © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 58 29
  • 32. Lean-Agile Project Manager 4/13/2013 Request Approve Reqts Sign Off Analysis 0.5 / 0.0 hr .1 / 7.9 hrs 60 / 100 hrs 1 / 7 hrs 40 / 60 hrs 0.5 hrs 8 hrs 160 hrs 8hrs 100 hrs Design Review Code Test Deploy 40 / 80 hrs 2 / 0 hrs 80 / 200 hrs 40 / 200 hrs 3 / 5 hrs 120 hrs 2 hrs 280 hrs 240 hrs 8 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? 59 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Request 0.5 / 0.0 hr Approve 320 hrs .1 / 7.9 hrs Reqts 80 hrs 320 hrs 1 / 7 hrs 160 hrs 8 hrs 0.5 hrs Sign Off 60 / 100 hrs Analysis 80 hrs 40 / 60 hrs 8hrs 100 hrs 80 hrs Review Design 40 / 80 hrs 120 hrs 160 hrs 2 / 0 hrs 2 hrs Code 80 hrs 80 / 200 hrs 280 hrs Test 80 hrs 40 / 200 hrs Deploy 80 hrs 240 hrs 3 / 5 hrs 8 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 © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 60 30
  • 33. Lean-Agile Project Manager 4/13/2013 Request 0.5 / 0.0 hr Approve 320 hrs .1 / 7.9 hrs Reqts 80 hrs Analysis 1 / 7 hrs 320 hrs 160 hrs 8 hrs 0.5 hrs Sign Off 60 / 100 hrs 40 / 60 hrs 80 hrs 8hrs 100 hrs 80 hrs Review Design 40 / 80 hrs Code 2 / 0 hrs 160 hrs 80 hrs 2 hrs 120 hrs Test 80 / 200 hrs 80 hrs 3 / 5 hrs 80 hrs 8 hrs 240 hrs 280 hrs 20% rejected Repeat 1X Deploy 40 / 200 hrs 65% defective Repeat 3X 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 61 13 April 2013 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Request Request 0.5 / 0.0 hrs / 0.0 hrs Reqts Approve 320 hrs .1 / 7.9 hrs 80 hrs Analysis Analysis 1 / 7 hrs 320 hrs 160 hrs 8 hrs 0.5 hrs Sign Off 60 / 100 hrs 40 / 60 hrs 80 hrs 8 hrs 8hrs 100 hrs 80 hrs Review Review Design 40 / 80 hrs 160 hrs 2 / 0 hrs 2 hrs 120 hrs Code 80 hrs 80 / 200 hrs Test 80 hrs 80 hrs 3 / 5 hrs 8 hrs 240 hrs 280 hrs 20% rejected Repeat 1X Deploy Deploy 40 / 200 hrs 65% defective 65% defective Repeat 3X Repeat 3X PCE = 509 hrs 3433 hrs = 14.9% 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 Avg Time Worked Avg Time Worked 6. Calculate Process Cycle Efficiency: Total Cycle Time Total © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 62 31
  • 34. Lean-Agile Project Manager 4/13/2013 Request 0.5 / 0.0 hrs Approve 320 hrs .1 / 7.9 hrs Reqts 80 hrs Analysis 1 / 7 hrs 320 hrs 160 hrs 8 hrs 0.5 hrs Sign Off 60 / 100 hrs 80 hrs 40 / 60 hrs 8hrs 100 hrs 80 hrs Review Design 40 / 80 hrs 160 hrs 2 / 0 hrs Code 80 hrs 2 hrs 120 hrs 80 / 200 hrs Test 80 hrs 80 hrs 65% defective 65% defective Repeat 3X Repeat 3X 3 / 5 hrs 8 hrs 240 hrs 280 hrs 20% rejected Repeat 1X Deploy 40 / 200 hrs 3433 – 509 = 2924 Which gives a better return? Getting better at what you do © Copyright 2012 Net Objectives, Inc. All Rights Reserved Eliminating delays between what you do 63 Here’s a spot! …and another! © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 64 32
  • 35. Lean-Agile Project Manager 4/13/2013 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 65 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 66 copyright 2012. Net Objectives, Inc. All Rights Reserved 33
  • 36. Lean-Agile Project Manager 4/13/2013 Consider the Software Value Stream Concept New Requirements Regional Coordinators Business Leaders Trainers & Educators Product Managers Business Consumption Customer Product Champion(s) Capabilities Managing here Customers Ops & Support Software Product Software Release Product Related Shared Components Product Related Product Related Reduces induced waste here Shared Components Development Product Portfolio Management 67 © Copyright 2012 Net Objectives, Inc. All Rights Reserved VALUE Business Lean Enterprise Manage ment Team FLOW MAKE © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 68 34
  • 37. Lean-Agile Project Manager 4/13/2013 MAKE INCREMENTAL DELIVERY CREATIVE PROBLEM SOLVING QUALITY BUILT IN Team technical © Copyright 2012 Net Objectives, Inc. All Rights Reserved 69 VALUE PRIORITIZATION BUSINESS ITERATIONS RELEASE PLANNING Business technical © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 70 35
  • 38. Lean-Agile Project Manager 4/13/2013 FLOW Value Stream Visualization Impediment Impact Workflow as Process Manage ment ACCOUNTABILITY technical Manage (limit) queues Visual controls Manage flow (process) 71 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Scrum Framework Scaled Agile Framework Lean-Agile Framework Toolsets Responsibilities Executive, Business, Management, & Team Scale and Scope Complexity Portfolios Book of Work Rolling Releases Levels 1, 2, & 3 Programs Business, Management, & Team Program Backlog Releases Multiple Teams Projects Business & Team Practices Product Backlog Iterations Whole Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 72 36
