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Enable High-performance and Strategic Capabilities with Flow Metrics
The document outlines the Flow Framework by Tasktop Technologies, which aims to enhance software delivery performance through flow metrics. It details the roles of engagement managers, the organization of product value streams, and strategies to identify bottlenecks and improve efficiency. Additionally, it emphasizes the importance of continuous improvement and provides a roadmap for implementing the framework to achieve better business outcomes.
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Enable High-performance and Strategic Capabilities with Flow Metrics
- 1. © 2020 Tasktop©2020 Tasktop Technologies Incorporated. Enable High-performance and Strategic Capabilities with Flow Metrics February 13, 2020
- 2. © 2020 Tasktop SpeakerIntroduction Kristen Biddulph Flow Framework Engagement Manager Kristen is the Flow Framework™ Engagement Manager at Tasktop Technologies. She has led software delivery teams over the last six years through end-to-end agile transformations coaching teams to coalesce cross-functionally while orienting around a product. Her current focus is on providing solutions to enable organizations' high performance by surfacing flow metrics on their product-centric journeys.
- 3. © 2019 TasktopTechnologies Incorporated. Business IT ARTIFACT TYPES7 TOOLS6 PROJECTS10 TEAMS8 PRODUCT1
- 4. © Tasktop TechnologiesInc. 2019 Tasktop Confidential Information Amazon Bestseller
- 5. © Tasktop TechnologiesInc. 2020 Tasktop Confidential Information Tasktop Hub: Fix what is going on Fix the bottlenecks Tasktop Viz: See what is going on See where the bottlenecks are
- 6. © 2020 Tasktop UseFlow Metrics to Drive Business Results Business Results Business Value Business Cost Quality Happiness Flow Efficiency Flow Time Flow Velocity Flow Load Flow Metrics Flow Distribution
- 7. © 2020 Tasktop Debts Improvingcode or ways of work, pulled by architects or VSAs Defects Quality improvements, pulled by customer Features New business value, pulled by customer Risks Security, availability, compliance, pulled by risk officers Request | Epic | Story | Requirement | … Risk | Security | Vulnerability | … Defect | Bug | Issue | … Tech Debt | Refactoring | Upgrading | New Practice | … Flow Item Modeling Knowledge work is sorted into four types of value creation Flow Items are Units ofValue Creation
- 8. The Total numberof flow items currently in a “Active” or “Waiting” state. Flow Load
- 9. The ratio offlow items completed over a particular time period. Flow Distribution
- 10. Number of flowitems completed (i.e. flow state=done) in a given time period. Flow Velocity
- 11. The total timefrom work start to work complete, including both active and wait states. Flow Time
- 12. Measures the actualtime you have spent on a flow item as a percentage of the total flow time. Flow Efficiency
- 13. © 2020 Tasktop Implementingthe Flow Framework™ withTasktopFlowFrameworkStarter Capitalize on Reduced Time to Market & Velocity Gains Define & Measure Entire Product Portfolio Expand to More Product Value Streams EnterpriseImplementation Learn to See Learn to Improve Learn to Scale Share Successes to Shift Mindsets Connect Tools / Model Value Streams Baseline Flow Metrics Identify Bottlenecks & Gain Insights Diagnose Bottlenecks to Drive Investment Strategy Design Flow Improvement Strategies Measure Business Impact of Improving Flow Our goal in this program is to provide your organization with the infrastructure needed to define and measure software delivery with the Flow Metrics, and to connect your product value streams across your best-of-breed tool landscape. Start small, measure, iterate and refactor.
- 14. © 2020 Tasktop Weare starting small • 3 product value streams; 6 months • Make the end-to-end value stream for software products explicit, visual and measurable • Learn a new language—the language of Flow—to articulate where things are today • The goal is to improve the flow of business value • Shortening Flow Time and increasing Flow Velocity • Gather baseline metrics for your improvement initiatives • Learn to use your flow data to outline continuous improvement experiments, driven by the business results you need to achieve
- 15. © 2020 Tasktop WK0 WK 4 WK 6 WK 9 WK 12 WK 15 WK 18 WK 20 WK 24 WK 0 WK 4 WK 6 WK 9 WK 12 WK 15 WK 18 WK 20 WK 24 01. Implementation Planning Training Identify additional PVS, create VSA Diagram and Product Canvas 02. Product Provisioning Establish tool connections Model and visualize PVS Baseline Flow Metrics Strategies to improve flow Learnings & strategies for continuous improvement 04. Model Additional Product Value Streams Model and visualize PVS Baseline Flow Metrics Strategies to improve flow Learnings & strategies for continuous improvement Stakeholder Review Review Review Review Review Review Retrospective & Plan to Scale 03. Model a Product Value Stream • Identify Flow Team • Identify PVS • Create VSA Diagram • Create Product Canvas • Track business results • Identify Flow Team • Identify PVS • Create VSA Diagram • Tool Network Assessment* • Create Product Canvas 05. Hub (Optional) POC Hub Integrations
- 16. © 2020 Tasktop EnterpriseFlowTeam and PVSTeams • Oversee the program • Provide the systems thinking • Support the experiments and elevate insights to the organizational level • Utilize the results to drive systemic improvements to your value streams • Manage the sustaining and scaling of the product design implementation across the enterprise PVS Teams • Subject matter experts for a specific product, including: • Someone focused on delivery and people management • Someone focused on improving business results • Someone focused on improving flow • These might include a Product Owner, Product Manager, scrum master, RTE, Agile Delivery Manager, etc. • Will be modeling their value streams, tracking their business results, interpreting their Flow Metrics, designing experiments, evaluating and sharing the results Enterprise Flow Team
