Showing the unseen @Scan-Agile 2012

3,017 views

Published on

Stories of showing the unseen to the management of different companies and what happened after.

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
3,017
On SlideShare
0
From Embeds
0
Number of Embeds
1,628
Actions
Shares
0
Downloads
8
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Showing the unseen @Scan-Agile 2012

  1. 1. SHOWINGTHEUNSEENMARKO TAIPALETWITTER: @MARKOTAIPALE
  2. 2. WHY THIS TALK?
  3. 3. OHNO AND SEEING THE UNSEEN
  4. 4. THE WHOLE
  5. 5. CASE: THE WHOLE -BACKGROUNDCompany: International online gamingcompany, TO 100+ Meur, 400+ peopleAssignment: Scale business by leadinga development team (agile)“Our product development is too slow”
  6. 6. CASE: THE WHOLE - BEFORE“Well running scrum for 10+ teams,6 weeks company wide sprints”We’re done, right?
  7. 7. CASE: THE WHOLE – TRIGGERTrigger: Business development: “I don’tknow what have you done, but we havenot improved a bit…”
  8. 8. Internal CustomerIdea Resourcing approval approvalDesign Development Deployment
  9. 9. Internal CustomerIdea Resourcing approval approval 2h 2h 1dDesign Development Deployment 1m 2m 3w
  10. 10. Selected ideas 8 Internal CustomerIdea Resourcing approval approval 2d 1m 6m 2h 2h 1d 1w 6m 6mDesign Development Deployment 1m 2m 3w 15 12 Design Production ready ready
  11. 11. Selected ideas 8 Internal CustomerIdea Resourcing approval approval 2d 1m 6m 2h 2h 1d SCRUM! 1w 6m 6mDesign Development Deployment 1m 2m 3w 15 12 Design Production ready ready
  12. 12. Selected ideas 8 Internal CustomerIdea Resourcing approval approval 2d 1m 6m 2h 2h 1d SCRUM! 1w 6m 6mDesign Development Deployment 1m 2m 3w 15 12 Design Production ready ready
  13. 13. Scrum transitioning exampleTHE REAL PICTUREStream Mapping and Scrum A real-life example of applying Value to speed up product development. Henrik Kniberg 13 Thanks to Henrik Kniberg for taking the shot J
  14. 14. CASE: THE WHOLE – REACTIONAfter: Development manager: “You shallnot show this to anyone, ever!”Why?
  15. 15. CASE: THE WHOLE – RESULTSResults: Time-to-market 24 months to 3monthsLearnings:•  Beware suboptimization•  Optimize the whole via Value Stream Map•  Showing it does not mean fixing it•  Find a way to involve the management
  16. 16. COORDINATION CHAOS Thank you Ari Tikka for coming up with such a nice name for a case
  17. 17. CASE: COORDINATION CHAOS -BACKGROUNDCompany: Software product company,400+ peopleAssignment: Help bootstrapping Scrum(both dev and mgmt), make us agile (we donot know what that actually means)!“Agile is a software development thing”
  18. 18. CASE: COORDINATION CHAOS –TRIGGERTrigger: Scope confusion and previousexperience regarding value streams
  19. 19. Customer BoardCASE: COORDINATION CHAOS – THEPICTURE
  20. 20. Customer Board DMCASE: COORDINATION CHAOS – THEPICTURE
  21. 21. Customer Board DM PM POCASE: COORDINATION CHAOS – THEPICTURE
  22. 22. Customer Board DM PM POCASE: COORDINATION CHAOS – THEPICTURE
  23. 23. Customer Board DM PM POCASE: COORDINATION CHAOS – THEPICTURE
  24. 24. Customer Board DM PM BO POCASE: COORDINATION CHAOS – THEPICTURE
  25. 25. Customer Board DM PM BO POCASE: COORDINATION CHAOS – THEPICTURE
  26. 26. Customer Board DM PM BO PO CPOCASE: COORDINATION CHAOS – THEPICTURE
  27. 27. Customer Board DM PM BO PO CPOCASE: COORDINATION CHAOS – THEPICTURE
  28. 28. Customer Board DM PM BO PO CPOCASE: COORDINATION CHAOS – THEPICTURE
  29. 29. CustomerSCENARIOS Board DM PM BOCase 11.  DM + Board: project proposal PO CPO2.  -> PM: scope, timetable.. Real scope is not clear.. Timetable is not based on any empirical evidence.. No known customer value