  • 39. Lean-Agile Project Manager 4/13/2013 L e a n - A g i l e Ro l e s L e a n - A g i l e Ro l e s Business Technology EXECUTIVE level 3 Value Stream Owner Business Sponsor Stakeholders CIO CTO Technology Sponsor HUB / MANAGEMENT level 2 Business Product Owner Business Program Manager Product Owner (Release) Technology Owner Technology Delivery Manager Application Development Manager POD / FRONT LINE level 1 Business Subject Matter Expert Business Analyst Focus Groups User Acceptance Testers Lean-Agile PM (Scrum Master) Technical Lead Developers Testers Support © Copyright 2012 Net Objectives, Inc. All Rights Reserved 73 LEVEL 3 - EXECUTIVE P ORTFOLIO - ROLES AND RESPONSIBILITIES 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 © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 74 37
  • 40. Lean-Agile Project Manager 4/13/2013 hubs organize delivery of value © Copyright 2012 Net Objectives, Inc. All Rights Reserved 75 LEVEL 2 - MANAGEMENT HUB - ROLES AND RESPONSIBILITIES 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. Technology Delivery Manager Flow: Continual, predictable, incremental delivery of quality solution(s) Application Development Mgr Technical Integrity: Extensibility & maintainability Architecture & design; Development standards © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 76 38
  • 41. Lean-Agile Project Manager 4/13/2013 Hubs: Application Areas Holistic 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’ © Copyright 2012 Net Objectives, Inc. All Rights Reserved 77 pods deliver value © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 78 39
  • 42. Lean-Agile Project Manager 4/13/2013 LEVEL 1 – FRONT LINE P OD( S) - ROLES AND RESPONSIBILITIES Lean-Agile PM (Scrum Master) Visibility, transparency, coaching for Lean-agile Practices 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 Continuous incremental process improvement © Copyright 2012 Net Objectives, Inc. All Rights Reserved 79 Lean-Agile Framework 1. Drive From Business 2. 3. 4. 5. 6. Value Deliver Value as Soon as Possible Organize for Value Delivery Build Quality In Make Everything Visible 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 thinking points © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 80 40
  • 43. Lean-Agile Project Manager 4/13/2013 DILBERT: © Scott Adams/Dist. by United Feature Syndicate, Inc. 81 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Customer: I need new features yesterday Devs hear: Get it done; Fast, at all costs! code base: Exponential increase in time to add features code base: Sloppy changes code base: Increased defects code base: Increased complexity © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved _s 82 41
  • 44. Lean-Agile Project Manager 4/13/2013 Testers are overloaded further delays in feedback Testing occurs long after coding Devs don’t get immediate feedback Testers w/more work Systems w/more defects Devs create more defects © Copyright 2012 Net Objectives, Inc. All Rights Reserved _s 83 True process efficiency = 7.8% © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 84 42
  • 45. Lean-Agile Project Manager 4/13/2013 “Preventing defects Finding defects is waste. is essential” © Copyright 2012 Net Objectives, Inc. All Rights Reserved 85 Build Quality In LEAN THINKING Acceptance-centric Continuous integration Collaboration Minimize technical debt Minimize process waste All process visible © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 86 43
  • 46. Lean-Agile Project Manager 4/13/2013 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 87 G ROUP D ISCUSSION About Poor Quality What happens if we have poor quality? What causes poor quality? © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 88 44
  • 47. Lean-Agile Project Manager 4/13/2013 Example: Acceptance TDD 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 Standard Hol/Sun Hours Hours 40 45 48 0 0 8 Wage Pay() 20 20 20 89 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Example: Acceptance TDD 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 Standard Hol/Sun Hours Hours 40 45 48 0 0 8 Wage 20 $800 20 $950 20 $1520 © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved Pay() 90 45
