View from the
Executive Suite
What, you want me to become involved?
Start Building
Code
Focus on Value
See progress from a
business perspective
Redirect teams when
needed
Deliver Value
Ship ...
Agile Value Curve
3
Strategies
• Adaptive
• Evolutionary
• Collaborative
• Just-in-Time
• Plan
Where is the right cut-off ...
AGILE METHODOLOGIES
Look, I am calling it “agile” – isn’t that enough?
What Flavor of Agile?
• Scrum
• Crystal Clear
• Extreme Programming (XP)
• Adaptive Software Development
• Feature Driven ...
Scrum
• Primarily a project management method
– Project planning
– Release planning
– User Stories
– Daily stand-up
– Stor...
Estimating
As a user I need to
blah blah so that
blah
4
As a user I need to
blah blah so that
blah
2
As a user I need to
b...
Extreme Programming (XP)
• Primarily a developer-centric approach
– Test Driven Development (TDD)
– Unit tests
– Pairing
–...
“Continuous Integration is a software development
practice where members of a team integrate their work
frequently, usuall...
Crystal Clear
• Focuses on people, not methods or
artifacts
– Teams of 6 to 8
– Co-location
– Reflective improvement
– Tea...
Singular Focus
..or “Focus and Finish”
Value realization
Lean Software Development
• Optimize the whole
• Eliminate waste
• Build quality in
• Learn constantly
• Deliver fast
• En...
Optimize the Whole
Requirements Development Testing
As an online banking
customer, I want to be
able to monitor my daily
b...
Training
Project kick-off
Release planning
Iteration
planning
Daily stand-up
Review / demo
Retrospective
Short feedback
lo...
How Important is Health (Being)?
• “Organizations that focused on performance AND
health simultaneously
• were nearly twic...
Execution Levers
The Standish Group
CHAOS Manifesto
Do Less (But Get More)
19
Do the
simplest
thing possible
that delights
the customer
©2011 ThoughtWorks, Inc.
Span Planning
Function
Epic
Story
Function Function
Epic Epic Epic
Story
Story
Story
Story
Story
Story
Story
Story
Story
S...
Execution Levers
Iron Triangle
Cost
Schedule Scope
Speed to Value: The Agile Triangle
23
External Quality
(Value, Releasable Product)
Internal Quality
(Reliable, Adaptable P...
Current and Future Quality
Robust “done”
Weak “done”
Technical debt
Appropriate Quality
Pizza Company –
“many of our
customers can
barely read…”
Medical device company –
“Our software truly ...
Execution Levers
Scale What is measured?
Meter How it will be measured?
Benchmark Situation as it stands now
Constraint Minimum acceptable ...
Value Calculation Framework
Value Cost
Portfolio Financial Business Case (NPV/IRR) Portfolio T-Shirt Sizing
Project Same a...
Features with Value Points
As a sales associate, the
ability to calculate the
total amount of the sale.
C-5
As a sales exe...
If we do not measure
both the cost and the
value, the entire
project can cost us
more than it is worth.
Measuring Value Ag...
When to finish?
This is the art of
leadership – and the
agile approach gives
us the option to finish
anytime we see
“enoug...
Execution Levers
Build Capability
©2011 ThoughtWorks, Inc. 33
People Technology Process Culture
Engage/Inspire
Daniel Pink, Drive: The Surprising Truth about What Motivates Us
34©2011 ThoughtWorks, Inc.
35
Create an Innovative Team Culture
©2010 Jim Highsmith
Team
Engagement
Autonomy
Empowerment
Self-organizing
Delegation
D...
SO WHAT GETS IN OUR WAY?
Executive Leadership in the Agile Enterprise
Culture – “how we get things done”
Agile
Project
Team
Indicative Team Composition
Product Owner
Architect
Tech Lead
Developer
Tester
IM
Business
Analyst
UX D...
Team ratios
One Analyst One TesterTwo Develop Pairs
Geography
Technology
Offshore / Near Shore
Communicate!
Information Radiators
0
50
100
150
200
250
1 2 3 4 5 6 7 8 9 10
Scope
Done
Effort
Project Burn-Up
Scope
Velocity
Running Tested Features
Iterations
Numberofrunning
testedfeatures
Goals of Adaptive Leaders
49
Envision a Responsive
Enterprise
Deliver a Continuous
Stream of Value
Create an Innovative
Cu...
