Introduction to product development flow
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Introduction to product development flow

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This is the presentation for a pre-LSSC11 webinar on the topic of Lean Product Development flow. I’m going to introduce an approach to mixing Lean and Agile in order to achieve end to end agility. ...

This is the presentation for a pre-LSSC11 webinar on the topic of Lean Product Development flow. I’m going to introduce an approach to mixing Lean and Agile in order to achieve end to end agility. This is a major focus of my work in the recent 2 years with AgileSparks clients.

Register for the Webinar which is on 16/3 at http://www.netobjectives.com/free-seminar-schedule/lssc11-session-4-intro-lean-product-development-flow-mar-2011-webinar

This is also the topic I will talk about in my Agile Israel 2011 session “Techniques and experiences for managing end to end Releases/Projects/Programs using Kanban and Flow” http://agilesparks.com/KanbanandFlowLecture

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  • TraditionalLockup capital for a long time by having significant work in process before seeing any realization of business valueAgileBy releasing incrementally we open up the opportunity to obtain business value much earlier than would otherwise be possible and prior to the completion of the overall projectThis can be done by breaking the project into "feature chunks" that are delivered every few weeksIn this webinar, we will focus on FLOW and process, not so much on roles, responsibilities and other aspects of Lean/Agile
  • Focus on feature release-level qualityNot just storyreduce features in progress at the release levelReducing stories/tasks in progress at a person/team level is not enoughDeliver features often (To internal consumers / to production )Delivering stories is not enough
  • With big features everything is harder – time to define, to stabilize, to control variance, to test, to verify, to reproduce …Symptoms:Our features/user stories are too big to fit into one iteration – we need LONGER iterations..We need a long time to nail down the design for this. Our PSP for this iteration is a high-level design…Solution?Effective User Story Analysis to create Minimum Marketable Features (MMF)DesignEither do all design up frontOr have a growing evolutionary designEveryone works on highest priority – EVEN if outside comfort zoneNeed to improve collective code ownershipDevelopers need to feel safe to work everywhere in the team’s codebase
  • Incease time until we can test, and complexity to InstallSymptoms:Our features/user stories are too big to fit into one iteration – we need LONGER iterations..We need a long time to nail down the design for this. Our PSP for this iteration is a high-level design…Solution?Effective User Story Analysis to create Minimum Marketable Features (MMF)DesignEither do all design up frontOr have a growing evolutionary designEveryone works on highest priority – EVEN if outside comfort zoneNeed to improve collective code ownershipDevelopers need to feel safe to work everywhere in the team’s codebase
  • Also used to manage variability
  • How
  • More widely applicableLooks end to end – not just at the team levelTypically complementaryScrum at the team levelFlow at the e2e levelFlow to READY, iterate to DONE, FLOW to DONE DONE
  • Limit wip – applicable to every layer