- 17. © 2020 Tasktop YourEnterprise FlowTeam • Oversee the program • Provide the systems thinking • Support the experiments and elevate insights to the organizational level • Utilize the results to drive systemic improvements to your value streams • Manage the sustaining and scaling of the product design implementation across the enterprise Enterprise Flow Team Executive Champion Product Journey Owner VS Architect VS Implementer • Creates and catalyzes the Flow Team • Provides direction on vision, budget, authority, needs, and timelines • Is responsible for overall outcome • Does not participate directly • Is the IT business-level owner of the project to product transition • Works with executives and managers across IT and lines of business to deploy the Flow Framework™ • Focused on providing the business with end-to-end integration visibility • Is the technical champion for the work • Focused on providing end-to-end integration • Architects for speed of delivery, providing the model designs • Works with Tasktop and understands the details necessary to generate Flow Metrics • Works with the Value Stream Architect to implement models in the tools
- 18. © 2020 Tasktop FlowTeamAccompanies the Journey of PVSTeams Flow Framework™ Starter Participants Enterprise Flow Team • Develop hypotheses • Design experiments • Measure results Learning Outcomes Apply to people, process, technology across the entire enterprise Share stories to change cultureOutcomes Utilize systems thinking to scale across enterprise
- 19. © 2020 Tasktop •Free one-hour consulting session • Identify the product value streams within your organization, visualize the flow of work, and discover opportunities to make your value stream more tangible. • www.tasktop.com/value-stream-architecture-consulting • See Tasktop Viz in action • Schedule a demo to see how Viz can help you measure Flow Metrics. • www.tasktop.com/demo-request • Learn more • Read more about the Flow Framework, Flow Metrics, and where to begin. • www.tasktop.com/flow-framework How do you get started with the Flow Framework™?
- 20. © 2020 Tasktop tasktop.com@tasktop Thank you. Any questions?
Editor's Notes
- #4 An executive from Bank of America explained in an interview that, “Technology has completely changed the notion of business integration. You cannot say the business is technology or technology enables the business—they are one and the same.” However, frequently there is a disconnect between business and IT, both sides speaking their own language. Compound that by orienting around a product and the disparate views become more apparent: 1 product vs 7 artifact types, 6 tools, 10 projects, across 8 teams. Furthermore, without a ‘north star’ and clear value chain, product managers struggle to know when to turn away work which clouds the backlog dragging the end-to-end flow of work with it. We know the work that we do resides in tools – ALM QC, Snow, Jira – there are so many diff ways that artifacts are grouped within tools and multiple teams working with them. Visualizing and measuring the end-to-end workflow is a foundational requirement for enabling companies to master software-based solutions at scale. That’s what the Flow Framework addresses.
- #5 Tasktop is uniquely positioned to strategically execute on a practical, realistic, concrete approach. We’ve been able to observe VS flows & patterns from over 300 enterprises across diff industries (finance, retail, Ins, auto, health, technology, academia, fed govt, etc…) Our approach is driven by this experience & our thought leadership – with the amazing talent on our team and access to recognized authors & speakers, culminating in Mik’s book on the FF. … FF is our “north star” for our product roadmap & company strategy. TRANS: We use the FF to measure & optimize the flow of biz value through product-oriented software value streams that are correlated to business results. EX: FF highlights the end-to-end workflow (Ideate/Create/Release/Operate) so you can see where bottlenecks are – see what’s slowing things down at the PVS level and fix the problem.
- #6 We (Tasktop) have 2 main PVS’s (Viz & Hub). Between the two, they bring all aspects of the Flow Framework™ to life. Starting at the bottom, 1st tools that teams use to manage work get connected to Tasktop, then you identify which artifacts (stories/epics/features/vulnerabilities) in those diff tools impact the flow of biz value, and from there, model the PVS (model the workflow), then you can easily start capturing data to view flow metrics in Viz. Viz is what provides the visibility and insights throughout your journey of moving toward a product-centric way of working.
- #7 Message: Our goal is to optimize flow for business results. Making this visible and providing measurement will prompt prioritization conversations between IT and business that will ultimately assist with breaking down the historic silo and enable them to come together as one team. Furthermore, defining work as features, defects, debt and risk will promote the right behavior to achieve your companies desired goals. There will be intentional tradeoffs of prioritization across these categories to be successful. One infamous example is of Bill Gates 2002 memo on trustworthy computing where he wisely stated “Trustworthiness is a much broader concept than security, and winning our customers' trust involves more than just fixing bugs and achieving "five-nines" availability. It's a fundamental challenge that spans the entire computing ecosystem, from individual chips all the way to global Internet services. It's about smart software, services and industry-wide cooperation.” Analyzing these actions through the Flow Framework, he set the north star of first focusing on risk, then focusing on debt, and understood the tradeoff of this focus meant turning new feature work down to zero.
- #8 We view the flow item types as units of value creation. Features drive… Defects lead to … Risks provide the necessary updates for … Debts improve… Now let’s view the how we measure these flow items in the flow framework.
- #14 A Flow Efficiency gain of just 1-2 points translates into a 10-20% reduction in time to market and that is significant when organizations must find ways to compress the timeline to deliver the features customers seek amid increasing market disruption to stay relevant.
- #15 We start small… The main concept that enables gains is data-driven continuous improvement.
- #18 Executive Champion - Value Stream Product Manager - Value Stream Architect - (have end-to-end tool focus) Value Stream Implementer -