Portfolio Agility
View from the Executive Suite, MN-PMI May 2014
View from the Executive Suite, MN-PMI May 2014
View from the Executive Suite, MN-PMI May 2014
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View from the Executive Suite, MN-PMI May 2014

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View from the Executive Suite, MN-PMI May 2014

  1. 1. View from the Executive Suite What, you want me to become involved?
  2. 2. Start Building Code Focus on Value See progress from a business perspective Redirect teams when needed Deliver Value Ship on market cadence Capture value frequently Reveal obstructions early Optimize Value Make excellent product decisions Eliminate handoffs Speed decision making Optimize for Systems Cross-pollinate perspectives Stimulate innovation Optimize value stream Team culture shift Team skills shift Organization structure shift Organization culture shift 50% 35% 5% Very few © James Shore and Diana Larsen
  3. 3. Agile Value Curve 3 Strategies • Adaptive • Evolutionary • Collaborative • Just-in-Time • Plan Where is the right cut-off point? Time (iterations) Money Value to Cost Curve Value Cost
  4. 4. AGILE METHODOLOGIES Look, I am calling it “agile” – isn’t that enough?
  5. 5. What Flavor of Agile? • Scrum • Crystal Clear • Extreme Programming (XP) • Adaptive Software Development • Feature Driven Development • Dynamic Systems Development Method (DSDM) • Lean Software Development
  6. 6. Scrum • Primarily a project management method – Project planning – Release planning – User Stories – Daily stand-up – Story points – Velocity Ken Schwaber and Mike Beedle
  7. 7. Estimating As a user I need to blah blah so that blah 4 As a user I need to blah blah so that blah 2 As a user I need to blah blah so that blah 4 As a user I need to blah blah so that blah 8 As a user I need to blah blah so that blah 1 As a user I need to blah blah so that blah 2 As a user I need to blah blah so that blah 4 As a user I need to blah blah so that blah 8 As a user I need to blah blah so that blah 8 As a user I need to blah blah so that blah 1 As a user I need to blah blah so that blah 2 As a user I need to blah blah so that blah 2 Universe of work = 46 points Team velocity = 8 points POINTS TIME
  8. 8. Extreme Programming (XP) • Primarily a developer-centric approach – Test Driven Development (TDD) – Unit tests – Pairing – Continuous Integration (CI) – Refactoring Kent Beck
  9. 9. “Continuous Integration is a software development practice where members of a team integrate their work frequently, usually each person integrates at least daily - leading to multiple integrations per day. Each integration is verified by an automated build (including test) to detect integration errors as quickly as possible. Many teams find that this approach leads to significantly reduced integration problems and allows a team to develop cohesive software more rapidly.” http://www.martinfowler.com/articles/continuousIntegration.html
  10. 10. Crystal Clear • Focuses on people, not methods or artifacts – Teams of 6 to 8 – Co-location – Reflective improvement – Team safety – Singular focus Alistair Cockburn
  11. 11. Singular Focus ..or “Focus and Finish” Value realization
  12. 12. Lean Software Development • Optimize the whole • Eliminate waste • Build quality in • Learn constantly • Deliver fast • Engage everybody • Keep getting better Mary Poppendieck
  13. 13. Optimize the Whole Requirements Development Testing As an online banking customer, I want to be able to monitor my daily balance so that I never over-spend my account. 2
  14. 14. Training Project kick-off Release planning Iteration planning Daily stand-up Review / demo Retrospective Short feedback loops Inspect and adapt Collaboration and teamwork Deliver high- value, high- quality working software quickly and frequently Iterations Pairing Fundamentals Ceremonies Techniques So What? Goal
  15. 15. How Important is Health (Being)? • “Organizations that focused on performance AND health simultaneously • were nearly twice as successful as those that focused on health alone, • and nearly three times as successful as those that focused on performance alone.” Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, Scott Keller & Colin Price (McKinsey & Co.)
  16. 16. Execution Levers
  17. 17. The Standish Group CHAOS Manifesto
  18. 18. Do Less (But Get More) 19 Do the simplest thing possible that delights the customer ©2011 ThoughtWorks, Inc.
