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The Service Delivery Review: The Missing Agile Feedback Loop

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Slides as presented at Lean Agile Scotland 2018 Conference, Oct. 3, 2018. #lascot http://leanagile.scot/2018/

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The Service Delivery Review: The Missing Agile Feedback Loop

  1. 1. # l a s c o t | @ m a t t p h i l i p THE SERVICE-DELIVERY REVIEW The Missing Agile Feedback Loop
  2. 2. @mattphilip #lascot TWO QUESTIONS ABOUT COFFEE
  3. 3. @mattphilip #lascot WHAT’S YOUR FAVORITE PART?
  4. 4. @mattphilip #lascot WHAT’S YOUR FAVORITE PART?
  5. 5. @mattphilip #lascot “SENSE AND RESPOND”
  6. 6. @mattphilip #lascot BACK TO COFFEE
  7. 7. @mattphilip #lascot Service providers must make promises about listening and responding as much as making and delivering. — Jeff Sussna, Designing Delivery
  8. 8. @mattphilip #lascot THE KANBAN LENS
  9. 9. @mattphilip #lascot HOW WOULD YOU ANSWER?
  10. 10. WHAT'S THE PROBLEM?
  11. 11. @mattphilip #lascot In the absence of any quantitative feedback about the performance of our service delivery, arbitrary due dates and artificial boundaries are always going to persist.
  12. 12. @mattphilip #lascot QUANTITATIVE FEEDBACK?
  13. 13. @mattphilip #lascot 9% of employees said their teams had clear and measurable goals.  — Gallup (Buckingham and Coffman)
  14. 14. @mattphilip #lascot FEEDBACK NEEDS Is our 
 team 
 healthy? Is our 
 service delivery fit for its purpose? Is our 
 product 
 healthy? Is our 
 product
 fit for its purpose? ServiceProduct Customer 
 (Build right thing) Team 
 (Build thing right)
  15. 15. @mattphilip #lascot ACTIVITY: FEEDBACK LOOPS ? ? ? ? ServiceProduct Customer 
 (Build right thing) Team 
 (Build thing right)
  16. 16. @mattphilip #lascot FEEDBACK LOOPS ? ? ? ServiceProduct Customer 
 (Build right thing) Team 
 (Build thing right) ■Retrospective ■ Standup/ Flow-planning meeting
  17. 17. @mattphilip #lascot FEEDBACK LOOPS ? ■ Automated build/tests/CI ■ Code metrics ■ Performance monitors ? ServiceProduct Customer 
 (Build right thing) Team 
 (Build thing right) ■Retrospective ■ Standup/ Flow-planning meeting
  18. 18. @mattphilip #lascot FEEDBACK LOOPS ? ■ Automated build/tests/CI ■ Code metrics ■ Performance monitors ServiceProduct Customer 
 (Build right thing) Team 
 (Build thing right) ■ Demo ■ A/B tests ■ Usage metrics ■ Money! ■Retrospective ■ Standup/ Flow-planning meeting
  19. 19. @mattphilip #lascot FEEDBACK LOOPS ? ■ Automated build/tests/CI ■ Code metrics ■ Performance monitors ServiceProduct Customer 
 (Build right thing) Team 
 (Build thing right) ■ Demo ■ A/B tests ■ Usage metrics ■ Money! ■Retrospective ■ Standup/ Flow-planning meeting
  20. 20. @mattphilip #lascot A POSSIBLE SOLUTION Service- Delivery Review ■ Automated build/tests/CI ■ Code metrics ■ Performance monitors ■ Demo ■ A/B tests ■ Usage metrics ■ Money! ServiceProduct Customer 
 (Build right thing) Team 
 (Build thing right) ■Retrospective ■ Standup/ Flow-planning meeting
  21. 21. SERVICE-DELIVERY REVIEW
  22. 22. @mattphilip #lascot A regular, quantitatively-oriented discussion between a customer and delivery team about the fitness for purpose of its service delivery.
