Framgångsfaktorer för Agil Utveckling avMycket Stora ProgramvaruprodukterPMI Sweden ChapterPassion for projects 2013Svante...
?
Vafalls, Stora            Large Products?                         Progamvaruprodukter?                                    ...
Why Agile?• Are we and customers happy  with the lead time from idea  to volume deployment?• Are we and customers happy  w...
The Importance of Speed    Sales    Volume              10% Increased                            speed                    ...
Conclusion       • Conformance to original budget is secondary       • Conformance to original scope is secondary       • ...
The Themes of this Talk• Look at product development holistically• All development work is not the same• Self-organization
Holistically Speaking...                                                            8   http://commons.wikimedia.org/wiki/...
What is Our Job?                     Product      Value /Opportunity       management &   Solution / Problem              ...
What we set out for     Feature X
The Traditional Way     Pre-study     Prestudy     Feasability     Feasibility    Development
The Traditional Way     Pre-study     Feasability     Feasibility    Development
The Traditional Way     Pre-study     Feasability     Feasibility    Construction        Test
The Traditional Way     Pre-study     Feasability     Feasibility    Construction        Test
The Traditional Way         Pre-study         Feasability         FeasibilityPart 1       …         Part N            Test
The Traditional Way               Pre-study                  ?               Feasability               Feasibility   ?    ...
Common Challenges•   Time slicing of people•   Handovers of documents resulting in distortion•   Coordination issues•   Qu...
What is Our Job?                                    Contract Management                  Release Strategy               Pr...
Key Ideas• Focus on flow, customer-to-customer   – Optimize for short end-to-end lead-time   – Stop-the-line mentality reg...
Key Concepts       •     End-2-End Cross Functional Teams for Development       •     Pull based approach       •     Cont...
Flow Based OrganizationAnalysis                      DevelopmentProgram                         Program                   ...
Seen Another Way…Release Program (Projects)
Meanwhile @ Spotify...                                                                                                    ...
http://commons.wikimedia.org/wiki/File:Pears_%26_Apples.jpg                                                              25
All Software is not the Same                      Features             Application Specific                Domain Specific...
Low Architectural Impact                    Features           Application Specific              Domain Specific          ...
High Architectural Impact                     Features            Application Specific               Domain Specific      ...
High Architectural Impact                    Features           Application Specific              Domain Specific         ...
Handling the Differences• Low Architecural Impact       • High Architectural Impact   – Single Team with end-to-      – Ma...
31http://centrim.mis.brighton.ac.uk/events/irnop-2007/papers-1/Jarkvik%20et%20al.pdf
Self-organization                                                                        32http://commons.wikimedia.org/wi...
Why do we want Self-organizing          Teams?                                 33
A team is a group of people with      complementary talents andskills, aligned to a common objective.                     ...
It is a Powerful Management Strategy        • End-to-end ownership  Motivation           Higher quality results        •...
Typical Advice on Self-organization•   Don’t assign roles•   Don’t assign leadership•   Don’t assign tasks•   Don’t say ho...
Self-organization     People  Foundations                    37
 Objectives Knowledge/Learning Communication/Feedback       Självorganisati Way-of-working/Decision making       on H...
 Motivated individuals Group development         Självorganisati         on              People         Foundations     ...
Motivated Individuals                          CompetenceAutonomy                                               Relatednes...
Group Development     Child           Teenager Young Adult Adult               Retirement                     Counter- Dep...
Self-organization      Människo Values      r Results        Grunde Balance        r                     42
43
BalancePermission to fail             Expect success    Specialisation             Generalisation         Learning        ...
GUT of Self-organization Values Results Balance Motivated Individuals Groupdevelopment Objectives Knowledge/Learnin...
Summary• Focus on end-to-end flow• Focus on product evolution rather than  running projects• Distinguish functional enhanc...
Frågor på det?                                                                        47http://commons.wikimedia.org/wiki/...
