Reformulating the Product Delivery Process

Reformulating the Product Delivery Process
Israel Gat
Erik Huddleston
Walter Bodwell
Stephen Chin
April 23, 2010

Lean/Agile has the demonstrated potential to drive high levels of productivity and quantifiable benefits for development organizations
Dramatic Productivity Increases
Development
Engineering time Reduction
Increased Release Frequency
Release Freeze
Source: David Joyce; Kanban Results Part 3; Lean and Kanban; November 4 2009
Source: David Joyce; Kanban Results ; Lean and Kanban; October 24 2009

Likewise, Inovis saw similar gains after a “big bang” rollout in 2008
QSMA, arespected consultancy on development productivity benchmarked Inovis against an industry database of over 7500 other projects.

However, the greater the success experienced in R&D, the more disruption that it creates for the organization as a whole
Feature selling becomes impossible (Sales Enablement)
Launch Cycle Time > Dev Cycle Time
Marketing
Sales
Melting Change Managers: 50 changes once a month to 900 changes constantly
Product Management
Operations
Development
…in the weeds…
Professional Services
Support
Supported Release proliferation
Innovator’s Dilemma

5
“Eat your spinach or the Scrum will get you.”

However, by applying/extending those same lean/kanban principles more broadly in the organization, these risks can be avoided, and organizational value increased.
Source: InfoQ
Source: InfoQ
Three Atypical, but Critical Practices in the Product Portfolio Kanban:
Stakeholder Based Investment Themes and Business Case Management (organizational value)
Upstream and Downstream WIP Limits
Dynamic Allocations

Stakeholder Based Investment Themes and Business Case Management (organizational value)
Organic Growth Initiative
Allocations and Strategic Investment Themes
5
30
Strategic Customer
Cost Reduction
25
Business Cases at Epic or Feature Level
Epics (offering or strategic initiative)
40
New Market
Features
Stories
Acceptance Criteria: Critical requirements for biz case realization (feature only) and needs for feature success (Feature and Story)

We manage each business case through a Kanban which extends upstream and downstream from traditional development
Kanban Stages
Benefits
Alleviate the “Agile Death Ray” Effect and Achieve Flow
Expose and Route Around Political Roadblocks and Priority Alignment
Focus Organizational Value Return
Proposed
Biz Case
Backlogged
Long Term Roadmap
Scheduled
Committed Roadmap
In Process
Software development method in use
Deployed
Release Management
Enabled
Collateral, Training
Adopted
Marketing
Usage
Validated
Biz Case Analysis
Feature Success Measurement
WIP Limits
WL
Capacity based WIP limits
WL
WL
Item/slot based WIP limits
WL
WL
8

The Requirements Management and Kanban WIP Limits enable Organizational Value to be optimized dynamically based on real world organizational capacity and appetite
Marketing
Sales
Proposed
Validated
Adopted
Enabled
Product Management
Operations
Scheduled
Backlogged
Development
In Process
Deployed
Bottleneck
Validated
Enabled
Adopted
Professional Services
Support

What did success look like? One Example: Market Responsiveness
“Inovis would not have succeeded if they were unable to deliver a staggering 200+ patches and releases to support our migration effort. No Inovis competitor could have done that.” --Michael Amend, Dell

Tactics/Capabilities
How was it executed? Here is the Lean Execution Engine
Test Execution
ALM
(Requirements Management)
Continuous
Improvement
Feedback
Dynamic
Roadmap
Code to Feature Linkage
Test to Feature Linkage
Continuous Build
Test Execution
LRM
(Lean Release Management)
Branch Management
Components
Merge Management
Artifact Mgmt
Code Change Detection
SCM
(Code Management)
Gold Master
SaaS Deployment

Let’s take a look at a live Lean Portfolio Management System

Next Steps…What we are planning, how you can get started
Apropos Launch: May 22nd
Initial Version:
Commercial Friendly Open-Source License
Support for Rally Community Edition
Help Us:
Support other ALM platforms
Implement more portfolio features and metrics
Contact:
Stephen Chin
Stephen.chin@inovis.com
Project URL:
http://code.google.com/p/apropos/

Appendix
14

Demo Backup – Portfolio View

Demo Backup – Scope View

Demo Backup – Resource View

Demo Backup – Analyze View

Demo Backup – Roadmap View

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Reformulating the Product Delivery Process

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