  • 48. Lean-Agile Project Manager Product Owner refines stories & tests BEFORE ITERATION PLANNING 4/13/2013 STORY ACCEPTANCE ITERATION PLANNING Team add detail Team refine tests get tests to pass Team Add to regression test suite DEVELOPMENT Acceptance Test Timeline © Copyright 2012 Net Objectives, Inc. All Rights Reserved Test-Later 91 Test-First Design the code "in your head" or using design artifacts Analysis/design is done in the context of acceptance tests, Verify this structure mentally, if you written for each story. think of it, and have the time (how Every aspect of the solution is do you “test” your design?) verified—quickly and repeatable Automated tests are hard to add (code not always designed for them) Code is designed to be inherently testable from the beginning Tests record intent and provide Intentions are recorded separately examples from the code Tests give insight about design “Implementation-centric” quality “Interface-centric” © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 92 46
  • 49. Lean-Agile Project Manager the 4/13/2013 New and proper role of Quality Assurance is preventing defects and improving process © Copyright 2012 Net Objectives, Inc. All Rights Reserved 93 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 94 copyright 2012. Net Objectives, Inc. All Rights Reserved 47
  • 50. Lean-Agile Project Manager 4/13/2013 Lean-Agile Framework 1. Drive From Business 2. 3. 4. 5. 6. Value Deliver Value as Soon as Possible Organize for Value Delivery Build Quality In Make Everything Visible Attend to Change • Value stream • Explicit policies • Work being done thinking points © Copyright 2012 Net Objectives, Inc. All Rights Reserved 95 working on multiple projects at same time induces EXPONENTIALLY MORE WORK © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 96 48
  • 51. Lean-Agile Project Manager 4/13/2013 What We Think Will and What Does Happen Rework Overhead Planned Work Rework Overhead Planned Work New Features Cost of Interruptions 97 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Time Available for New Features % of capacity Maximum capacity of the team Time to add new functionality Time Spent Fixing Bugs Within and Across Systems Current ??? Years? Years in future © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 98 49
  • 52. Lean-Agile Project Manager 4/13/2013 Lean-Agile Framework 1. Drive From Business 2. 3. 4. 5. 6. Value Deliver Value as Soon as Possible Organize for Value Delivery Build Quality In Make Everything Visible Attend to Change • Too much change can be worse than no change • Attend to pilots • Lean-Agile Roadmap thinking points © Copyright 2012 Net Objectives, Inc. All Rights Reserved T ELLING P EOPLE “JUST DO JUST DOESN’T DO IT © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 99 IT” 100 50
  • 53. Lean-Agile Project Manager 4/13/2013 Legacy Organization: Matrix Resources to Projects Project 1 Project 2 Project 3 Project 4 Project N © Copyright 2012 Net Objectives, Inc. All Rights Reserved 101 Let’s Create a Pilot Project Project 1 Project 2 Project 3 Project 4 % Project N Experience has shown that if you create a cross-functional colocated team you will improve 3x without changing your process. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 102 Business Analyst, Architect, Usability Expert, Developer, Developer, Tester, Project Manager Expert copyright 2012. Net Objectives, Inc. All Rights Reserved 51
  • 54. Lean-Agile Project Manager 4/13/2013 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 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 103 Business Enterprise Agility Manage ment Team technical © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 104 52
  • 55. Lean-Agile Project Manager 4/13/2013 Lean-Agile: Evolving Agility ∞ Continually evolving Agility Sustaining, not improving Maturation Declining Business Lean Thinking Low Team Mgmt Time (years) Iterative  Flow  Highest Business Value © Copyright 2012 Net Objectives, Inc. All Rights Reserved 105 Lean-Agile: Evolving Agility Where are you currently? ∞ Agility Business Management Team Continually evolving Sustaining, not improving Maturation Declining Low Time (years) Iterative  Flow  Highest Business Value © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 106 53
  • 56. Lean-Agile Project Manager 4/13/2013 change the management system © Copyright 2012 Net Objectives, Inc. All Rights Reserved 107 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. change the management system © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 108 54