Selected References•   Creating Effective Teams (Wheelan) - http://www.amazon.com/Creating-Effective-Teams-Members-    Lea...
Thanks!Svante Lidman, Sr Productivity Expertsvante.lidman@hansoft.se@svante_lidmanwww.slideshare.net/SvanteLidman
Licensing of this PresentationThe artwork in this presentation is licensed under the terms defined by eachrespective sourc...
My talk at PMI Sweden Congress 2013 on Agile and Large Software Products
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My talk at PMI Sweden Congress 2013 on Agile and Large Software Products

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This is my "Success Factors for Agile Development of Very Large Software Products" as it was presented at the PMI Sweden Congress on March 11 2013. The title of the presentation is in Swedish but the material is almost completely in English.

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My talk at PMI Sweden Congress 2013 on Agile and Large Software Products

  1. 1. Framgångsfaktorer för Agil Utveckling avMycket Stora ProgramvaruprodukterPMI Sweden ChapterPassion for projects 2013Svante Lidman, Senior Productivity Expertsvante.lidman@hansoft.se@svante_lidmanwww.slideshare.net/SvanteLidman
  2. 2. ?
  3. 3. Vafalls, Stora Large Products? Progamvaruprodukter? EricssonAutodesk Boeing Star Wars - The Old RepublicMicrosoft Lucas Arts, Bioware, Electronic Arts
  4. 4. Why Agile?• Are we and customers happy with the lead time from idea to volume deployment?• Are we and customers happy with product quality?• Are we happy with R&D efficiency?• What will our situation look like tomorrow if we continue as we do?
  5. 5. The Importance of Speed Sales Volume 10% Increased speed (Sales earlier) 10% EfficiencyR&D (~15%) increase in R&D Jan Bosch - www.janbosch.com
  6. 6. Conclusion • Conformance to original budget is secondary • Conformance to original scope is secondary • Time to market and Quality is key!!http://commons.wikimedia.org/wiki/File:PenroseTriangle.png
  7. 7. The Themes of this Talk• Look at product development holistically• All development work is not the same• Self-organization
  8. 8. Holistically Speaking... 8 http://commons.wikimedia.org/wiki/File:Whole_onion.jpg
  9. 9. What is Our Job? Product Value /Opportunity management & Solution / Problem Development
  10. 10. What we set out for Feature X
  11. 11. The Traditional Way Pre-study Prestudy Feasability Feasibility Development
  12. 12. The Traditional Way Pre-study Feasability Feasibility Development
  13. 13. The Traditional Way Pre-study Feasability Feasibility Construction Test
  14. 14. The Traditional Way Pre-study Feasability Feasibility Construction Test
  15. 15. The Traditional Way Pre-study Feasability FeasibilityPart 1 … Part N Test
  16. 16. The Traditional Way Pre-study ? Feasability Feasibility ? ? ?Part 1 ? … ? Part N ? ? ? Test
  17. 17. Common Challenges• Time slicing of people• Handovers of documents resulting in distortion• Coordination issues• Quality issues uncovered too late• Lead-time too long• Very few people understand the overall system• Too many meetings• Blame gamesClaim: The fragmentation of value(work)is the single most important root cause for these issues
  18. 18. What is Our Job? Contract Management Release Strategy Projects Resource Planning 1/3 Requirements Pre-study Vision Management TG1 Program Management TG2 PD3 Requirements Baseline Defect-handling 2/3 TG3 Product Execution Project Plan Value /Opportunity Anatomy Integration Test management & Project Leaders Technical coordination Solution / Problem CR-handlingDevelopment PDU PD1 War room Feasibility PA PG ALM Steering Group Go-model FEAD PD2 Prestudy Design Business Case FG Integration Planning CCB BP4 System V-Model Design
