Enterprise feature streams
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From Value Stream Management to Feature Stream Enablement - The tech and tools don't matter (Use the in-place toolchain...Jira, Jenkins & Github...) - The process and methodology that work best for you (Agile, Scrum, Kanban, Lean, XP, Waterfall...) - Teams can finally see work with full transparency (full-stream, full-stack, full-flow...all tied to KPIs and OKRs)
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Enterprise feature streams
- 1. Enterprise Personas And Feature-stream Strategies Paul Peissner February 2022 Backlog Items Frontlog Items Feature Team Tasks Feature Code Tasks
- 2. Internal focus…Lean efficiency External focus…Business agility Manage & Measure Execute & Deliver Backlog Items Frontlog Items Feature Team- Tasks Feature Code-Tasks What Enterprise Persona Groups Care About? Risk & quality aware Threat & impact sensitive Standards & process focused Control-point & quick reaction supportive Value: activity records & efficiency data Industry & market aware Trend & transition sensitive Customer & competition focused Innovation & delivery speed supportive Value: potential-growth & value-delivery data ITIL ITSM CMMI Kanban Scrum DevOps agile Customer-centric CAB Market-trends Competitive landscape
- 3. A Transition From Mega Projects - To Streamed Products - To Feature-Streams To Feature! Mega-BIG Traditional Waterfall… …slow siloed teams and hand-offs Small collaborative teams & faster iterative deliveries From Project Read: Project To Product To Product Small and fast, connected teams & feature-streams From traditional complex branching To trunk-driven simplification Typically 1 year + Typically 90 days + Typically 14 days + 1X 4X 25X Fewer bugs, quick learning, more innovation, faster time to value…
- 4. Business planning & funding What is an Enterprise Feature-Stream (Full-Stream & Full-Stack…Value Stream)? Backlog needed functions Bus. Value Hypothesis & Planning with Dev. Alignment User Story
- 5. Team tasks Workitems & Trunk-development Business Prioritized Backlog Aligned to value { Business planning & funding Business, Backlog Grooming and Feature Development… Development Value Execution
- 6. Business Prioritized Backlog Trunk-driven feature development Aligned to value { Velocity & quality { Business planning & funding Feature Development and High-performing Cross-discipline Teams Code tasks Systemitems Development Deployment Acceleration
- 7. Business Prioritized Backlog Trunk-driven feature development Process-defined deployment events Aligned to value { Velocity & quality { Automation & predictability { Business planning & funding Full-Stack deployment deliveries and feature-specific accuracy checking… Frontlog non-negotiables Development Governance Validation
- 8. Business Prioritized Backlog Trunk-driven feature development Process-defined deployment events Aligned to value { Velocity & quality { Automation & predictability { Risk mitigation & fast-fix { Business planning & funding Service-ready Enablement and Feature-ready restoration / self-healing… Readiness-defined feature release Monitoring Serviceitems Feature New Dev User-Story Performance Validation
- 9. Business Prioritized Backlog Trunk-driven feature development Process-defined deployment events Readiness-defined feature release Feature-aware Ops Monitoring Customer Events Aligned to value { Velocity & quality { Automation & predictability { Risk mitigation & fast-fix { Sustainability & support { Business planning & funding Full-stream Visibility, Traceability and Accountability…Continuous Improvement Kill-switch User-Story Customer Validation
- 10. Product-to-customer data capture and continuous learning (i.e. painted door) Business Prioritized Backlog Trunk-driven feature development Process-defined deployment events Feature-aware Ops Monitoring Customer Events Aligned to value { Velocity & quality { Automation & predictability { Risk mitigation & fast-fix { Sustainability & support { Business goals & OKRs Business planning & funding Data-driven Enterprise Feature-Streams (Full-Stream, Full-Stack…Value Streams) Readiness-defined feature release Data-driven decision-making Understand customer sentiment Y N ? User-Story Hypothesis Validation
- 11. Let’s just jump in… Where do we want to start your feature-stream discussion? Backlog Items Frontlo g Items Feature Team Tasks Feature Code Tasks
- 12. Who Are The Persona Group Leaders In Your Organization…And Will They Care? No-Risk Release practices Governance and/or IT Governance and/or IT Business and/or Dev Business and/or Dev IT and/or Governance Dev & Bus. / Dev & Gov. IT and/or Governance Dev and/or Business
- 13. Accelerate Development & Increase software quality and security De-Risk Deployments & Unleash multi-variant Feature innovations Promote continuous learning and experimentation & Improve the business and customer experience Who said, “You can’t have your cake and eat it too?”