  23. 23. @mattphilip #lascot SCALE WITH OPERATIONS REVIEW Standup/
 Kanban Service- Delivery Review Operations Review (monthly) (biweekly) (daily)
  24. 24. @mattphilip #lascot Designing for service and not just software focuses IT on its purpose rather than on technical implementations. — Jeff Sussna, Designing Delivery
  25. 25. @mattphilip #lascot POSSIBLE TOPICS ▫︎Delivery times of recent work, distribution ▫︎Blocker-clustering results and remediations ▫︎Work-type mix (% allocation to work types) ▫︎Classes of service/service-delivery expectations ▫︎Value-demand ratio (value-add or failure demand) ▫︎Due-date performance (fixed-date misses) ▫︎Policy changes ▫︎Input from fitness surveys (e.g., F4P Box Score), front-line staff reports, social media ▫︎“What obstacles stand in the way of our service- delivery expectations?”
  26. 26. @mattphilip #lascot ACTIVITY: FEEDBACK METRICS ServiceProduct Customer 
 (Build right thing) Team 
 (Build thing right)
  27. 27. @mattphilip #lascot FEEDBACK METRICS ■ Team health ■ Engagement ■ Flow efficiency ■ Delivery time ■ Throughput ■ Mean time to restore service ■ Due-date performance ■ Mean time to restore build ■ Code health ■ Performance ■ Revenue ■ Usage metrics ■ App-store rating ServiceProduct Customer 
 (Build right thing) Team 
 (Build thing right)
  28. 28. @mattphilip #lascot I hired your team because of 
 their amazing velocity. — No customer, ever
  29. 29. @mattphilip #lascot ACTIVITY: GETTING STARTED
  30. 30. SERVICE-DELIVERY REVIEW CANVAS FITNESS CRITERIA METRICS What does our customer value about our service? e.g. Predictable delivery, quality, delivery-time expectation at 85th% DeliveryTeam (single kanban): SERVICES WE PROVIDE Which service requests / work items types do we accept?What are the service level expectations of each work item type? PARTICIPANTS IN REVIEW E.g., Flow manager, coach, exec sponsor, Product owner, customer(s), external stakeholders, delivery team reps
 INPUTS OUTPUTS DUE-DATE PERFORMANCE How well did we do with on-time delivery of fixed-date items? EXPEDITE PERFORMANCE How well did we do with delivery of expedite items? STANDARD-URGENCY PERFORMANCE How well did we do with on-time delivery of standard-urgency items? Service-level expectation: 85th percentile: 50th percentile: BLOCKER CLUSTERS Express largest clusters by type, count and total days blocked CURRENT POLICIES OPTIONS TO REDUCE RISK Or system-design changes to improve capability vs. expectations (e.g., reduceWIP) FORECAST Based on delivery times, our expectation that we will complete remaining work IMPROVEMENT DRIVERS AND HYPOTHESES We believe that <change> will result in <outcome> and we’ll know because of <signal> POLICY CHANGES Date:“Is our service delivery fit for its purpose according to our customer?”
  31. 31. @mattphilip #lascot DELIVERY-TIME SCATTERPLOT -kanbanize.com
  32. 32. @mattphilip #lascot VALUE-DEMAND RATIO 0% 25% 50% 75% 100% 7-Jan 14-Jan 21-Jan 28-Jan 4-Feb 11-Feb 18-Feb 25-Feb 4-M ar 11-M ar 18-M ar 25-M ar 1-Apr Value-Demand Ratio = Value-Added Demand/
 Total Demand
  33. 33. @mattphilip #lascot PROBABILISTIC FORECAST -kanbanize.com
  34. 34. @mattphilip #lascot [Considering alternative future paths] offsets the tendency for managers to implicitly assume a single future … They become more perceptive of changes in the business environment and more responsive to those changes. — Peter Senge, The Fifth Discipline
  35. 35. @mattphilip #lascot EXAMPLE
  36. 36. @mattphilip #lascot AGING WORK IN PROGRESS
  37. 37. @mattphilip #lascot FITNESS FOR PURPOSE CARDS https://t.co/H53EzHVNRa
  38. 38. @mattphilip #lascot TOP CUSTOMER SERVICE-DELIVERY EXPECTATIONS ▫︎Be accessible ▫︎Treat me courteously ▫︎Be responsive to what I need and want ▫︎Do what I ask promptly ▫︎Provide well-trained and informed employees ▫︎Tell me what to expect ▫︎Meet your commitments and keep your promises* ▫︎Do it right the first time ▫︎Follow up ▫︎Be socially responsible and ethical -Brad Cleveland, International Customer Management Institute
  39. 39. @mattphilip #lascot Delighting customers 
 doesn’t build loyalty; 
 reducing their effort—
 the work they must do 
 to get their problem solved
 —does.
