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Agile v agility_v4_md

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Introductory deck to the distinction between "Agile" and "Agility"...one maters far more than the other.

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Agile v agility_v4_md

  1. 1. Marc Danziger CDO, Enterprise Consultant Agile v. Agility – And Growth
  2. 2. - Your name - Your company - Your superpower Introductions
  3. 3. © Copyright Net Objectives, Inc. All Rights Reserved 3 Marc Danziger marc.danziger@NetObjectives.com CDO, Enterprise Consultant Chief Delivery Officer Marc Danziger is the Chief Delivery Officer of Net Objectives. With over 20 years of experience, Marc is a leading practitioner in project and program management, project rescue, product portfolio management, SAFe, Scrum and business architecture. He helps companies transform to Lean and Agile enterprises. He has a Masters in Planning Theory from U.C. Berkeley where he studied with the originators of the concepts of Wicked Problems and Design Patterns.
  4. 4. © Copyright Net Objectives, Inc. All Rights Reserved 4 Lean Management Project Management Kanban / Scrum ATDD / TDD / Design Patterns technical ASSESSMENTS CONSULTING TRAINING COACHING Lean for Executives Product Portfolio Management Business Product Owner Product Owner Onsite SPC Leading SAFe SAFe Architecture PM/PO
  5. 5. © Copyright Net Objectives, Inc. All Rights Reserved 5 Agile is about practices s *Sprint = Iteration • PM • POs • POs • Users • POs • Users • BAs • PM • POs • PM
  6. 6. © Copyright Net Objectives, Inc. All Rights Reserved 6 Agility is about overall control and responsiveness
  7. 7. © Copyright Net Objectives, Inc. All Rights Reserved 7 Agile | Lean Principles • Take a systems view • Limit WIP • Manage batch size • Build short feedback loops • Create / support persistent cross functional teams • Decentralize decision making • Develop talent
  8. 8. © Copyright Net Objectives, Inc. All Rights Reserved 8 BUSINESS AGILITY BUSINESS INCREMENTS PRIORITY AND SEQUENCE RELEASE PLANNING Business
  9. 9. © Copyright Net Objectives, Inc. All Rights Reserved 9 MANAGEMENT AGILITY CONTINUOUS FEED OF BUSINESS VALUE MANAGING THE FLOW OF WORK WIP MANAGEMENT Manage ment
  10. 10. © Copyright Net Objectives, Inc. All Rights Reserved 10 ADAPTIVE MANAGEMENT IDENTIFYING IMPEDIMENTS AND DELAY CONTINUOUS ORGINIZATIONAL IMPROVEMENT WORKING ON AS WELL AS IN Manage ment
  11. 11. © Copyright Net Objectives, Inc. All Rights Reserved 11 TEAM AGILITY SELF ORGANIZATION SPEED OF PRODUCING QUALITY BUSINESS INCREMENTS Team
  12. 12. © Copyright Net Objectives, Inc. All Rights Reserved 12 TECHNICAL AGILITY BEST ENGINEERING PRACTICES TDD, DESIGN PATTERNS, EMERGENT DESIGN, CONTINUOUS INTEGRATION, REFACTORING CONTINUOUS IMPROVEMENT Team
  13. 13. © Copyright Net Objectives, Inc. All Rights Reserved 13 ENTERPRISE AGILITY FREQUENT INCREMENTAL DELIVERY TIGHT COUPLING OF STRATEGY AND DELIVERY RESPONSIVE TO CHANGE Enterprise Agility
  14. 14. © Copyright Net Objectives, Inc. All Rights Reserved 14 Lean is based on the idea that delay is the root problem. …let’s discuss
  15. 15. © Copyright Net Objectives, Inc. All Rights Reserved 15 1. Identify the actions taken in the value stream ApproveRequest Reqts Sign Off Review Deploy Analysis Design Code Test
  16. 16. © Copyright Net Objectives, Inc. All Rights Reserved 16 120 hrs` 280 hrs 240 hrs 8 hrs2 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? ApproveRequest Reqts Sign Off Review Deploy Analysis Design Code Test 0.5 hrs 160 hrs8 hrs 8 hrs 100 hrs