  30. 30. CustomerSCENARIOS Board DM PM BOCase 11.  DM + Board: project proposal PO CPO2.  -> PM: scope, timetable.. Real scope is not clear.. Timetable is not based on any empirical evidence.. No known customer valueCase 21.  DM: how many people you need?2.  PM: what is the timetable?3.  PO: what is the scope / goal?4.  DM: what would you get done?5.  ”We cannot take this to CB as they do not really understand any of this
  31. 31. CASE: COORDINATION CHAOS –REACTIONAfter: 3 weeks of selling and convincing,finally breakthrough by neglecting egoand taking the blame“We are already doing your suggestion!”,“We have a leadership vacuum, neednew role!”,“Ok, we shall fix it, but it is not aboutagile or lean or any of that stuff”.
  32. 32. CASE: COORDINATION CHAOS –RESULTSResults: 1,3 Meur/year direct savings inadministrationLearnings:•  Showing it does not mean fixing it•  Do you want justice or to be helpful?•  Forget dogma, listen and see the demand
  33. 33. LOSTCAUSE
  34. 34. CASE: LOST CAUSE -BACKGROUNDCompany: Software product company,400+ peopleAssignment: Show us how to “use”agile!“Agile is a software development thing”
  35. 35. CASE: LOST CAUSE – TRIGGERTrigger:Program manager: “We are developingnew way of working and replacing thelegacy”Customer representative: “We do this inorder to improve the co-op with endusers”
  36. 36. CoOp Business Owner project 2009 Channels & Backlog ServicesCASE: LOST CAUSE – THE PICTURE
  37. 37. CoOp Business Owner project 2009 Channels & Backlog Services 2010 Conversion project Roadmap consultant Backlog ordered by the customers 40+ user stories for single systemCASE: LOST CAUSE – THE PICTURE
  38. 38. CoOp Business Owner project 2009 Channels & ? Backlog Services 2010 Conversion project Roadmap consultant Backlog ordered by the customers 40+ user stories for single systemCASE: LOST CAUSE – THE PICTURE
  39. 39. CoOp Business Owner project 2009 Channels & ? Backlog Services 2010 Conversion project Roadmap consultant Backlog ordered by the customers 40+ user stories for single system 2011-12 Project roadmap ”Backlog grooming”CASE: LOST CAUSE – THE PICTURE
  40. 40. CoOp Business Owner project 2009 Channels & ? Backlog Services 2010 Conversion project Roadmap consultant Backlog ordered by the customers 40+ user stories for single system 2011-12 ? Project roadmap ”Backlog grooming”CASE: LOST CAUSE – THE PICTURE
  41. 41. THE REAL PICTURE
  42. 42. CASE: LOST CAUSE – REACTIONAfter: raised awareness regardinghaving Business Owners steeringinstead of Project Managers“Better encounter with the customer doesnot mean we implement all the itemsfrom the ‘customer management’backlog!”
  43. 43. CASE: LOST CAUSE – RESULTSResults: Aligned goals to create the rightproductLearnings:•  Check that the goal is understood similarly in all around the organisation•  Study history, do not judge people
  44. 44. LIVIN’ ON APRAYER
  45. 45. CASE: LIVIN’ ON A PRAYER -BACKGROUNDCompany: Subcontractor, 3 teams, myselfon the customer site, customer already“agile”Assignment: Help us to deliver in agileway!“We need expertise to get this done in theschedule”
  46. 46. CASE: LIVIN’ ON A PRAYER -TRIGGERTrigger: I had to do it for myself in orderto see what’s going on
  47. 47. 600 use casesCASE: LIVIN’ ON A PRAYER – THEPICTURE
  48. 48. 600 use cases 6 use cases / monthCASE: LIVIN’ ON A PRAYER – THEPICTURE
  49. 49. 600 use cases 6 use cases / month600 / 6 = 100 months…CASE: LIVIN’ ON A PRAYER – THEPICTURE
  50. 50. 600 use cases 6 use cases / month600 / 6 = 100 months…400% improvement -> 600 / 24 = 25 monthsCASE: LIVIN’ ON A PRAYER – THEPICTURE
