Making products fly involves more than just the development team. So how do we involve, intract and improve with the non software parts of the value chain? Let me walk through lean techniques and thinking that helps drive improvements across organizational borders. I’ll share experiences and examples from real case studies where they have been put to use.
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IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
1. Improving the full value stream
Lean Kanban Central Europe, 2013
Mattias Skarin
Kanban / Lean coach
www.crisp.se
http://blog.crisp.se/mattiasskarin
mattias.skarin@crisp.se
3. Lean is a production practice that considers
the expenditure of resources for any goal
other than the creation of value for the end
customer to be wasteful, and thus a target
for elimination.
Mattias Skarin
3
10. ”Interfaces”
Product management
Development
Interface
Answers: What is good quality input?
Owned by people working in the process
Mattias Skarin
Support
Interfaces
Behaviour (meet up once a month)
Did we keep it?
What should be changed?
What is superficial?
10
11. Concept name:
Created by:
Impact:
(how do you want to improve the world of the end user? Use a comic strip to illustrate)
Date:
GUI idea
Experienced advantages, per role or customer segment
(what not to comprimiizeaway)
Surprice
Productfeatures tradeoffs
(the most important)
(wowfactor)
Linear functions
(the more the merrier)
Basic
Market size
(estimation)
Why do it?
(from a market perspective)
Grab new customer
> 1’’
300’ – 1’’
100 ’– 300’
0 – 100’
Browser support (versions we need to be compatiible with)
Firefox
IE
Safari
Chrome
Mobile dev.
Keep customer
Stay on market
Expend customer
Be more effective
Other(what:
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12. The big idea
Concept owner
Happy client
Team
Release
Function
The person passionate about the idea
takes it all the way to happy client
There is no handover
Mattias Skarin
12
13. Why care? Example
Business Analysis
Wait
Pre study
Wait
Prestudy, Estimation, Approval, Waiting
Project Gov.
Relearning
Wait
Relearning
prestudy
39 months
Dev
Dev
Wait
Building it
Test
Wait
Rel
9 months
Total time: 4 years
Mattias Skarin
13
17. Improvement pulse - dashboard
Sales - $
Quality
Sales
Prod
Dev
Support
Focus:
Improve:
Lead time
(optional)
Mgmt
Purpose:
- Shared view / split vision for teams
- Avoid local suboptimization
- Alignment / Focus
Mattias Skarin
17
18. Improvement pulse– the behaviours
Before (walk)
1.
2.
3.
4.
Who owns charts and board?
Set interval for walk – a fixed time (participation: managers from all functions)
Before walk: Update my charts
Highlight ”what’s odd”
During (walk)
1.
2.
3.
4.
5.
6.
Mattias Skarin
What’s current focus?
What’s are you improving on?
What do we need to focus on
Any problem teams want to raise?
Do we take it on?
Who owns it (manager)?
18
19. Learning to use statistical sampling
”Trust, but verify!”
Behavour:
When in trouble – facts first
Mattias Skarin
Ronald Reagan
19
21. Market
Existing customer base
Product judged as key to future
Market window is ”now”
2013 Q1/2
Staff
Ebit
15500
20,3’’
17,6’’
(84%)
3300 (21%)
Mattias Skarin
21
22. Product in bad need of repair
Product face lift
Mattias Skarin
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23. Sales team
We are Distributed
Sales
Customer
specialists
Product owner
Development
Dev teams
India
Mattias Skarin
Swe
Support
23
24. PO / Department Manager
Customer
Specialist
Sales
Dev
Support
Not sure we can afford
hire more support staff
We all push
it
Mattias Skarin
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25. Mapping the value stream
2sp
7
New
idea
Try it
on
specialist
Write user
story
Estimat
e
4 months
Spri
nt
Regr.
test
3 months
Lead time: 28v / 7m
Mattias Skarin
25
33. Check the facts
How are we doing in production?
10
9
8
7
6
5
4
3
2
1
0,5 0
0,6
2014-01-14
Mattias Skarin
33
34. Check the facts - what’s being reported?
20
18
16
14
12
10
8
6
4
2
0
Bugs
Mattias Skarin
Feature req. New feature 3rd party
old product
integration
Usability
Production
env.
34
35. Where could we have found them?
10
9
8
7
6
5
4
3
2
1
0
Function test
Different role
Quite few, but developers
should find
Mattias Skarin
Different brower Testing on prod.
data
Only to find using regression testing
35
36. Maybe we moved a bit too fast..
Before: release interval: 6m
Now:
Release interval
2 weeks
Mattias Skarin
Fix: Inject regression testing
Increse time between release to 3w
36
43. What’s changed?
”If it wasn’t for lean,
I don’t think this product
would be here today”
Sales
Department manager
Cust. spec.
Product
Dev
Mattias Skarin
43
45. Your untapped upside
Discovery - from idea to sprint
Pull, validated , customer value
...over short term profit
Mattias Skarin
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46. What behaviour are you going to change?
Links:
crisp.se/concepts
blog.crisp.se/mattiasskarin
46
Editor's Notes
“In Lean operational decisions, value trumps flow, and flow trumps waste reduction”- David Anderson
”Nothing has changed until you see a new behaviour manifested by people working there”(it is only word of mouth)
Define – way of workExample: How to really to testingHow to do tddHow to use interfacesHow to deploy-----what changed the culture was giving people the means by which they could successfully do their jobs“Recognize that the way problems are treated, reflects your company culture
”Trust – but verify”
Why is it hard? When push comes to shove.. That’s where your behaviours reveal themselves
Should we invest in this?What is the minimum content to engage in a conversation with development?Mandatory in red, rest is optional and should be agreed upon between marketing/team
You want it, you make it happen
Concept example:Stopped ”upgrade” / refactoring of old functionality Concept (short term gain) – why?Couldn’t identify customer value in this proposition
Improvement kata – management asking questions, exploring(not focusing on setting target state)Purpose: - Free management time! -”Fingerspitzengefühl”
Experimentation, with confidence
Fact first
Company is known player on the market - public sectorKnown as a stable but a bit boring - ”Volvo”
Poor interface Spaghetti code Poor test coverage 1 person in India understand the few tests that exist
Devteams using ScrumDistributed
Reported from the fieldTeamed up with the support manager and checked the facts
Improvement kata – management asking questions, exploring(not focusing on setting target state)