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Managing product development flow across an IT organization

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A talk by Alan Shalloway at the European Lean IT Summit 2012. This talk provides 2 essential meta-patterns of Lean: focus on value and eliminating delays. These can be used to guide the creation of an effective and efficient workflow. It presents four case studies, each building on the concepts of the other, to provide actionable advice for your own implementations.
More Lean IT presentations and videos on www.lean-it-summit.com

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Managing product development flow across an IT organization

  1. 1. Copyright © Institut Lean France 2012 22 & 23 November, 2012 Paris, FranceManaging Product DevelopmentFlow Across an IT Organization © Copyright 2012 Net Objectives, Inc. All Rights Reserved 1
  2. 2. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 2
  3. 3. Lean for Executives Product Portfolio Management BusinesBusiness Product Owner s ASSESSMENTS CONSULTING T RAINING COACHING Lean Enterprise Manag Team ement technical process Lean-Agile Lean Management Kanban / Scrum Project ATDD / TDD / Design Patterns Management © Copyright 2012 Net Objectives, Inc. All Rights Reserved 3
  4. 4. The Software Development Value Stream Concept Business Leaders Regional Coordinators New Customers Consumption Trainers & Educators RequirementsProduct Managers Customer Business Product Champion(s) Capabilities Software Product Ops & Support Software Release Product Related Shared Components Product Related Shared Components Product Related Development © Copyright 2012 Net Objectives, Inc. All Rights Reserved 4
  5. 5. Our Value Stream Pipeline © Copyright 2012 Net Objectives, Inc. All Rights Reserved 5
  6. 6. Or is it? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 6
  7. 7. What Are Our Challenges? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 7
  8. 8. T EAMS O VERWHELMED WITH WORK © Copyright 2012 Net Objectives, Inc. All Rights Reserved 8
  9. 9. Getting While the Getting isGood © Copyright 2012 Net Objectives, Inc. All Rights Reserved 9
  10. 10. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 10
  11. 11. working on multiple projects at same time induces EXPONENTIALLY MORE WORK © Copyright 2012 Net Objectives, Inc. All Rights Reserved 11
  12. 12. Here’sa spot! And another! © Copyright 2012 Net Objectives, Inc. All Rights Reserved 12
  13. 13. The Structure Our People WorkWithin Inspired by Dan North, BSC/ADP 2012 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 13
  14. 14. Structure of Our Work © Copyright 2012 Net Objectives, Inc. All Rights Reserved 14
  15. 15. We Manage This WayEven though our value flows this way © Copyright 2012 Net Objectives, Inc. All Rights Reserved 15
  16. 16. Hierarchical Vs Lean Management What They Need To What They Can Manage Manage  His/her folks  Time to market – How busy they are  Effects of upstream – Their “productivity” groups on their teams  The quality of work of  Effects of downstream their people groups on their teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 16
  17. 17. Who ismanagingthe value? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 17
  18. 18. Time to Market © Copyright 2012 Net Objectives, Inc. All Rights Reserved 18
  19. 19. Where Is Our Time Spent? What per cent of our time do we spend working versus waiting? How would you know? No one is managing this in most companies. Waiting WaitingAdding Value Adding Value Adding Value Adding Value Adding Value Adding Value © Copyright 2012 Net Objectives, Inc. All Rights Reserved 19
  20. 20. What Happens When Adding Value Is Delayed? • Between getting requirements and using them? • Between writing a bug and it being detected? • Between two groups getting out of synch?© Copyright 2012 Net Objectives, Inc. All Rights Reserved 20
  21. 21. The Whole Picture © Copyright 2012 Net Objectives, Inc. All Rights Reserved 21
  22. 22. First Order Solution © Copyright 2012 Net Objectives, Inc. All Rights Reserved 22
  23. 23. First Order Solution © Copyright 2012 Net Objectives, Inc. All Rights Reserved 23
  24. 24. As Agile Scales, Wait TimeBetween Teams Increases Simply creating teams no longer works Team-of-teams doesn’t work for variety of reasons – Inter team dynamics different from team dynamics – No team has big picture © Copyright 2012 Net Objectives, Inc. All Rights Reserved 24
  25. 25. Lean Principles• Optimize the Whole• Eliminate Waste• Deliver Value Fast DELIVER IN• Build Quality InINCREMENTS
  26. 26. Consider the Software Value Stream Concept Business Leaders Regional Coordinators New Customers Consumption Trainers & Educators RequirementsProduct Managers Customer Business Product Champion(s) Capabilities Software Product Ops & Support Software Release Product Related Managi ng here Product Related Shared Components Shared Components Reduces Product Related Development induced waste here Product Portfolio Management © Copyright 2012 Net Objectives, Inc. All Rights Reserved 26
