Intro to Agile Costing
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The CFO wants to know the cost of your Agile teams' work and what can be capitalized across the teams. But your teams hate filling out timesheets, and no one can figure out how to align Agile activities with capitalization rules. What do you do when you don't want finance to stall your Agile transformation or hinder your Agile team success? Join Jon Terry, Chief Evangelist, Lean-Agile Strategy at Planview, as he discusses: * Why Finance and Agile leaders need to understand the true impact their Agile teams have to the bottom line * How to automatically roll-up and translate team assignments, work time, and work in progress to a consolidated view for Finance, eliminating the need for the highly manual task of time sheeting * How to automatically roll-up and translate team assignments, work time, and work in progress to a consolidated view for Finance, eliminating the need for the highly manual task of time sheeting * How to provide Finance with a fully auditable record of actual Agile costs Both finance and Agile development leaders will learn how the automation of Agile actuals provides the necessary information for proper CAPEX vs OPEX categorization – eliminating the dreaded manual process of time sheet reporting and reconciliation.
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Intro to Agile Costing
- 1. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L Costing Agile Win the Timesheet Debate with Finance
- 2. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 Transforming Strategy to Delivery with Planview THE CHANGING WORLD OF WORK REALIZING AGILE AT SCALE MAKING THE PRODUCT SHIFT CREATING AN INNOVATION CULTURE
- 3. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 3© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 3 Entering the Age of Agile Harvard Business Review Agile at Scale, Darrell K. Rigby, Jeff Sutherland, Andy Noble, Accessed June 2018
- 4. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 4© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 4 The Journey to the Lean-Agile Enterprise Agile Team Delivery Optimizing and transforming at the team level Scaling Team Delivery Coordinating teams of teams to deliver outcomes Lean Portfolio Management Evolving to product-centric and/or value stream portfolio management Where are you on this journey?
- 5. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 5© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 5 Planview Lean-Agile Solutions • Strategic planning and roadmapping • Product and/or value stream planning and funding • OKR and objective alignment • Lean budgeting and financials • Lean business case(s) prioritization • Demand and capacity planning • Enterprise Architecture alignment • Lean governance • PI/Quarterly planning • Agile Release Train planning • Product and program backlogs • Visualize work across all Agile tools • Cross-teams dependencies • Roadmapping Azure DevOps Rally Collabnet VersionOneJira • Visualize work for Kanban, Scrumban, and Scrum • Technical teams across Dev, DevOps, and IT Ops • Line-of-Business and project-centric teams looking to transform Agile Team Delivery Industry leading enterprise Kanban Scaling Team Delivery Visual management for teams of teams planning and coordination Lean Portfolio Management The next generation of portfolio management for the Lean-Agile Enterprise Other Agile Team Tools
- 6. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 6© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 6 Where We Start Traditional Project Portfolio Management DELIVERY Project Project Project Project Project Project Project Project Project Program Program Initiative Project Teams and Resources STRATEGY Performance and StatusTime and Budget Project Project Project
- 7. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 7© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 7 And Then We Pilot Project Portfolio Management DELIVERY Project Project Project Project Project Project Project Project Project Project Project Project Program Program Initiative Performance and StatusTime and Budget Project Teams and Resources STRATEGY Agile Teams
- 8. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 8© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 8 And It Spreads Virally Project Portfolio Management Performance and StatusTime and Budget STRATEGY Agile Teams DELIVERY Project Project Project Project Project Project Project Project Project Project Project Project Program Program Initiative Project Teams and Resources
- 9. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 9© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 9 Until Agile Breaks the Model Project Portfolio Management STRATEGY Agile Teams DELIVERY Project Project Project Project Project Project Project Project Project Project Project Project Program Program Initiative Performance and StatusTime and Budget Project Teams and Resources
- 10. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 0© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 0 In the Long Run We’ll Go Here Lean Portfolio Management Agile Teams Agile Teams Agile Teams Value Stream Value Stream Product DELIVERY STRATEGY Objectives and Outcomes Objectives and Outcomes
- 11. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 1© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 1 Managing a Pragmatic Transition Project Portfolio Management D E L I V E R Y Project Project Project Project Project Project Project Project Project Program Program Initiative Project Teams and Resources Performance and StatusTime and Budget Lean Portfolio Management Value Stream Product Teams Outcomes and Objectives S T R A T E G Y