  • 57. Lean-Agile Project Manager 4/13/2013 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. change the management system © Copyright 2012 Net Objectives, Inc. All Rights Reserved 109 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. change the management system © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 110 55
  • 58. Lean-Agile Project Manager 4/13/2013 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.” change the management system © Copyright 2012 Net Objectives, Inc. All Rights Reserved 111 Lean-Agile Roadmap • Where are you? • • • • • – Product initiation – # products Culture Team structure Cross product / component dependencies Technical debt Level of testing © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 112 56
  • 59. Lean-Agile Project Manager 4/13/2013 Case Studies 1. Agile Planning 2. Cross-functional • Focus on MBI • Pareto Vs Parkinson Teams 3. Dynamic Feature Teams 4. Shared Backlogs 5. Product Management thinking points © Copyright 2012 Net Objectives, Inc. All Rights Reserved 113 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 114 copyright 2012. Net Objectives, Inc. All Rights Reserved 57
  • 60. Lean-Agile Project Manager 4/13/2013 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 115 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 thinking points © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 116 58
  • 61. Lean-Agile Project Manager 4/13/2013 Team Organization UI Team UI Team Inter-tribal Intra-tribal Mid-tier Team Mid-tier Team Team 3 Team 2 Cross-team cross-tribe collaboration is difficult. Database Team Team 1 Database Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved 117 Case Studies 1. Agile Planning 2. Cross-functional • Principles trump practices • Swarm when possible Teams 3. Dynamic Feature Teams 4. Shared Backlogs 5. Product Management thinking points © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 118 59
  • 62. Lean-Agile Project Manager 4/13/2013 Case Study: Military Aircraft Background • 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 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 119 Dynamic Feature Teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 120 60
  • 63. Lean-Agile Project Manager 4/13/2013 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 121 Case Studies 1. Agile Planning 2. Cross-functional • Self-organization across teams does not work • Create a bigger team Teams 3. Dynamic Feature Teams 4. Shared Backlogs 5. Product Management thinking points © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 122 61
  • 64. Lean-Agile Project Manager 4/13/2013 Case Study: Coordinating Teams Background • Multiple teams • Specialized • Each team completed sprints in two weeks …but value not delivered for months …and then with challenges 123 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Overall Team Organization Product Line A applications Product Line B applications Component team for line B applications Component team for line A applications System-Wide Component Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 124 62
  • 65. Lean-Agile Project Manager 4/13/2013 Teams on a Project Product Line A applications Product Line B applications Component team for line B applications Component team for line A applications System-Wide Component Team 125 © Copyright 2012 Net Objectives, Inc. All Rights Reserved MBI MBI Split MBI Teams work on according to their parts Teams Eventually integrating Teams work on them until done their parttogether Teams split according to components Feedback times for: Progress bar Team 2 weeks Across teams 6 weeks Customer 8 weeks © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 126 63
  • 66. Lean-Agile Project Manager 4/13/2013 Common Challenge Common Guiding Principle? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 127 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 © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 128 64