  27. 27. Portfolio Management • Identify, size, prioritize most important value • Manage the flow of work through the development organization • Manage the deployment of the value to the customers (internal or external)© Copyright 2012 Net Objectives, Inc. All Rights Reserved 27
  28. 28. Getting theright peopleto work on Is more importantthe right than doing thething at the steps fasterright time © Copyright 2012 Net Objectives, Inc. All Rights Reserved 28
  29. 29. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 29
  30. 30. Portfoliomanagement is justas much about howthe work flows to theteams as it is about how the work is selected and prioritized. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 30
  31. 31. Case Study 1: CoordinatingTeamsBackground • Multiple teams • Specialized • Each team completed sprints in two weeks …but value not delivered for months …and then with challenges © Copyright 2012 Net Objectives, Inc. All Rights Reserved 31
  32. 32. Overall Team Organization Product Line A Product Line B applications applications ComponentComponent team for line Bteam for line A applicationsapplications System-Wide Component Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved 32
  33. 33. Teams on a Project Product Line A Product Line B applications applications ComponentComponent team for line Bteam for line A applicationsapplications System-Wide Component Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved 33
  34. 34. Focus on time over theentire value stream. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 34
  35. 35. MM F MM F TeamsMMF Split work according to Eventually integrating on their parts Teams work on Teams their parttogether them until done Teams split according to componentsFeedback times for: Progress bar Team 2 weeks Across teams 6 weeks Customer 8 weeks © Copyright 2012 Net Objectives, Inc. All Rights Reserved 35
  36. 36. MM MM F F Split MMF into sub- Integration still required After one features but takes much less time iteration, teams integrate Teams work their components Development teams split on according to part their componentsFeedback times for: Progress bar Team 2 weeks Across teams 2 weeks Customer 2 weeks © Copyright 2012 Net Objectives, Inc. All Rights Reserved 36
  37. 37. Case study 2: Coordinating Multiple Business Stakeholders with Multiple Team© Copyright 2012 Net Objectives, Inc. All Rights Reserved 37
  38. 38. The Simple Case 5. Assign to team backlog1. Define 2. Create MMFs 4. Create high level stories Team Product BacklogBusiness 3. Prioritize MMFscapabilities A1 A1 A1aA1b A1c Team 1 A A2 A1d A2 Architecture / Technical Leads Product Owners Stakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 38
  39. 39. 5. Assign to team A Harder CasePrioritize MMFs 3. 4. Create high backlogs1. Define level stories 2. Create Team Product BacklogsBusiness MMFscapabilities A1 A1 A1aA1bA1c Team 1 A A2 A1d A2 A2a A2c A2b Team 2 Team 3 Team 4 Architecture / Technical Leads Product Owners Stakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 39
  40. 40. Normal Problem – We Call it Tough Team Product BacklogsA Team 1B Team 2C Team 3D Team 4E Architecture / Technical Leads Product OwnersStakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 40
  41. 41. Product Owner Role Stretched too Thin Team Product BacklogsA ?? Team 1BC ?? ? Team 2 ? Team 3D ? Team 4E  Product Owners do project management  Stakeholders can’t go to one source to see what to do  Teams have to coordinate with themselves Architecture / Technical Leads Product OwnersStakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 41
  42. 42. Product Managers and Product Owners Team Product BacklogsA Team 1B Team 2C Team 3D Product Manager: Product Owner: • represent the stakeholders • acts as SME to team • prioritize MMFs • represent team to product managers Team 4E • break MMFs into components • break MMFs into components with Prod Mgrs • represent stakeholders to POs • break components into stories Architects Architecture / Leads Leads / Technical Technical • responsible for Product Managers technical dependencies across teams • provide high level costs to Product Managers Product OwnersStakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 42
  43. 43. Agile At Scale 5. Assign to team backlogs 3. Prioritize MMFs 4. Create high Team Product Backlogs1. Define level stories 2. CreateBusinesscapabilities MMFs B1 B1a B1bB1c Team 1 A1 A1 A1a A1c A1b A1d A A2 B2 Team 2 B2a B2c B2b B B1 B3 B2 B3aB3b B3 B3c Blocked Team 3 C1 C C1 C2 A2 Team 4 C2 Architecture / Technical Leads Product Managers Product Owners Stakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 43
  44. 44. Product PortfolioManagement Focus on most valuable items Look across your products /services First step in load-balancing teams Provide high-level view of work Create vision across teams key points © Copyright 2012 Net Objectives, Inc. All Rights Reserved 44
  45. 45. QuestionsWebinars Enhancing and Extending Scrum With Lean, 09:00am PT Dec 11 Attending to Culture in Your Agile Transition, 09:00am PT Jan ‘13 Recording available: Net Objectives Enterprise Agility Roadmap: Patterns of Successful Lean-Agile Adoption © Copyright 2012 Net Objectives, Inc. All Rights Reserved 45

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