Introduction to product development flow Presentation Transcript

  • 1. http://www.flickr.com/photos/yuvalyeret/265568342/in/set-72157594323037021/
    Intro to product development flow
    Yuval Yeret
  • 2. www.linkedin.com/in/yuvalyeret
    Blogging @ http://yuvalyeret.com
    Presentations at http://www.slideshare.net/yyeret/
    Yuval Yeret
    yuval@agilesparks.com
    Http://lssc11.leanssc.org
    @yuvalyeret
     Agile Professionals in Israel - I'm there - Are you?  
  • 3. What we will cover in this webinar
    Why we need to think about flow – common dysfunctions of development processes
    Flow as part of a recipe for success
    How to enable flow
    How to see flow
    Common questions/concerns about flow
    Flow and Iterations/Scrum
    What to do tomorrow with flow
  • 4. So how does an agile process look compared to traditional?
    www.slideshare.net/wnazzaro/agile-it-and-the-business-community/
  • 5. The Waterfall approach
    Requirements
    Design
    Code
    Testing
    DONE
    Requirements
    Design
    Code
    Testing
    Requirements
    Design
    Code
    Testing
    Requirements
    Design
    Code
    Testing
    Requirements
    Design
    Code
    Testing
    Requirements
    Design
    Code
    Testing
    Time
  • 6. Ideal world Feature-Driven
    DONE
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    Time
  • 7. But what we typically see is...
    Feature Freeze
    Coding Done
    DONE
    Hardening
    R
    D
    C
    T
    QA GAP
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    Time
  • 8. What this causes
    Feature Freeze
    Coding Done
    DONE
    QA GAP
    Time
  • 9. Time to Complete
    Many features in parallel
    DONE
    R
    D
    C
    T
    R
    D
    C
    T
    Parallel - WIP
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    DONE
    R
    D
    C
    T
    R
    D
    C
    T
    Requirements
    Design
    Code
    Testing
    DONE
    R
    D
    C
    T
    Time
    R
    D
    C
    T
    Requirements
    Design
    Code
    Testing
    R
    D
    C
    T
    Requirements
    Design
    Code
    Testing
    R
    D
    C
    T
    Time
    Requirements
    Design
    Code
    Testing
    Requirements
    Design
    Code
    Testing
    Ideal Flow
    Waterfall
    Requirements
    Design
    Code
    Testing
    Time
  • 10. Scrumgate
    Feature Freeze
    DONE
    Hardening
    D
    C
    T
    Requirements
    D
    C
    T
    D
    C
    T
    D
    C
    T
    D
    C
    T
    D
    C
    T
    Time
  • 11. And...
    DONE
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    Time
  • 12. Big Features
    DONE
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    Time
    DONE
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    Time
  • 13. What about multiple teams?
    T1
    Team1
    Team2
    Integration Team
    T2
    Coding Done
    T
    R
    T1
    T2
    T
    R
    T1
    T2
    T
    DONE
    R
    T1
    T2
    T
    R
    T1
    T2
    T
    R
    T1
    T2
    T
    R
    T1
    T2
    T
    Time
  • 14. A scrum example
    Features in progress?
    3 versus 1
  • 15. So now that we see the pain...
  • 16. What do we do?
    DavidAnderson’s recipe for success:
    Focus on Quality
    Reduce Work-in-Progress, Deliver Often
    Balance Demand against Throughput
    Prioritize
    Reduce Variability and Improve the Process
  • 17. First impediment to flow – big Features/Batches
    BIG Features
    17
  • 18. That are stuck for long in each stage
    18
  • 19. Move from rocks to pebbles
    19
  • 20. Moving to small units of work is NOT enough
    If our policy/behavior is early start of everything
    “Working on many things in parallel will ensure high utilization”
    “Everything is important”
    “Each engineer has his own baby feature, they don’t want to collaborate, and there is a high collaboration overhead”
    Batch size is still HIGH
    20
  • 21. How do we Visualize the work status in more depth?
    TODO
    Work in Process (WIP)
    Done
    21
  • 22. The Cumulative Flow Diagram
    Introduced in Lean Product Development by Don Reinertsen and David Anderson
    Visualize where the Features/Stories are in the workflow across time
    TODO
    Work in Process (WIP)
    Done
    22
  • 23. Mushon
    Inbar
    Inbar
    Elad
    Mushon
    Elad
    Inbar
    Elad
    Mushon
    How to do a CFD
    23
  • 24. How to do a CFD
    24
  • 25. What can teams learn from Cumulative Flow?
    Total Scope
    Dev Burnup
    Work in Process (WIP)
    Done Burnup
    Real Done
    Burnup
    25
    Average Cycle Time
  • 26. Work in Process
    High Work-in-process leads to longest lead times to feedback and higher costs
    Low work-in-process greatly reduces lead times to feedback
    Results in more effective and safer projects
  • 27. How can I take this to my context?
  • 28. Visualize and manage the flow on your work tracking system
    HP QualityCenter
    Microsoft TFS
    IBM Lotus Notes
    JIRA
    Etc..
  • 29. If you don’t currently have a work tracking system – you can use a kanban system
    AgileZen (RallyDev)
    LeanKit Kanban
    29
  • 30. A Kanban board – Not a Must for Flow
    But will SIGNIFICANTLY improve it
  • 31. Common questions/concerns about flow
  • 32. Isn’t this a waterfall?
  • 33. But wouldn’t the bottleneck slow everything?
  • 34. An example - focus on quality
    Feature Freeze
    Coding Done
    DONE
    Hardening
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    R
    D
    C
    T
    Time
  • 35. How do I commit?
  • 36. How does flow relate to iterations/scrum?
  • 37. How is this different than Scrum?
    Applicability?
    Scope?
    Prescription?
    The interesting question – how they can complement each other
  • 38. Mashups
    DONE DONE
    DONE
    READY
    IterationsFlow
    IterationsFlow
    IterationsFlow
    38
  • 39. Project/Component Kanban Board
    Flow
    DONE
    READY!
    Opportunity Team & Project Manager
    Scrum Teams
    From my talk at #LSSC10... – Amdocs Case Study
  • 40. Initiative/Program Kanban Board
  • 41. Scrum/Kanban - The way WIP limits/PULL work
    Kanban board
    Scrum board
    Done :o)
    To do
    Ongoing
    Done :o)
    To do
    Ongoing
    2
    A
    A
    B
    B
    C
    C
    D
    D
    FLOW
    FLOW
    WIP limited per unit of time(iteration)
    WIP limited per workflow state
    Source: HenrikKniberg
  • 42. approaches to change
    Evolution (Kanban)
    Performance
    Revolution (Scrum)
    (kanban the tool)
    Time
    42
  • 43. Recommendations for scrummers looking at flow
    If scrum works for you – don’t touch it!
    If you see dysfunctions consider how flow can help you
    Look at flow as a way to scale effectively
  • 44. Main attractiveness of flow
    Finally, an agile-based approach that easily supports:
    Mainstream/pragmatic organizations – wanting to improve, avoiding a revolution
    Large/Complex environments where feature teams are not enough
  • 45. Take aways
    Visualize YOUR workflow
    Limit work in process:
    Stop starting, start finishing
    Identify bottlenecks/constraints and think how to improve
    performance
    This applies to all LAYERS (including the META one)
    A pragmatic tip - Think how to
    introduce Flow to YOUR work
    tracking system
  • 46. It is not crucial to nail down the accurate optimized WIP Limit / Batch Size / Sprint length
    ½ the WIP, ½ the batch size, can be a good start...
    Based on ReinertsenProduct Development Flow
  • 47. Go do some reading...
  • 48. Questions?
  • 49. Summary
    Limit work in process:
    Stop starting, start finishing
    49
  • 50. www.linkedin.com/in/yuvalyeret
    Blogging @ http://yuvalyeret.com
    Presentations at http://www.slideshare.net/yyeret/
    Yuval Yeret
    yuval@agilesparks.com
    Http://lssc11.leanssc.org
    @yuvalyeret
     Agile Professionals in Israel - I'm there - Are you?  
  • 51. Images Attribution
    http://www.flickr.com/photos/yuvalyeret/265568342/in/set-72157594323037021/
    www.slideshare.net/wnazzaro/agile-it-and-the-business-community