Showing the unseen @Scan-Agile 2012
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Showing the unseen @Scan-Agile 2012

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Stories of showing the unseen to the management of different companies and what happened after.

Stories of showing the unseen to the management of different companies and what happened after.

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    Showing the unseen @Scan-Agile 2012 Showing the unseen @Scan-Agile 2012 Presentation Transcript

    • SHOWINGTHEUNSEENMARKO TAIPALETWITTER: @MARKOTAIPALE
    • WHY THIS TALK?
    • OHNO AND SEEING THE UNSEEN
    • THE WHOLE
    • CASE: THE WHOLE -BACKGROUNDCompany: International online gamingcompany, TO 100+ Meur, 400+ peopleAssignment: Scale business by leadinga development team (agile)“Our product development is too slow”
    • CASE: THE WHOLE - BEFORE“Well running scrum for 10+ teams,6 weeks company wide sprints”We’re done, right?
    • CASE: THE WHOLE – TRIGGERTrigger: Business development: “I don’tknow what have you done, but we havenot improved a bit…”
    • Internal CustomerIdea Resourcing approval approvalDesign Development Deployment
    • Internal CustomerIdea Resourcing approval approval 2h 2h 1dDesign Development Deployment 1m 2m 3w
    • Selected ideas 8 Internal CustomerIdea Resourcing approval approval 2d 1m 6m 2h 2h 1d 1w 6m 6mDesign Development Deployment 1m 2m 3w 15 12 Design Production ready ready
    • Selected ideas 8 Internal CustomerIdea Resourcing approval approval 2d 1m 6m 2h 2h 1d SCRUM! 1w 6m 6mDesign Development Deployment 1m 2m 3w 15 12 Design Production ready ready
    • Selected ideas 8 Internal CustomerIdea Resourcing approval approval 2d 1m 6m 2h 2h 1d SCRUM! 1w 6m 6mDesign Development Deployment 1m 2m 3w 15 12 Design Production ready ready
    • Scrum transitioning exampleTHE REAL PICTUREStream Mapping and Scrum A real-life example of applying Value to speed up product development. Henrik Kniberg 13 Thanks to Henrik Kniberg for taking the shot J
    • CASE: THE WHOLE – REACTIONAfter: Development manager: “You shallnot show this to anyone, ever!”Why?
    • CASE: THE WHOLE – RESULTSResults: Time-to-market 24 months to 3monthsLearnings:•  Beware suboptimization•  Optimize the whole via Value Stream Map•  Showing it does not mean fixing it•  Find a way to involve the management
    • COORDINATION CHAOS Thank you Ari Tikka for coming up with such a nice name for a case
    • CASE: COORDINATION CHAOS -BACKGROUNDCompany: Software product company,400+ peopleAssignment: Help bootstrapping Scrum(both dev and mgmt), make us agile (we donot know what that actually means)!“Agile is a software development thing”
    • CASE: COORDINATION CHAOS –TRIGGERTrigger: Scope confusion and previousexperience regarding value streams
    • Customer BoardCASE: COORDINATION CHAOS – THEPICTURE
    • Customer Board DMCASE: COORDINATION CHAOS – THEPICTURE
    • Customer Board DM PM POCASE: COORDINATION CHAOS – THEPICTURE
    • Customer Board DM PM POCASE: COORDINATION CHAOS – THEPICTURE
    • Customer Board DM PM POCASE: COORDINATION CHAOS – THEPICTURE
    • Customer Board DM PM BO POCASE: COORDINATION CHAOS – THEPICTURE
    • Customer Board DM PM BO POCASE: COORDINATION CHAOS – THEPICTURE
    • Customer Board DM PM BO PO CPOCASE: COORDINATION CHAOS – THEPICTURE
    • Customer Board DM PM BO PO CPOCASE: COORDINATION CHAOS – THEPICTURE
    • Customer Board DM PM BO PO CPOCASE: COORDINATION CHAOS – THEPICTURE
    • CustomerSCENARIOS Board DM PM BOCase 11.  DM + Board: project proposal PO CPO2.  -> PM: scope, timetable.. Real scope is not clear.. Timetable is not based on any empirical evidence.. No known customer value
    • CustomerSCENARIOS Board DM PM BOCase 11.  DM + Board: project proposal PO CPO2.  -> PM: scope, timetable.. Real scope is not clear.. Timetable is not based on any empirical evidence.. No known customer valueCase 21.  DM: how many people you need?2.  PM: what is the timetable?3.  PO: what is the scope / goal?4.  DM: what would you get done?5.  ”We cannot take this to CB as they do not really understand any of this
    • CASE: COORDINATION CHAOS –REACTIONAfter: 3 weeks of selling and convincing,finally breakthrough by neglecting egoand taking the blame“We are already doing your suggestion!”,“We have a leadership vacuum, neednew role!”,“Ok, we shall fix it, but it is not aboutagile or lean or any of that stuff”.
    • CASE: COORDINATION CHAOS –RESULTSResults: 1,3 Meur/year direct savings inadministrationLearnings:•  Showing it does not mean fixing it•  Do you want justice or to be helpful?•  Forget dogma, listen and see the demand
    • LOSTCAUSE
    • CASE: LOST CAUSE -BACKGROUNDCompany: Software product company,400+ peopleAssignment: Show us how to “use”agile!“Agile is a software development thing”
    • CASE: LOST CAUSE – TRIGGERTrigger:Program manager: “We are developingnew way of working and replacing thelegacy”Customer representative: “We do this inorder to improve the co-op with endusers”
    • CoOp Business Owner project 2009 Channels & Backlog ServicesCASE: LOST CAUSE – THE PICTURE
    • CoOp Business Owner project 2009 Channels & Backlog Services 2010 Conversion project Roadmap consultant Backlog ordered by the customers 40+ user stories for single systemCASE: LOST CAUSE – THE PICTURE