  40. 40. @mattphilip #agilept BENEFITS OF A SERVICE-DELIVERY REVIEW ▫︎Forces you to focus on customers and become fit for the purpose for which they chose you ▫︎Sets clear standards and achievement ▫︎Generates feedback with (meaningful) data ▫︎Helps you understand why you fail and then align improvement efforts ▫︎Builds customer trust and loyalty ▫︎Improve your relationships!
  41. 41. @mattphilip #lascot 93% 95%, my love.
  42. 42. @mattphilip #lascot TAKEAWAYS FOR TOMORROW ▫︎Identify and involve your customer ▫︎Ask the “fitness” question (What do you value…?) ▫︎Discover your services ▫︎Establish service-delivery expectations ▫︎Keep doing the other useful feedback loops ▫︎Reduce/combine meetings rather than add new ▫︎Consider as way to measure “agile adoption”
  43. 43. @mattphilip #lascot The tighter you make your feedback loops, the greater agility you can exhibit as a business, the faster you can sense and respond. — Anderson and Zheglov, Fit for Purpose
  44. 44. @mattphilip #lascot REFERENCES AND FURTHER EXPLORATION ▫︎ http://www.djaa.com/kanban-cadences ▫︎ https://www.slideshare.net/agilemanager/kanban-cadences-information-flow ▫︎ https://mattphilip.wordpress.com/2017/05/24/service-delivery-review-the-missing- agile-feedback-loop/ ▫︎ When will it be done? by Dan Vacanti (https://leanpub.com/whenwillitbedone) ▫︎ http://kanbanize.com/ ▫︎ https://actionableagile.com/ ▫︎ https://hbr.org/1988/07/the-power-of-unconditional-service-guarantees ▫︎ http://www.icmi.com/Resources/Customer-Experience/2015/10/Ten-Customer- Expectations-and-How-They-Are-Changing ▫︎ https://hbr.org/2010/07/stop-trying-to-delight-your-customers ▫︎ http://xprocess.blogspot.fr/ (Andy Carmichael) ▫︎ Fit for Purpose by Anderson and Zheglov ▫︎ Designing Delivery by Jeff Sussna
  45. 45. @mattphilip #lascot Questions? RESOURCES
  46. 46. Service Product Both Neither Other Why did/do you choose your coffee shop? What kind of business is Starbucks?
  47. 47. SERVICE:________________________________________
  48. 48. SERVICE-DELIVERY REVIEW CANVAS FITNESS CRITERIA METRICS What does our customer value about our service? e.g. Predictable delivery, quality, delivery-time expectation at 85th% DeliveryTeam (single kanban): SERVICES WE PROVIDE Which service requests / work items types do we accept?What are the service level expectations of each work item type? PARTICIPANTS IN REVIEW E.g., Flow manager, coach, exec sponsor, Product owner, customer(s), external stakeholders, delivery team reps
 INPUTS OUTPUTS DUE-DATE PERFORMANCE How well did we do with on-time delivery of fixed-date items? EXPEDITE PERFORMANCE How well did we do with delivery of expedite items? STANDARD-URGENCY PERFORMANCE How well did we do with on-time delivery of standard-urgency items? Service-level expectation: 85th percentile: 50th percentile: BLOCKER CLUSTERS Express largest clusters by type, count and total days blocked CURRENT POLICIES OPTIONS TO REDUCE RISK Or system-design changes to improve capability vs. expectations (e.g., reduceWIP) FORECAST Based on delivery times, our expectation that we will complete remaining work IMPROVEMENT DRIVERS AND HYPOTHESES We believe that <change> will result in <outcome> and we’ll know because of <signal> POLICY CHANGES Date:“Is our service delivery fit for its purpose according to our customer?”
  49. 49. SERVICE-DELIVERY REVIEW CANVAS DeliveryTeam (single kanban): INPUTS OUTPUTS Date:“Is our service delivery fit for its purpose according to our customer?”
  50. 50. @mattphilip #lascot FEEDBACK LOOPS ServiceProduct Customer 
 (Build right thing) Team 
 (Build thing right)
  51. 51. @mattphilip #lascot FEEDBACK METRICS ServiceProduct Customer 
 (Build right thing) Team 
 (Build thing right)

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