  • 67. 4/13/2013 PORTFOLIO Lean-Agile Project Manager C ONTEXT OF THE S OLUTION Decision High enough business value? Decision Technically feasible, sufficient ROI? Review business value , approve, and prioritize Define value increments and sequence Business Staging Ready to Pull Decision Is there capacity? Define acceptance criteria and feature sequence Define product backlog Iterative Development Integration Train Business Planning Shared Backlog Business Priority Iteration 0 Input B US IN ES S DIS COVERY B US IN ES S DEL IVERY Iterative Incremental Iterative Development Development Deployment Iterative Development Support & Feedback Decision Ready to release? Build iteratively, deploy incrementally © Copyright 2012 Net Objectives, Inc. All Rights Reserved MBI 129 MBI Split MBI into sub-features Integration still required After one iteration, teams but takes much less time integrate their components Development teams split Teams work on according to part their components Feedback times for: Progress bar Team 2 weeks Across teams 2 weeks Customer 2 weeks © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 130 65
  • 68. Lean-Agile Project Manager 4/13/2013 Case Studies 1. Agile Planning 2. Cross-functional • Product Owner Role Limited • Cross Product View Needed Teams 3. Dynamic Feature Teams 4. Shared Backlogs 5. Product Management thinking points © Copyright 2012 Net Objectives, Inc. All Rights Reserved 131 Case study Coordinating Multiple Business Stakeholders with Multiple Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 132 66
  • 69. Lean-Agile Project Manager 4/13/2013 The Simple Case 5. Assign to team backlog 1. Define 2. Create MMFs 4. Create high level stories Team Product Backlog Business 3. Prioritize MMFs capabilities A A1 A2 A1 A1aA1bA1c A1d Team 1 A2 Architecture / Technical Leads Product Owners Development teams Stakeholders © Copyright 2012 Net Objectives, Inc. All Rights Reserved A Harder CasePrioritize MMFs 3. 1. Define Business capabilities 2. Create MMFs 5. Assign to team 4. Create high backlogs level stories Team Product Backlogs A1 A2 A1 A1aA1bA1c A1d A2 A 133 A2a A2c A2b Team 1 Team 2 Team 3 Team 4 Stakeholders Architecture / Technical Leads Product Owners Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 134 67
  • 70. Lean-Agile Project Manager 4/13/2013 Normal Problem – We Call it Tough Team Product Backlogs A Team 1 B Team 2 C Team 3 D Team 4 E Stakeholders Architecture / Technical Leads Product Owners Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 135 Product Owner Role Stretched too Thin Team Product Backlogs A B C ?? ?? ? ? D E Stakeholders Team 1 Team 2 Team 3 ? Team 4  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 Owners Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 136 68
  • 71. Lean-Agile Project Manager 4/13/2013 Product Managers and Product Owners Team Product Backlogs A Team 1 B Team 2 C Team 3 D E Product Manager: • represents the stakeholders • prioritizes MMFs • breaks MMFs into components Product Owner: • acts as SME to team • represents team to product managers Team 4 • breaks MMFs into components with Prod Mgrs • breaks components into stories Architects / Technical /Leads Leads Architecture Technical Product Managers • responsible for technical dependencies across teams Product Owners • provide high level costs to Product Managers Stakeholders Development teams 137 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Agile At Scale 1. Define Business capabilities A 5. Assign to team backlogs 3. Prioritize MMFs 2. Create MMFs A1 B1 A1 A2 B2 B B1 B2 B3 B1a B1b B1c C1 C2 Team 1 A1a A1c A1b A1d Team 2 B2a B2c B2b B3aB3b B3c C1 C Team Product Backlogs Blocked B3 4. Create high level stories A2 Team 3 Team 4 C2 Stakeholders Architecture / Technical Leads Product Managers Product Owners Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 138 69
  • 72. Lean-Agile Project Manager 4/13/2013 Drive From Business Value Deliver Value as Soon as Possible Organize for Value Delivery Build Quality In Make Everything Visible Attend to Change key points 139 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Net Objectives’ Webinars 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 © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved _s 140 70
  • 73. Lean-Agile Project Manager 4/13/2013 Thank You!     Register at www.netobjectives.com/register See www.netobjectives.com/resources Contact me at alshall@netobjectives.com Twitter tag @alshalloway © Copyright 2012 Net Objectives, Inc. All Rights Reserved Q U E S T I O N S ? Lean for Executives Product Portfolio Management Business Product Owner Scaled Agile Framework Business ASSESSMENTS CONSULTING T RAINING COACHING Lean Enterprise Manage ment Team technical copyright © 2010 Net Objectives Inc. 141 For more info on free resources see: www.netobjectives.com/resources process Lean-Agile Kanban / Scrum ATDD / TDD / Design Patterns Lean Management Project Management © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 142 71

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