  19. 19. Key Ideas• Focus on flow, customer-to-customer – Optimize for short end-to-end lead-time – Stop-the-line mentality regarding faults• This will expose inefficiencies and force: – Removal of handovers – Removal of overly detailed studies and gold-plated designs – Removal of late and non-repeatable testing• The focus on flow and lead-time will act as a forcing function to address impediments to quality and efficiency http://commons.wikimedia.org/wiki/File:Bulbgraph.svg
  20. 20. Key Concepts • End-2-End Cross Functional Teams for Development • Pull based approach • Continuous programs rather than finite projects • Continuous Integration (and Testing) – Automated, continuous, fast and reliable feedback to teams • Requirement Areas (RA) as scaling concept – Yearly budgeting (in terms of teams) per RA coupled to business strategy – Independent prioritization per RA – Limits competence challenge for Teams without code ownershiphttp://commons.wikimedia.org/wiki/File:Stock_keyring.svg
  21. 21. Flow Based OrganizationAnalysis DevelopmentProgram Program - Detail- Identify Release - Design- Analyze - Implement- Prioritize Program - Test (Project) - Document - Package - Verify - Roll out
  22. 22. Seen Another Way…Release Program (Projects)
  23. 23. Meanwhile @ Spotify... 23Henrik Kniberg, Anders Ivarsson http://blog.crisp.se/2012/11/14/henrikkniberg/scaling-agile-at-spotify
  24. 24. http://commons.wikimedia.org/wiki/File:Pears_%26_Apples.jpg 25
  25. 25. All Software is not the Same Features Application Specific Domain Specific Domain General OS Extensions (e.g. Protocols, Scalability, Security etc.) Device Drivers Custom Hardware + Firmware
  26. 26. Low Architectural Impact Features Application Specific Domain Specific Domain General OS Extensions (e.g. Protocols, Scalability, Security etc.) Device Drivers Custom Hardware + Firmware
  27. 27. High Architectural Impact Features Application Specific Domain Specific Code Domain General Impact OS Extensions (e.g. Protocols, Scalability, Security etc.) Device Drivers Custom Hardware + Firmware
  28. 28. High Architectural Impact Features Application Specific Domain Specific Test Impact Domain General OS Extensions (e.g. Protocols, Scalability, Security etc.) Device Drivers Custom Hardware + Firmware
  29. 29. Handling the Differences• Low Architecural Impact • High Architectural Impact – Single Team with end-to- – Many teams end ownership – PO team – Anatomy to support vision and rolling planning – May require pure test teams – Traps: • Planning too much upfront • Locking down the plan • Disempowering the teams 30
  30. 30. 31http://centrim.mis.brighton.ac.uk/events/irnop-2007/papers-1/Jarkvik%20et%20al.pdf
  31. 31. Self-organization 32http://commons.wikimedia.org/wiki/File:Fugle,_%C3%B8rns%C3%B8_073.jpg
  32. 32. Why do we want Self-organizing Teams? 33
  33. 33. A team is a group of people with complementary talents andskills, aligned to a common objective. 34
  34. 34. It is a Powerful Management Strategy • End-to-end ownership  Motivation  Higher quality results • Local decision making  Adaptability  Results more fit for purpose • No hand-overs  Reduced time-to-market 35http://commons.wikimedia.org/wiki/File:Tic_tac_toe.svg
  35. 35. Typical Advice on Self-organization• Don’t assign roles• Don’t assign leadership• Don’t assign tasks• Don’t say how 36 http://commons.wikimedia.org/wiki/File:Stop_hand_nuvola_alternate.svg
  36. 36. Self-organization People Foundations 37
  37. 37.  Objectives Knowledge/Learning Communication/Feedback Självorganisati Way-of-working/Decision making on High standards & expectations Människo r Foundations 38