- 12. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 2© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 2 But …..Finance Isn’t Changing
- 13. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 3© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 3 Default Costing Approach: The Dreaded Timesheet
- 14. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 4© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 4 Could Kanban be as Accurate as Timesheets? https://www.accelo.com/assets/Uploads/WhitePaperTimeIsMoney.pdf 47% Accurate 35% Accurate Weekly < Once a Week 66% Accurate Daily
- 15. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 5© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 5 What If Automation Could Cost based on Agile Practices? • Cards assigned to the team member • In a working lane and active on the give day • Summarized up to parent cards • Populate timesheet in Enterprise One • Split proportionally • Flows through the rest of Enterprise One for costing and chargeback
- 16. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 6© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 6 Automation with High Governance • Populate timesheets based on natural activity of teams working in Lean and Agile ways • Team member reviews, signs, & submits • Management review & approval
- 17. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 7© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 7 Automation with Low Governance • Populate timesheets based on natural activity of teams working in Lean and Agile ways • Team lead uses portfolio timesheet to review & approve • Can review by week by % or effort • Can review multiple periods at a time
- 18. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 8© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 8 Automation with No Governance • Populate timesheets based on natural activity of teams working in Lean and Agile ways • Load and process end to end
- 19. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 9© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 1 9 Just Checking: Why Not Points? • Points are an estimate of complexity • Complexity ≠ Effort • Estimate ≠ Actual • Points are team specific and normalizing them can be challenging
- 20. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 0© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 0 Look Familiar? Plan Build Test Support
- 21. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 1© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 1 Capitalization Policies Are Around Phases Plan Build Test Support Expense Capitalizable
- 22. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 2© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 2 Agile Cuts Through Traditional Capitalization Policies Plan Build Test Support Expense Capitalizable
- 23. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 3© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 3 Faster Development Cycles Can Still Flow Through Capital Plan Build Test Support Expense Capitalizable Plan Build Test Support Expense Capitalizable
- 24. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 4© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 4 What if Automation could Capitalize based on Agile Practices? • New development features are deemed capitalizable • Children cards automatically capitalizable • Time spent on backlog, estimating, and closing are expensed • Populate timesheet in Enterprise One • Split proportionally • Flows through the rest of Enterprise One for capital and expense costs Same costing approach with:
- 25. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 5© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 5 What If Automation Could Capitalize Based on Agile Practices?
- 26. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 6© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 6 What if we use Jira?
- 27. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 7© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 7 Use Case: Leverage Agile Scaler Jira
- 28. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 8© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 8 Cross-team planning, with associated features, stories and dependencies, flows to teams Use Case: Leverage Agile Scaler Agile Scaler Jira
- 29. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 9© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 2 9 Cross-team planning, with associated features, stories and dependencies, flows to teams Use Case: Leverage Agile Scaler Automated Timesheets Features and stories flow to timesheets based on date, lane, and assignment Agile Scaler Financials Jira Cost timesheet data with optional governing reviews and approvals
- 30. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 3 0© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L / / 3 0 Key Takeaways • Gain financial visibility and feed downstream financials processes (including capitalization) while reducing waste • Align Agile delivery best practices with financial and governance needs • Cost Agile activity automatically based on the natural activity of team members. • Embed flexibility for organizations to define the best balance of automation and oversight • Remove a roadblock to broader enterprise Agile transformation • And, last but not least…
- 31. Kill Timesheets and Save the Kittens
- 32. © 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L© 2 0 1 9 P L A N V I E W , I N C . / / C O N F I D E N T I A L Want to Learn More? Connect: Jon Terry, Chief Evangelist – Lean-Agile Strategy, Planview Follow: @leankitjon Read: "The Challenges ofAgile Software Development Costing and Capitalization" eBook www.planview.info/costing-agile Explore: planview.com/lean-agile-delivery