  17. 17. © Copyright Net Objectives, Inc. All Rights Reserved 17 120 hrs` 280 hrs 240 hrs 8 hrs2 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? Approve .1 / 7.9 hrs Request 0.5 / 0.0 hr Reqts 60 / 100 hrs Sign Off 1 / 7 hrs Review 2 / 0 hrs Deploy 3 / 5 hrs Analysis 40 / 600 hrs Design 40 / 80 hrs Code 80 / 200 hrs Test 40 / 200 hrs 0.5 hrs 160 hrs8 hrs 8 hrs 100 hrs
  18. 18. © Copyright Net Objectives, Inc. All Rights Reserved 18 80 hrs320 hrs 80 hrs 320 hrs 80 hrs 160 hrs 80 hrs 80 hrs 80 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 120 hrs` 280 hrs 240 hrs 8 hrs2 hrs Approve .1 / 7.9 hrs Request 0.5 / 0.0 hr Reqts 60 / 100 hrs Sign Off 1 / 7 hrs Review 2 / 0 hrs Deploy 3 / 5 hrs Analysis 40 / 600 hrs Design 40 / 80 hrs Code 80 / 200 hrs Test 40 / 200 hrs 0.5 hrs 160 hrs8 hrs 8 hrs 100 hrs
  19. 19. © Copyright Net Objectives, Inc. All Rights Reserved 19 80 hrs320 hrs 80 hrs 320 hrs 80 hrs 160 hrs 80 hrs 80 hrs 80 hrs 120 hrs` 280 hrs 240 hrs 8 hrs2 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required 65% defective Repeat 3X 20% rejected Repeat 1X Approve .1 / 7.9 hrs Request 0.5 / 0.0 hr Reqts 60 / 100 hrs Sign Off 1 / 7 hrs Review 2 / 0 hrs Deploy 3 / 5 hrs Analysis 40 / 600 hrs Design 40 / 80 hrs Code 80 / 200 hrs Test 40 / 200 hrs 0.5 hrs 160 hrs8 hrs 8 hrs 100 hrs
  20. 20. © Copyright Net Objectives, Inc. All Rights Reserved 20 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required 6. Calculate % time worked 80 hrs320 hrs 80 hrs 320 hrs 80 hrs 160 hrs 80 hrs 80 hrs 80 hrs 0.5 hrs 160 hrs8 hrs 8 hrs 120 hrs` 280 hrs 240 hrs 100 hrs 8 hrs2 hrs 65% defective Repeat 3X 20% rejected Repeat 1X Avg Time Worked Total Cycle Time % time worked = 14.9% 509 hrs 3433 hrs 509 hrs 3433 hrs Avg Time Worked Total Cycle Time Approve .1 / 7.9 hrs Request 0.5 / 0.0 hr Reqts 60 / 100 hrs Sign Off 1 / 7 hrs Review 2 / 0 hrs Deploy 3 / 5 hrs Analysis 40 / 600 hrs Design 40 / 80 hrs Code 80 / 200 hrs Test 40 / 200 hrs Approve .1 / 7.9 hrs Request 0.5 / 0.0 hrs Reqts 60 / 100 hrs Sign Off 1 / 7 hrs Review 2 / 0 hrs Deploy 3 / 5 hrs Analysis 40 / 60 hrs Design 40 / 80 hrs Code 80 / 200 hrs Test 40 / 200 hrs 0.5 hrs 160 hrs8 hrs 8 hrs 120 hrs 280 hrs 240 hrs 100 hrs 8 hrs2 hrs 320 hrs 80 hrs 320 hrs 80 hrs 160 hrs 80 hrs 80 hrs 65% defective Repeat 3X 20% rejected Repeat 1X 80 hrs 80 hrs
  21. 21. © Copyright Net Objectives, Inc. All Rights Reserved 21 80 hrs320 hrs 80 hrs 320 hrs 80 hrs 160 hrs 80 hrs 80 hrs 80 hrs 120 hrs` 280 hrs 240 hrs 8 hrs2 hrs Approve 0.1 / 7.9 hrs Request 0.5 / 0.0 hr Reqts 60 / 100 hrs Sign Off 1 / 7 hrs Review 2 / 0 hrs Deploy 3 / 5 hrs Analysis 40 / 60 hrs Design 40 / 80 hrs Code 80 / 200 hrs Test 40 /200 hrs 65% defective Repeat 3X 20% rejected Repeat 1X 320 hrs 80 hrs 320 hrs 80 hrs 160 hrs 80 hrs 80 hrs 65% defective Repeat 3X 20% rejected Repeat 1X 80 hrs 80 hrs Eliminating delays between what you do Getting better at what you do Which gives a better return? 0.5 hrs 8 hrs 8 hrs 100 hrs160 hrs
  22. 22. © Copyright Net Objectives, Inc. All Rights Reserved 22 Delay has three non-obvious causes. (along with a bunch of obvious ones) • Batch Size • Work In Progress • Multitasking
  23. 23. © Copyright Net Objectives, Inc. All Rights Reserved 23 What’s batch size?
  24. 24. © Copyright Net Objectives, Inc. All Rights Reserved 24 Waitingforapproval Workingonapproval ReadyforRequirements Requirements Readyforsignoff ReadyforAnalysis Analysis ReadyforDesign Design ReadyforReview Review ReadyforCode Code ReadyforTest Test ReadyforDeploy Deploy Done SignOff .1 60 1 40 40 2 80 40 3 320 8 80 160 320 8 80 100 80 120 160 2 80 280 80 240 80 8 -------------------------------------- Development Team ---------------------------------------- Product Managers -- map value stream to kanban board
  25. 25. © Copyright Net Objectives, Inc. All Rights Reserved 25 What’s multitasking? …really? We all live it. Because we focus on utilization / busyness, more than getting stuff done.