Editor's Notes
- Software-drive organizations tend to be driven to “make changes” based on 4 primary motives. Internal and External motives… my east / west polarizing forces… External motives are centered on markets, customers or competitors…and decisions tend to measure on the ROI (return on investment) - I call it AGILITY Internal motives are centered on inside the 4 walls of an organization…including stands, security, audits, best-practices…with ROE (return on effort)... LEAN Above and Below motives… my north / south polarizing forces… Above the line motives are centralized decision that will benefit/impact the corporate effort, company strategy, whole org… with business outcomes or OKRs Below the line motives are coming from teams, groups, segmented specialists that make “decisions” to help their efforts or achieve siloed - KPI goals Ironically, HR rewards these polarized motives with independent and isolated reward systems that ultimately hurt the company in the long-run (Agility/Lean/KPIs/OKRs). Value stream discussions help build bridges and blend efforts, that allow ALL 4 of the polarizing forces to be represented in defining healthy company goals. Let me walk through the persona groups a bit more….
- Above and Below “the line” is a demarcation line between those who manage strategies that impact software and those who work with the software process… Backlog items are the “wish list of features” that need to be worked on… Frontlog items are the “non-negotiables or standards” that help, guide or guard the software practices of a company… Before and After “the line” is a demarcation line between those who focus on internal activities to measure success and those that focus on external factors to that directly or indirectly deliver success Lean efficiencies - focus on smoothing out bumpy processes, accelerate slow and error prone activities and track tasks to fix quickly Business agility - looks opportunities to improve their external market position or customer experience or gain a competitive advantage
- Ultimately the business owners will need to take a modern approach to to their software and product strategies… Please consider reading Project To Product, but realize there is a flaw…large organizations need to manage activity at the Feature level… Initiatives align to Portfolios, Portfolios align to Products, and Products breakdown to Features This is the most efficient way to drive teams, mange software and grow your business… Questions????
- All this talk of independent decision making by agile teams and DevOps groups should not mean that they can choose their work priorities with utter disregard for the business priorities, corporate strategies and customer needs… and yet many do…and their MBO’s reward them for their busy independent working style…
- Feature Flags have been around for almost 10 years… But some organizations are only now realizing they need to explore core development level changes (i.e. trunk-driven, test-driven, CI/CD, DevOps practices…) for their teams, toolchains and delivery process to increase velocity with scaled quality and fast-learning environments. Changes at this level can increase the volume of outputs and the speed of change, but that is very different than increasing delivering Value or meeting Outcome goals. Topics for another time Agile vs. Agility or Leaning your innovation or Dying with your DevOps-factories Accelerate development Encapsulate your code in an if/then/else statement Core requirement for Continuous Delivery - Deploy Selectively and progressively Safe launches - keep changes dark until functionality is complete and tested Testing in production (small scale target users and closely monitored), supported with a Kill switch Data-driven development for observability and feedback Instrument the application Collect data and analyze
- Deploying code is very different then Releasing a Feature in production…. With the use of Feature Flags / Feature Toggles, they can allow the “deployed” Feature to sit in an “inactive” state until it gets the green light to go live. That means all Dev work can be deployed and the velocity of their completed work can be sent down the line without delay and debate or impact to the scheduled deployment dates and events. But it allows the Deploy/CAB/Ops/Security/Compliance/Quality teams to evaluate EACH feature and decide to deploy it as active or inactive of any number of reasons. Collaborative Dev and Ops Guardrails on the front-end and back-end engineering metrics Granular user targeting Phased rollouts Seperate application deployment prctices from feature release decision-making
- Strategically, the risk-mitigation of a feature needs time and work wo make sure it is beneficial and justifiable to Release… Having Progressive Release design and the realtime Toggle function reduces most of the concerns of a big-bang release. Fast-fix, scaled use, time limits, user limits…all can be factored in as a progressive release learns through the transitional processes. Ensure Security and Compliance with Audit Trails Splits, Segments, Metrics Create Update Kill split Reallocate split Add/Remove Owners Add/Remove Tags Includes a diff to see changes Monitor via Console Extract for external analysis
- Feature with Ops Monitoring designs can alert and provide engineering and product teams with a fast-response to adjust environments or opt for a lesser performance designs or hit the kill switch and inactivate the feature universally. Outages should easily be avoided once features become self-monitoring, provide early alerts and are designed with optional performance and security functionality, as a just in case toggle option. Feature Experimentation A/B/n Testing (Learning, validating, re-risking, trend monitoring…) Hypothesis-driven development and product management Data-driven stream, product and portfolio decision-making Backend, User-centric experience optimization
- The whole flow of a feature stream is listening and learning. End-point experiments can also be run to validate user interest in future features. This data can be required before Dev’s backlog items are posted. This ensures that objective value data is considered in the business prioritization and that the feature work is justified with clear outcome goals. ROI (External success) ROE (Internal success)
- Terms: Splits - our term for feature flags and toggles Treatments - our term for variations available for any given split. Attributes - our term for key/value pairs which can be passed to get Treatment() for targeting. Impressions - Events - MTKs Experimentation is not just about the effects on user behaviors… Guardrail metrics identify issues with releases Measurement is available at any rollout percentage Large sample sizes can reveal smaller changes Feature Monitoring can alert you to degradations