  19. 19. Span Planning Function Epic Story Function Function Epic Epic Epic Story Story Story Story Story Story Story Story Story Story Story Story Story Time Necessity MMF
  20. 20. Execution Levers
  21. 21. Iron Triangle Cost Schedule Scope
  22. 22. Speed to Value: The Agile Triangle 23 External Quality (Value, Releasable Product) Internal Quality (Reliable, Adaptable Product) Constraints (cost, schedule, scope)
  23. 23. Current and Future Quality Robust “done” Weak “done” Technical debt
  24. 24. Appropriate Quality Pizza Company – “many of our customers can barely read…” Medical device company – “Our software truly is mission critical to our patients…”
  25. 25. Execution Levers
  26. 26. Scale What is measured? Meter How it will be measured? Benchmark Situation as it stands now Constraint Minimum acceptable value Target Desired result Tom Gilb, Competitive Engineering Success Metrics Identify the metrics defining when the project is a success
  27. 27. Value Calculation Framework Value Cost Portfolio Financial Business Case (NPV/IRR) Portfolio T-Shirt Sizing Project Same as above Inception - Revised Cost Estimate Iterative Development - Monthly Forecast Capability Decision Making Sweet Spot Where we want to start/continue to make better informed Value Engineering Decisions ROI = Value/CostFeature Story MoSCoW or other prioritization method Story Points (3,5,8) Value Cost Portfolio Financial Business Case (NPV/IRR) Portfolio T-Shirt Sizing Project Same as above Inception - Revised Cost Estimate Iterative Development - Monthly Forecast Capability Decision Making Sweet Spot Where we want to start/continue to make better informed Value Engineering Decisions ROI = Value/CostFeature Story MoSCoW or other prioritization method Story Points (3,5,8) Top Down – Allocation of Value Bottoms Up – Calculation of Cost We need to understand both Value and Cost at the Capability/Feature level. Source: Pat Reed
  28. 28. Features with Value Points As a sales associate, the ability to calculate the total amount of the sale. C-5 As a sales executive, the ability to view all sales by product type, geographic region, and sales associate. C-8 As a sales supervisor, the ability to Verify the adequacy of the Customer’s Credit Rating. C-3V-13 V-11 V-2 Feature Points are a calculation of cost. Value Points are an allocation of revenue.
  29. 29. If we do not measure both the cost and the value, the entire project can cost us more than it is worth. Measuring Value Against Iterations
  30. 30. When to finish? This is the art of leadership – and the agile approach gives us the option to finish anytime we see “enough” value. What is your definition of enough? We could finish here, or here, but never here Measuring Value Against Iterations
  31. 31. Execution Levers
  32. 32. Build Capability ©2011 ThoughtWorks, Inc. 33 People Technology Process Culture
  33. 33. Engage/Inspire Daniel Pink, Drive: The Surprising Truth about What Motivates Us 34©2011 ThoughtWorks, Inc.
  34. 34. 35 Create an Innovative Team Culture ©2010 Jim Highsmith Team Engagement Autonomy Empowerment Self-organizing Delegation Decision Framing Leadership Peer-to-Peer
  35. 35. SO WHAT GETS IN OUR WAY? Executive Leadership in the Agile Enterprise
  36. 36. Culture – “how we get things done”
  37. 37. Agile Project Team Indicative Team Composition Product Owner Architect Tech Lead Developer Tester IM Business Analyst UX Designer Project Owner / Sponsor Database Administrator Infrastructure Delivery Mgr. Operations, Integration & Support Program Manager Core Team Security Architect Other Business Representatives Extended Team Coach Project Stakeholder Board PM Architects, Process Specialists and SMEs
  38. 38. Team ratios One Analyst One TesterTwo Develop Pairs
  39. 39. Geography
  40. 40. Technology
  41. 41. Offshore / Near Shore
  42. 42. Communicate!
  43. 43. Information Radiators 0 50 100 150 200 250 1 2 3 4 5 6 7 8 9 10 Scope Done
  44. 44. Effort
  45. 45. Project Burn-Up Scope Velocity
  46. 46. Running Tested Features Iterations Numberofrunning testedfeatures
  47. 47. Goals of Adaptive Leaders 49 Envision a Responsive Enterprise Deliver a Continuous Stream of Value Create an Innovative Culture ©2011 ThoughtWorks, Inc. Why Agile? Be Agile Do Agile
  48. 48. Portfolio Agility

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