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Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
Full Cycle Traceability via a Product Portfolio Kanban
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Full Cycle Traceability via a Product Portfolio Kanban

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For large enterprises, successful Lean-Kanban development teams produce a huge amount of strain on the organization. The fast cycle time and rapid pace of change exposes dysfunctions in surrounding …

For large enterprises, successful Lean-Kanban development teams produce a huge amount of strain on the organization. The fast cycle time and rapid pace of change exposes dysfunctions in surrounding departments and exacerbates the need for traceability of requirements through the entire flow. In this presentation, we will show a practical application of a Product Portfolio Kanban to achieve the following:
* Executive visibility into the product development flow
* Strategic allocation and botteneck avoidance
* Full cycle mapping of delivered functionality back to requirements and revenue targets
* Results-based prioritization

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  • 1. Lean Software & Systems 2011Full Cycle Traceabilityvia a Product PortfolioKanbanStephen Chin, Erik Huddleston, Israel Gat & WalterBodwell
  • 2. The Presentation Team LSSC 2011 ¡  Stephen Chin ¡  Israel Gat Chief Agile Methodologist Director, Agile Product & Project at GXS Management Practice at Cutter Consortium@steveonjava @agile_exec ¡  Erik Huddleston ¡  Walter Bodwell Chief Technology Officer CEO at Planigle, LLC at Dachis Group@ehuddleston @wbodwell
  • 3. Development in the Fast Lanehttp://commons.wikimedia.org/wiki/File:Shinkansen_tokyo.jpg
  • 4. Development in the Fast Lane ¡  Dramatic Productivity Increaseshttp://commons.wikimedia.org/wiki/File:Shinkansen_tokyo.jpg
  • 5. Development in the Fast Lane ¡  Dramatic Productivity Increases ¡  Engineering Time Reduction Source: David Joyce; Kanban Results Part 3; Lean and Kanban; November 4 2009http://commons.wikimedia.org/wiki/File:Shinkansen_tokyo.jpg
  • 6. Development in the Fast Lane ¡  Dramatic Productivity Increases ¡  Engineering Time Reduction ¡  Increased Release Frequency Source: David Joyce; Kanban Results ; Lean and Kanban; October 24 2009http://commons.wikimedia.org/wiki/File:Shinkansen_tokyo.jpg
  • 7. Marketing Caughtin a TornadoA new release is out before theMarketing campaign on theprevious release has even started. http://commons.wikimedia.org/wiki/File:F5_tornado_Elie_Manitoba_2007.jpg
  • 8. ProductManagement isSwept AwayProduct Management can’t keepup with the deluge of storiesbeing developed by the teams.
  • 9. Support Can’tSupport…Customers ask about newfeatures that Support had no ideaeven existed. http://www.flickr.com/photos/evilerin/3796279865/
  • 10. Change ManagerMeltdownChange managers used toprocessing 50 changes per monthget 900 changes constantly.
  • 11. ProfessionalServices TremorsThe software changes faster thana new customer implementationcan be completed. http://commons.wikimedia.org/wiki/File:Chuetsu_earthquake-earthquake_liquefaction1.jpg
  • 12. UnstoppableProspect FiresSales has no input intoprioritization, so every sales dealbecomes a fire drill. http://www.flickr.com/photos/38449766@N03/3602195819/
  • 13. What is wrong with this picture? Sales Marketing Product Development Operations Management Professional Support Services
  • 14. http://commons.wikimedia.org/wiki/File:Train_wreck_at_Montparnasse_1895.jpg
  • 15. http://www.flickr.com/photos/orcmid/3880057716/ The Secret Sauce – Kanban Why not apply the same Lean/Kanban principles that work on the teams to solve the organizational traceability problem?
  • 16. Adapting Kanban toPortfolio Planning LSSC 2011•  Hierarchical Requirements •  Stakeholder based investment themes and business case management•  Theme-based Prioritization •  Provide executive control and visibility into resource constraints•  Dynamic Allocations •  Reallocate resource on the fly to prevent blockages•  Upstream and Downstream WIP Limits •  Surface hidden constraints that exist throughout the organization
  • 17. Hierarchical Requirements LSSC 2011 Investment Themes Epics Features Stories
  • 18. Theme-based Prioritization LSSC 2011Allocate Prioritize Team Draft
  • 19. Full Cycle Traceability LSSC 2011 Validate Sales Adopt Enable MarketingProposed Product Roadmap Schedule Development Develop Operations Deploy Management Bottleneck Validate Adopt Enable Professional Support Services
  • 20. Product Portfolio Kanban Kanban Stages LSSC 2011 WIP Limits ¡  Propose ¡  Benefits: ¡  Biz Case WL ¡  Roadmap •  Alleviate the “Agile Train Wreck”Capacity ¡  Long Term Roadmap based WL ¡  Schedule and Achieve Flow WIP limits ¡  Committed Roadmap WL ¡  Develop •  Expose and Route Around Political ¡  Software development method in use Roadblocks and Priority AlignmentItem/slot WL ¡  Deploy •  Focus Organizational Value Return based ¡  Release Management WIP limits WL ¡  Enable ¡  Collateral, Training ¡  Adopt ¡  Marketing ¡  Usage 20
  • 21. http://www.flickr.com/photos/gsfc/3660169591/ Stratus – An LSSC Success Story •  Internal planning tool developed at GXS (formerly Inovis) •  Open-sourced for LSSC 2010 •  Adopted by Rally Software •  Under active development by JavaFX guru, Jim Weaver •  Available in private beta •  Contact Catherine Conner <cconner@rallydev.com>
  • 22. Moving the Needle LSSC 2011¡  Apply these practices at your own organization – you don’t need fancy tools (although they can help)¡  Let us know what is working in your organization – this is what has worked for us, your experience may differ¡  Blog and talk about your results… Chad Holdorf Check out my Scaled #Agile Portfolio Planning video @chadholdorf http://bit.ly/eirKR0.
  • 23. Lean Software & Systems 2011Thanks for Attending!@steveonjava @agile_exec @ehuddleston @wbodwell

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