  38. 38.  Motivated individuals Group development Självorganisati on People Foundations 39
  39. 39. Motivated Individuals CompetenceAutonomy Relatedness Self- Determination Theory Self-Determination Theory, Deci and Ryan 40
  40. 40. Group Development Child Teenager Young Adult Adult Retirement Counter- Dependency Trust dependency and and Work Break up and Inclusion Structure FightSusan Wheelan, Integrated Model of Group Development 41
  41. 41. Self-organization Människo Values r Results Grunde Balance r 42
  42. 42. 43
  43. 43. BalancePermission to fail Expect success Specialisation Generalisation Learning Delivery Centralization Decentralization Consensus Quick/Good decisionsRisk/Opportunity Precision Planning Improvisation Analysis Action Creativity Quality Fun Boring 44
  44. 44. GUT of Self-organization Values Results Balance Motivated Individuals Groupdevelopment Objectives Knowledge/Learning Communication/Feedback Way-of-working/Decision making High standards/Expectations 45
  45. 45. Summary• Focus on end-to-end flow• Focus on product evolution rather than running projects• Distinguish functional enhancements from architectural evolution• Foster self-organization consciously 46
  46. 46. Frågor på det? 47http://commons.wikimedia.org/wiki/File:Ostrich2010_2.jpg
  47. 47. Selected References• Creating Effective Teams (Wheelan) - http://www.amazon.com/Creating-Effective-Teams-Members- Leaders/dp/1452217076/ref=sr_1_1?s=books&ie=UTF8&qid=1362513243&sr=1- 1&keywords=susan+wheelan• Agile Software Requirements (Leffingwell) - http://www.amazon.com/Agile-Software-Requirements- Enterprise-Development/dp/0321635841/ref=sr_1_1?s=books&ie=UTF8&qid=1362513353&sr=1- 1&keywords=leffingwell• Drive (Pink) - http://www.amazon.com/Drive-Surprising-Truth-About- Motivates/dp/1594484805/ref=sr_1_2?s=books&ie=UTF8&qid=1362513408&sr=1-2&keywords=dan+pink• Corps Business (Freedman) - http://www.amazon.com/Corps-Business-Management-Principles- Marines/dp/0066619793/ref=sr_1_1?s=books&ie=UTF8&qid=1362513452&sr=1- 1&keywords=corps+business+the+30+management+principles+of+the+u.s.+marines• The Principles of Product Development Flow (Reinertsen) - http://www.amazon.com/Principles-Product- Development-Flow-Generation/dp/1935401009/ref=sr_1_1?s=books&ie=UTF8&qid=1362513506&sr=1- 1&keywords=reinertsen• Scaling Lean & Agile Development (Larman) - http://www.amazon.com/Scaling-Lean-Agile-Development- Organizational/dp/0321480961/ref=sr_1_1?s=books&ie=UTF8&qid=1362513556&sr=1- 1&keywords=larman+vodde• The System Anatomy (Taxén ed.) - http://www.amazon.com/System-Anatomy-Lars- Taxen/dp/9144070748/ref=sr_1_3?s=books&ie=UTF8&qid=1362513689&sr=1-3&keywords=lars+taxen• The Essence of Software Engineering (Jacobson, Ng, McMahon, Spence, Lidman) - http://www.amazon.com/The- Essence-Software-Engineering-Applying/dp/0321885953
  48. 48. Thanks!Svante Lidman, Sr Productivity Expertsvante.lidman@hansoft.se@svante_lidmanwww.slideshare.net/SvanteLidman
  49. 49. Licensing of this PresentationThe artwork in this presentation is licensed under the terms defined by eachrespective source as indicated on each respective slide. If no source isgiven, then the artwork is in the public domain.Trademarks and books, depicted in the presentation are owned by therespective tradmark owner and are only included for reference purposes andis not in any way an endorsement of the presentation contents. If you make use of this material in whole or part, you should clearly statethe source.All original art work and the presentation as such is is licensed underCreative Commons Attribution-Share Alike 3.0 Unported license.See: http://creativecommons.org/licenses/by-sa/3.0/deed.en 50

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