  51. 51. 600 use cases 6 use cases / month600 / 6 = 100 months…400% improvement -> 600 / 24 = 25 monthsThey got 6 months….CASE: LIVIN’ ON A PRAYER – THEPICTURE
  52. 52. CASE: LIVIN’ ON A PRAYER –REACTIONAfter: customer went crazy (board-to-board conflict), subcontractor denied thereality“We just need stronger management topush this through”
  53. 53. CASE: LIVIN’ ON A PRAYER –RESULTSResults: Program manager told that theywon’t change the contract, new position,no reason to continueLearnings:•  Sometimes you just cannot help it•  But they still employ people and have business, so it must not be that bad
  54. 54. SUMMARY•  Visualization is a good way to initiate the change, but it is not a guarantee•  All I have shown is actually just management (of the system), involve them•  Do not be dogmatic, show what’s real!•  Get support from the field – but do not be a mole•  Ask yourself do you want justice or to be helpful•  Agile is a good messenger, but won’t fix the problems. People do.•  Loose your ego, it is not about you!
  55. 55. IT IS ABOUT…CHANGE
  56. 56. MARKO TAIPALE•  Agile / Lean Consultant, CTO, Co-founder•  15+ years of software development•  Member of Advisory board (Product development)•  Twitter: @markotaipale•  Email: marko.taipale@huitale.com
  57. 57. BONUS
  58. 58. CASE: BONUS - BACKGROUNDCompany: Software product company,500 employeesAssignment: Time-to-marketimprovement“We are too slow!”
  59. 59. CASE: BONUS - TRIGGERTrigger: Trouble on getting even lowlevel priorities
  60. 60. PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
  61. 61. Portfolio DEV DIR PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
  62. 62. Portfolio DEV DIR PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
  63. 63. Portfolio DEV DIR PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
  64. 64. Portfolio DEV DIR Prio? Too much to do PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
  65. 65. Regulation, Biz Dev, Customer reqs.. Portfolio DEV DIR Prio? Too much to do PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
  66. 66. Regulation, Biz Dev, Customer reqs.. RULES Portfolio DEV DIR Prio? Too much to do PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
  67. 67. Regulation, Biz Dev, Customer reqs.. RULES Portfolio DEV DIR Prio? SALES Too much to do DIR Team PO PO PO Team Team TeamGoal: Be profitable,cut maintenance cost and be fast! CASE: BONUS
  68. 68. Regulation, Biz Dev, Customer reqs.. RULES Portfolio DEV DIR Prio? SALES Too much to do DIR Team PO PO PO Team Team TeamGoal: Be profitable, Goal: Growth!cut maintenance cost and be fast! CASE: BONUS
  69. 69. Regulation, Biz Dev, Customer reqs.. BONUS RULES Portfolio DEV DIR Prio? SALES Too much to do DIR Team PO PO PO Team Team TeamGoal: Be profitable, Goal: Growth!cut maintenance cost and be fast! CASE: BONUS
  70. 70. Regulation, Biz Dev, Customer reqs.. BONUS RULES Portfolio DEV DIR Prio? SALES Too much to do DIR Team PO PO PO Hmm, how do I get the bonus? I just set the sanction higher than last time Team Team TeamGoal: Be profitable, Goal: Growth!cut maintenance cost and be fast! CASE: BONUS
  71. 71. CASE: BONUS – REACTIONAfter: who to present it – it is “nobodys”problem (CEO fears to get fired, Boardthinks that this is why they have CEO)“We can’t really affect on what happensin sales”“We have our targets and we need todeliver”
  72. 72. CASE: BONUS – RESULTSResults: Raised awareness, action stillpendingLearnings:•  There are no evil people – just bad systems rewarding on harmful behavior•  Sometimes you just cannot help it

×