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Reformulating the Product Delivery Process


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LSSC10 presentation by Israel Gat, Erik Huddleston, Walter Bodwell and Stephen Chin

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Reformulating the Product Delivery Process

  1. 1. Reformulating the Product Delivery Process<br />Israel Gat<br />Erik Huddleston<br />Walter Bodwell<br />Stephen Chin<br />April 23, 2010<br />
  2. 2. Lean/Agile has the demonstrated potential to drive high levels of productivity and quantifiable benefits for development organizations<br />Dramatic Productivity Increases<br />Development<br />Engineering time Reduction<br />Increased Release Frequency<br />Release Freeze<br />Source: David Joyce; Kanban Results Part 3; Lean and Kanban; November 4 2009<br />Source: David Joyce; Kanban Results ; Lean and Kanban; October 24 2009<br />
  3. 3. Likewise, Inovis saw similar gains after a “big bang” rollout in 2008<br />QSMA, arespected consultancy on development productivity benchmarked Inovis against an industry database of over 7500 other projects.<br />
  4. 4. However, the greater the success experienced in R&D, the more disruption that it creates for the organization as a whole<br />Feature selling becomes impossible (Sales Enablement)<br />Launch Cycle Time > Dev Cycle Time<br />Marketing<br />Sales<br />Melting Change Managers: 50 changes once a month to 900 changes constantly<br />Product Management<br />Operations<br />Development<br />…in the weeds…<br />Professional Services<br />Support<br />Supported Release proliferation<br />Innovator’s Dilemma<br />
  5. 5. 5<br />“Eat your spinach or the Scrum will get you.”<br />
  6. 6. However, by applying/extending those same lean/kanban principles more broadly in the organization, these risks can be avoided, and organizational value increased.<br />Source: InfoQ<br />Source: InfoQ<br />Three Atypical, but Critical Practices in the Product Portfolio Kanban:<br /><ul><li>Stakeholder Based Investment Themes and Business Case Management (organizational value)
  7. 7. Upstream and Downstream WIP Limits
  8. 8. Dynamic Allocations</li></li></ul><li>Stakeholder Based Investment Themes and Business Case Management (organizational value)<br />Organic Growth Initiative<br />Allocations and Strategic Investment Themes<br />5<br />30<br />Strategic Customer<br />Cost Reduction<br />25<br />Business Cases at Epic or Feature Level<br />Epics (offering or strategic initiative)<br />40<br />New Market<br />Features<br />Stories<br />Acceptance Criteria: Critical requirements for biz case realization (feature only) and needs for feature success (Feature and Story)<br />
  9. 9. We manage each business case through a Kanban which extends upstream and downstream from traditional development<br />Kanban Stages<br />Benefits<br /><ul><li> Alleviate the “Agile Death Ray” Effect and Achieve Flow
  10. 10. Expose and Route Around Political Roadblocks and Priority Alignment
  11. 11. Focus Organizational Value Return</li></ul>Proposed<br />Biz Case<br />Backlogged<br />Long Term Roadmap<br />Scheduled<br />Committed Roadmap<br />In Process<br />Software development method in use<br />Deployed<br />Release Management<br />Enabled<br />Collateral, Training<br />Adopted<br />Marketing<br />Usage<br />Validated<br />Biz Case Analysis<br />Feature Success Measurement<br />WIP Limits<br />WL<br />Capacity based WIP limits<br />WL<br />WL<br />Item/slot based WIP limits<br />WL<br />WL<br />8<br />
  12. 12. The Requirements Management and Kanban WIP Limits enable Organizational Value to be optimized dynamically based on real world organizational capacity and appetite<br />Marketing<br />Sales<br />Proposed<br />Validated<br />Adopted<br />Enabled<br />Product Management<br />Operations<br />Scheduled<br />Backlogged<br />Development<br />In Process<br />Deployed<br />Bottleneck<br />Validated<br />Enabled<br />Adopted<br />Professional Services<br />Support<br />
  13. 13. What did success look like? One Example: Market Responsiveness<br />“Inovis would not have succeeded if they were unable to deliver a staggering 200+ patches and releases to support our migration effort. No Inovis competitor could have done that.” --Michael Amend, Dell<br />
  14. 14. Tactics/Capabilities<br />How was it executed? Here is the Lean Execution Engine<br />Test Execution<br />ALM<br />(Requirements Management)<br />Continuous<br />Improvement<br />Feedback<br />Dynamic <br />Roadmap<br />Code to Feature Linkage<br />Test to Feature Linkage<br />Continuous Build<br />Test Execution<br />LRM<br />(Lean Release Management)<br />Branch Management<br />Components<br />Merge Management<br />Artifact Mgmt<br />Code Change Detection<br />SCM<br />(Code Management)<br />Gold Master<br />SaaS Deployment<br />
  15. 15. Let’s take a look at a live Lean Portfolio Management System<br />
  16. 16. Next Steps…What we are planning, how you can get started<br />Apropos Launch: May 22nd<br />Initial Version:<br /><ul><li>Commercial Friendly Open-Source License
  17. 17. Support for Rally Community Edition</li></ul>Help Us:<br /><ul><li>Support other ALM platforms
  18. 18. Implement more portfolio features and metrics</li></ul>Contact:<br /><ul><li>Stephen Chin
  19. 19.</li></ul>Project URL:<br /><br />
  20. 20. Appendix<br />14<br />
  21. 21. Demo Backup – Portfolio View<br />
  22. 22. Demo Backup – Scope View<br />
  23. 23. Demo Backup – Resource View<br />
  24. 24. Demo Backup – Analyze View<br />
  25. 25. Demo Backup – Roadmap View<br />