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Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
Think Differently: Re-imagining Resource Management in a Disruptive Age
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Think Differently: Re-imagining Resource Management in a Disruptive Age

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by Catherine Connor …

by Catherine Connor
Think differently! Re-imagine your resource management.
Product manager role
Allow for thinking time
Stop starting and start finishing
Agile project management
Stable teams
Cross-functional teams
Limit Work in Process
Limit multitasking
Be team-driven in capacity planning

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  • 1. www.rallydev.com ©2014www.rallydev.com ©2014 Think Differently Catherine Connor Re-imagining Resource Management in a Disruptive Age
  • 2. www.rallydev.com ©2014 Catherine Connor Rocky Mountain PMI Product Manager, Lean / Agile Portfolio Solutions I work with companies looking for capacity planning solutions after having adopted stable teams.
  • 3. www.rallydev.com ©2014 We Live in a Disruptive Age
  • 4. Rally Software ©2014 At the Current Churn Rate, 75% of the S&P Will Be Replaced by 2027 Data: INNOSIGHT, Richard N. Foster, Standard & Poor’s Average company lifespan on S&P 500 Index (in years) Year (each data point represents a rolling scale 7-year scale average of average lifespan Projections based on current data
  • 5. www.rallydev.com ©2014 We Must Change Our Mindset FROM: Plan-based TO: Adaptive • Value-focused • Incremental funding • Continuous steering • Plan to re-plan • Team capacity • (mostly) Fixed capacity • Flow features through teams • Program = a group of teams • Schedule-focused • Annual budgets • Large upfront planning • Track to plan • Individual capacity • Elastic resource pool • Assign FTEs to projects • Program = a group of projects
  • 6. www.rallydev.com ©2014 Age of Disruption: New Iron Triangle "It’s 2013, and we’re still navigating by the stars" Margo Visitacion & Kurt Bittner, Forrester Research: Map your journey to the future with next-gen portfolio management, July 2013 Quality CapacityCapacity Time to Market Value Quality Time to Market ResourcesSchedule Scope
  • 7. Value
  • 8. www.rallydev.com ©2014 What Is Value? Customer Interaction Differentiation Focus
  • 9. www.rallydev.com ©2014 (Continuous) Customer Interaction Resource the “Product Manager” role: define the right thing to build, incrementally and as customer needs change
  • 10. www.rallydev.com ©2014 Differentiation: Enable Thinking Time Knowledge workers need time to think to solve problems and generate creative ideas. This differentiates your solutions from others.
  • 11. www.rallydev.com ©2014 Focus: Stop Starting, Start Finishing Focus on finishing things before you start more. Value is only realized when delivered to customers. Cycle Time Faster Time to finish Line Wins
  • 12. Time to Market
  • 13. www.rallydev.com ©2014 Time to Market Smaller batches Deliver faster Fewer handoffs and dependencies
  • 14. www.rallydev.com ©2014 Smaller Batches: Agile Projects Agile projects build software incrementally, typically using short iterations of 1-4 weeks to keep development aligned with changing business results. So, instead of a single pass, 6-18 month release that predicts all requirements and risks up front … Agile adapts to frequent feedback by delivering working, tested code every 1-4 week iteration
  • 15. www.rallydev.com ©2014 Deliver Faster with Stable Teams Stable teams are more likely to deliver faster than new teams.
  • 16. www.rallydev.com ©2014 Facts About Stable Teams Software Development Performance Index, Rally Software, 2013 Stable teams yield up to: • 60% better productivity • 60% better responsiveness • 40% better predictability
  • 17. www.rallydev.com ©2014 Fewer Handoffs and Dependencies Move from silos, lack of communication, and multiple handoffs to cross- functional roles, high collaboration, and results-oriented work
  • 18. Capacity
  • 19. www.rallydev.com ©2014 Capacity Limit Work in Process (WiP) Limit multitasking Be team-driven
  • 20. www.rallydev.com ©2014 Limit Work in Process Encourage Pull vs Push • Don’t add another until there is room to flow • Pull one from the “on-ramp” when one is finished
  • 21. www.rallydev.com ©2014 Don’t Overload Capacity • The more work in process, the longer each item takes to complete • Stop-n-go traffic causes less throughput Source: Little’s Law
  • 22. www.rallydev.com ©2014 Would You Treat Your Servers This Way?
  • 23. www.rallydev.com ©2014 Limit Multitasking at All Costs Source: Rally Software Development Performance Index, 2013
  • 24. www.rallydev.com ©2014 Team-driven Capacity Planning Delivery Groups • Groups of teams organized by business capability Delivery Teams • Cross-functional Agile team • Group of specialists Expertise • Company assets / domain expertise Skillsets • Software skills on a knowledge worker resume (Java, CSS)
  • 25. www.rallydev.com ©2014 Summary Think differently! Re-imagine your resource management. • Product manager role • Allow for thinking time • Stop starting and start finishing • Agile project management • Stable teams • Cross-functional teams • Limit Work in Process • Limit multitasking • Be team-driven in capacity planning
  • 26. www.rallydev.com ©2014 Next Step: Take Action • Learn from your peers: read Rally’s case studies • Share proven facts about stable teams • Partner with Rally to go from thinking to action
  • 27. www.rallydev.com ©2014 Thank you! Rocky Mountain PMI cconnor@rallydev.com

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