Editor's Notes
- Message: Speak further to the solution(s) that best applies to the prospect. Companies are experiencing these 4 TRANSFORMATIONS [Green text] to varying degrees. Planview helps organizations accelerate their transformations with 7 transformational solutions. ------------------------------------------------------------------------------ “How we deliver that, and how we think about that today, and what the Planview story is when it comes to helping organizations transform strategy to delivery, is simply this picture. There’s been a lot of discussion in the transformation world. Planview’s role is not to help you define your strategy, whether it’s digital or business transformation. Whatever you are doing to recreate or evolve in your market – you are the expert in that. But rather it is to help you navigate these 4 sub-transformations/market trends that will help you achieve your strategy to delivery transformation. These drive what we believe at Planview, and we can bring these to our customers and help create in your organization. These sub-transformations are part of almost every organization’s overall transformation strategy (They are shown in green around the outside). Changing World of Work Realizing Agile-At-Scale (it’s very clear that this is a top priority for people these days) Creating an Innovation Culture (part of transforming is transforming your culture, and much of the time that’s about being a more innovative organization) and Making the Product Shift (It’s almost impossible to go to research firm websites like Gartner and Forrester and not read about the driving of the customer experience in everything we do, and the customer experience in most organizations comes to life as a product. In some cases, it’s a service, but it’s that shift from just getting work done to building products or services that create great customer experiences). These 4 sub-transformations are the outcomes that our platform can create, or at least accelerate, for our customers. The 7 hexagons you see in the middle are our solution areas and capabilities we bring to bear to makes these transformations happen. From strategic planning (how those connect to portfolios) traditional portfolio and resource management (PPM), how they drive into the product portfolio, how they translate into your business capability and your technology portfolios. And on the delivery side, how do you deliver traditional projects, in Lean Agile ways, and in less formal, unstructured ways and bring teams together to get work done, which is called collaborative work management. This whole story connects from the very front end of the innovation funnel, all the way through planning, portfolio management, and then no matter how you choose to deliver. What we have put together here at Planview is this end to end platform to go from strategy to delivery, that we feel like gives you the pieces to get on point, and drive change and real business results around these sub-transformations that I alluded to at the beginning of the slide. This is the Planview of today and the business challenges that we are helping our customers solve.”
- People hate timesheets. Even the internet says so Requires your software developers stop delivering value and fill out a form – a form that they despise – just look at the memes Administrative overhead to compile – Many companies have manual processes to review, approve, and compile. Others have automated them and finance has become reliant on them for their costing approach. Auditors have signed off on them and they are widely accepted approach And we will end with a cat meme!
- Most likely inaccurate – human nature; even memes are a reminder that people wait until the last minute to fill them out, there is no way you can accurately fill out what you did yesterday, let alone 5 days ago. People who track their time use daily are 66% accurate while those who track weekly are 47% accurate. Meanwhile, those who prepare their timesheets less than once per week are only 35%
- Pm17 Prmgold Jharris/prme1 Bob Adams https://pm17.pvcloud.com/planview/PortfolioTimesheet/PortfolioTimesheet.aspx?portfolio=34228
- Pm17 Prmgold Jharris/prme1 Bob Adams https://pm17.pvcloud.com/planview/PortfolioTimesheet/PortfolioTimesheet.aspx?portfolio=34228
- Pm17 Prmgold Jharris/prme1 Bob Adams https://pm17.pvcloud.com/planview/PortfolioTimesheet/PortfolioTimesheet.aspx?portfolio=34228
- Benefits Create strategic alignment by shifting funding and capacity between value streams based on outcome-driven indicators and KPIs Empower value streams and aligned teams to work on the right priorities Maximize return by rolling-up value and financials from the team to the top Understand cost of Agile teams based on delivery (or time reporting)
- Benefits Create strategic alignment by shifting funding and capacity between value streams based on outcome-driven indicators and KPIs Empower value streams and aligned teams to work on the right priorities Maximize return by rolling-up value and financials from the team to the top Understand cost of Agile teams based on delivery (or time reporting)
- Benefits Create strategic alignment by shifting funding and capacity between value streams based on outcome-driven indicators and KPIs Empower value streams and aligned teams to work on the right priorities Maximize return by rolling-up value and financials from the team to the top Understand cost of Agile teams based on delivery (or time reporting)
- More importantly, you are eliminating administrative activities that isn’t even that accurate while providing the finance team with what they need.
- For questions or suggestions about this template, contact Barron Fujimoto (bfujimoto@planview.com).