    • CoOp Business Owner project 2009 Channels & ? Backlog Services 2010 Conversion project Roadmap consultant Backlog ordered by the customers 40+ user stories for single systemCASE: LOST CAUSE – THE PICTURE
    • CoOp Business Owner project 2009 Channels & ? Backlog Services 2010 Conversion project Roadmap consultant Backlog ordered by the customers 40+ user stories for single system 2011-12 Project roadmap ”Backlog grooming”CASE: LOST CAUSE – THE PICTURE
    • CoOp Business Owner project 2009 Channels & ? Backlog Services 2010 Conversion project Roadmap consultant Backlog ordered by the customers 40+ user stories for single system 2011-12 ? Project roadmap ”Backlog grooming”CASE: LOST CAUSE – THE PICTURE
    • THE REAL PICTURE
    • CASE: LOST CAUSE – REACTIONAfter: raised awareness regardinghaving Business Owners steeringinstead of Project Managers“Better encounter with the customer doesnot mean we implement all the itemsfrom the ‘customer management’backlog!”
    • CASE: LOST CAUSE – RESULTSResults: Aligned goals to create the rightproductLearnings:•  Check that the goal is understood similarly in all around the organisation•  Study history, do not judge people
    • LIVIN’ ON APRAYER
    • CASE: LIVIN’ ON A PRAYER -BACKGROUNDCompany: Subcontractor, 3 teams, myselfon the customer site, customer already“agile”Assignment: Help us to deliver in agileway!“We need expertise to get this done in theschedule”
    • CASE: LIVIN’ ON A PRAYER -TRIGGERTrigger: I had to do it for myself in orderto see what’s going on
    • 600 use casesCASE: LIVIN’ ON A PRAYER – THEPICTURE
    • 600 use cases 6 use cases / monthCASE: LIVIN’ ON A PRAYER – THEPICTURE
    • 600 use cases 6 use cases / month600 / 6 = 100 months…CASE: LIVIN’ ON A PRAYER – THEPICTURE
    • 600 use cases 6 use cases / month600 / 6 = 100 months…400% improvement -> 600 / 24 = 25 monthsCASE: LIVIN’ ON A PRAYER – THEPICTURE
    • 600 use cases 6 use cases / month600 / 6 = 100 months…400% improvement -> 600 / 24 = 25 monthsThey got 6 months….CASE: LIVIN’ ON A PRAYER – THEPICTURE
    • CASE: LIVIN’ ON A PRAYER –REACTIONAfter: customer went crazy (board-to-board conflict), subcontractor denied thereality“We just need stronger management topush this through”
    • CASE: LIVIN’ ON A PRAYER –RESULTSResults: Program manager told that theywon’t change the contract, new position,no reason to continueLearnings:•  Sometimes you just cannot help it•  But they still employ people and have business, so it must not be that bad
    • SUMMARY•  Visualization is a good way to initiate the change, but it is not a guarantee•  All I have shown is actually just management (of the system), involve them•  Do not be dogmatic, show what’s real!•  Get support from the field – but do not be a mole•  Ask yourself do you want justice or to be helpful•  Agile is a good messenger, but won’t fix the problems. People do.•  Loose your ego, it is not about you!
    • IT IS ABOUT…CHANGE
    • MARKO TAIPALE•  Agile / Lean Consultant, CTO, Co-founder•  15+ years of software development•  Member of Advisory board (Product development)•  Twitter: @markotaipale•  Email: marko.taipale@huitale.com
    • BONUS
    • CASE: BONUS - BACKGROUNDCompany: Software product company,500 employeesAssignment: Time-to-marketimprovement“We are too slow!”
    • CASE: BONUS - TRIGGERTrigger: Trouble on getting even lowlevel priorities
    • PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
    • Portfolio DEV DIR PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
    • Portfolio DEV DIR PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
    • Portfolio DEV DIR PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
    • Portfolio DEV DIR Prio? Too much to do PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
    • Regulation, Biz Dev, Customer reqs.. Portfolio DEV DIR Prio? Too much to do PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
    • Regulation, Biz Dev, Customer reqs.. RULES Portfolio DEV DIR Prio? Too much to do PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
    • Regulation, Biz Dev, Customer reqs.. RULES Portfolio DEV DIR Prio? SALES Too much to do DIR Team PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
    • Regulation, Biz Dev, Customer reqs.. RULES Portfolio DEV DIR Prio? SALES Too much to do DIR Team PO PO PO Team Team TeamGoal: Be profitable, Goal: Growth!cut maintenance cost and be fast! CASE: BONUS
    • Regulation, Biz Dev, Customer reqs.. BONUS RULES Portfolio DEV DIR Prio? SALES Too much to do DIR Team PO PO PO Team Team TeamGoal: Be profitable, Goal: Growth!cut maintenance cost and be fast! CASE: BONUS
    • Regulation, Biz Dev, Customer reqs.. BONUS RULES Portfolio DEV DIR Prio? SALES Too much to do DIR Team PO PO PO Hmm, how do I get the bonus? I just set the sanction higher than last time Team Team TeamGoal: Be profitable, Goal: Growth!cut maintenance cost and be fast! CASE: BONUS
    • CASE: BONUS – REACTIONAfter: who to present it – it is “nobodys”problem (CEO fears to get fired, Boardthinks that this is why they have CEO)“We can’t really affect on what happensin sales”“We have our targets and we need todeliver”
    • CASE: BONUS – RESULTSResults: Raised awareness, action stillpendingLearnings:•  There are no evil people – just bad systems rewarding on harmful behavior•  Sometimes you just cannot help it