  26. 26. © Copyright Net Objectives, Inc. All Rights Reserved 26 Costs of Interrupting a Team What we think will happen What does happen Current state Rework Overhead Planned Work Rework Overhead Planned Work New Features Rework Overhead Planned Work New Features Extra work The cost of interrupting a team is not just the delay of other work, it is the additional work it creates that would otherwise not have to be done.
  27. 27. © Copyright Net Objectives, Inc. All Rights Reserved 27 How We Manage People
  28. 28. © Copyright Net Objectives, Inc. All Rights Reserved 28 here’s a spot! …and another! Operating a product development process near full utilization is an economic disaster. Don Reinertsen
  29. 29. © Copyright Net Objectives, Inc. All Rights Reserved 29 QUESTION What is our goal? That is, what must we make sure we are doing in order to be successful? …FINISHING. Nothing else matters.
  30. 30. © Copyright Net Objectives, Inc. All Rights Reserved 30 Source: Standish Group Study of 2000 projects at 1000 companies Usage of Features and Functions in Typical System WASTE and the DELAY OF VALUE
  31. 31. © Copyright Net Objectives, Inc. All Rights Reserved 31 Input Priority BUSINESS DISCOVERY BUSINESS DELIVERY Planning Staging Ready to Pull c h u n k i n g s l i c i n g Decision High enough business value? Decision Technically feasible, sufficient ROI? Iteration 0 Iterative Development Incremental Deployment Support & Feedback Decision Ready to release? Decision Is there capacity? Define acceptance criteria and feature sequence Build iteratively, deploy incrementally Review business value , approve, and prioritize Define value increments and sequence Define product backlog The Value Stream Doing “Left of Do”
  32. 32. © Copyright Net Objectives, Inc. All Rights Reserved 32 1 2 3 but incrementing calls for a fully formed idea courtesy Jeff Patton “incrementing” builds a bit at a time...
  33. 33. © Copyright Net Objectives, Inc. All Rights Reserved 33 1 2 3 to allow you to move from vague idea to realization courtesy Jeff Patton “iterating” builds a rough version, validates it, then slowly builds up quality…
  34. 34. © Copyright Net Objectives, Inc. All Rights Reserved 34 Program: Straight Through Processing Value Criteria Improve Operations Increase capacity for handling transactions Customer Satisfaction Shorten resolution time Reduce Cost Reduce manual processing cost (headcount) Synopsis Customer transactions/requests/issues/problems are handled by process associates in the customer service area. The volume of transactions which need to be resolved on a daily basis is nearing the capacity of what can be handled within a 24 hour period; in addition, resolution time is longer due to the manual effort involved in resolving the problem. The company is committed to investing in technology which would automate (no touch) current manual processes, handle more requests in a shorter amount of time, with a reduced number of process associates. Investment Budget $20M Payback / ROI 1-3 years
  35. 35. © Copyright Net Objectives, Inc. All Rights Reserved 35 Business Backlog for STP Program: No touch STP High Low Plan Setup Ent. Data Workflow Auto. STP Bus Inc Bus Inc Bus Inc Bus Inc Bus Inc… 9 months Plan Setup Ent. Data Workflow Auto. STP 80% 10% 10% 6 months! 4 months 1 month of a dev team’s vs. Realizing value 3 months sooner!
  36. 36. © Copyright Net Objectives, Inc. All Rights Reserved 36 UX Client Server DB schema C System Evolution vs. Business Evolution Iterative = Start with what we know, implement some, show the customer, adjust Incremental= Feature Driven ... Value in short cycles ... Slices vs. Layers BIG Batch 1 1 small Incremental VALUE 2 3 MORE Business VALUE ... OR DONE C UX Client Server DB schema 4 ... 50 Iterative Business Slices
  37. 37. © Copyright Net Objectives, Inc. All Rights Reserved 37 Time to add new high value functionality Time Spent Fixing Bugs Within and Across Systems Time lost to building things of less importance Time Available for New Features Years in future Current ??? Years? %ofcapacity Maximum capacity of the team
  38. 38. Leadership in Transition to Lean | Agile (or anything else) • Transition as work • Need for exceptional, shared clarity of vision and process about values and about transition • Organizational change naturally follows process change • Wash, rinse, repeat – you’re never finished
  39. 39. © Copyright Net Objectives, Inc. All Rights Reserved 39 There is more value created with overall alignment that with local excellence. - Don Reinertsen Visualize the result, allow teams to form their own solutions.
  40. 40. © Copyright Net Objectives, Inc. All Rights Reserved 40 Observations Related To Moral Conflict No fixed recipes for organization, communications, tactics, leadership, etc. Wide freedom for subordinates to exercise imagination and initiative – yet harmonize within intent of superior commanders. Heavy reliance upon moral (human values) instead of material superiority as basis for cohesion and ultimate success. Commanders must create a bond and breadth of experience based upon trust – not mistrust – for cohesion. - John Boyd, “Patterns of Conflict” slide 118

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