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Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
Reformulating the Product Delivery Process
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Reformulating the Product Delivery Process

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LSSC10 presentation by Israel Gat, Erik Huddleston, Walter Bodwell and Stephen Chin

LSSC10 presentation by Israel Gat, Erik Huddleston, Walter Bodwell and Stephen Chin

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    • 1. Reformulating the Product Delivery Process<br />Israel Gat<br />Erik Huddleston<br />Walter Bodwell<br />Stephen Chin<br />April 23, 2010<br />
    • 2. Lean/Agile has the demonstrated potential to drive high levels of productivity and quantifiable benefits for development organizations<br />Dramatic Productivity Increases<br />Development<br />Engineering time Reduction<br />Increased Release Frequency<br />Release Freeze<br />Source: David Joyce; Kanban Results Part 3; Lean and Kanban; November 4 2009<br />Source: David Joyce; Kanban Results ; Lean and Kanban; October 24 2009<br />
    • 3. Likewise, Inovis saw similar gains after a “big bang” rollout in 2008<br />QSMA, arespected consultancy on development productivity benchmarked Inovis against an industry database of over 7500 other projects.<br />
    • 4. However, the greater the success experienced in R&amp;D, the more disruption that it creates for the organization as a whole<br />Feature selling becomes impossible (Sales Enablement)<br />Launch Cycle Time &gt; Dev Cycle Time<br />Marketing<br />Sales<br />Melting Change Managers: 50 changes once a month to 900 changes constantly<br />Product Management<br />Operations<br />Development<br />…in the weeds…<br />Professional Services<br />Support<br />Supported Release proliferation<br />Innovator’s Dilemma<br />
    • 5. 5<br />“Eat your spinach or the Scrum will get you.”<br />
    • 6. However, by applying/extending those same lean/kanban principles more broadly in the organization, these risks can be avoided, and organizational value increased.<br />Source: InfoQ<br />Source: InfoQ<br />Three Atypical, but Critical Practices in the Product Portfolio Kanban:<br /><ul><li>Stakeholder Based Investment Themes and Business Case Management (organizational value)
    • 7. Upstream and Downstream WIP Limits
    • 8. Dynamic Allocations</li></li></ul><li>Stakeholder Based Investment Themes and Business Case Management (organizational value)<br />Organic Growth Initiative<br />Allocations and Strategic Investment Themes<br />5<br />30<br />Strategic Customer<br />Cost Reduction<br />25<br />Business Cases at Epic or Feature Level<br />Epics (offering or strategic initiative)<br />40<br />New Market<br />Features<br />Stories<br />Acceptance Criteria: Critical requirements for biz case realization (feature only) and needs for feature success (Feature and Story)<br />
    • 9. We manage each business case through a Kanban which extends upstream and downstream from traditional development<br />Kanban Stages<br />Benefits<br /><ul><li> Alleviate the “Agile Death Ray” Effect and Achieve Flow
    • 10. Expose and Route Around Political Roadblocks and Priority Alignment
    • 11. Focus Organizational Value Return</li></ul>Proposed<br />Biz Case<br />Backlogged<br />Long Term Roadmap<br />Scheduled<br />Committed Roadmap<br />In Process<br />Software development method in use<br />Deployed<br />Release Management<br />Enabled<br />Collateral, Training<br />Adopted<br />Marketing<br />Usage<br />Validated<br />Biz Case Analysis<br />Feature Success Measurement<br />WIP Limits<br />WL<br />Capacity based WIP limits<br />WL<br />WL<br />Item/slot based WIP limits<br />WL<br />WL<br />8<br />
    • 12. The Requirements Management and Kanban WIP Limits enable Organizational Value to be optimized dynamically based on real world organizational capacity and appetite<br />Marketing<br />Sales<br />Proposed<br />Validated<br />Adopted<br />Enabled<br />Product Management<br />Operations<br />Scheduled<br />Backlogged<br />Development<br />In Process<br />Deployed<br />Bottleneck<br />Validated<br />Enabled<br />Adopted<br />Professional Services<br />Support<br />
    • 13. What did success look like? One Example: Market Responsiveness<br />“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<br />
    • 14. Tactics/Capabilities<br />How was it executed? Here is the Lean Execution Engine<br />Test Execution<br />ALM<br />(Requirements Management)<br />Continuous<br />Improvement<br />Feedback<br />Dynamic <br />Roadmap<br />Code to Feature Linkage<br />Test to Feature Linkage<br />Continuous Build<br />Test Execution<br />LRM<br />(Lean Release Management)<br />Branch Management<br />Components<br />Merge Management<br />Artifact Mgmt<br />Code Change Detection<br />SCM<br />(Code Management)<br />Gold Master<br />SaaS Deployment<br />
    • 15. Let’s take a look at a live Lean Portfolio Management System<br />
    • 16. Next Steps…What we are planning, how you can get started<br />Apropos Launch: May 22nd<br />Initial Version:<br /><ul><li>Commercial Friendly Open-Source License
    • 17. Support for Rally Community Edition</li></ul>Help Us:<br /><ul><li>Support other ALM platforms
    • 18. Implement more portfolio features and metrics</li></ul>Contact:<br /><ul><li>Stephen Chin
    • 19. Stephen.chin@inovis.com</li></ul>Project URL:<br />http://code.google.com/p/apropos/<br />
    • 20. Appendix<br />14<br />
    • 21. Demo Backup – Portfolio View<br />
    • 22. Demo Backup – Scope View<br />
    • 23. Demo Backup – Resource View<br />
    • 24. Demo Backup – Analyze View<br />
    • 25. Demo Backup – Roadmap View<br />

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