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Making the Invisible Visible: Showing WIP & Flow at Portfolio Level in Waterfall & Agile Companies - Suzanne Nottage - AgileNZ 2017
The document outlines the vision of Tabcorp to enhance visibility of work in progress (WIP) and flow at the portfolio level using Kanban principles. It highlights the issues faced such as project-based planning and lack of real-time visibility and proposes actions like building a visible management wall and holding weekly stand-ups. The goal is to improve collaboration, reduce unpredictability in delivery, and better prioritize work across teams.
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Making the Invisible Visible: Showing WIP & Flow at Portfolio Level in Waterfall & Agile Companies - Suzanne Nottage - AgileNZ 2017
- 1. Making WIP andFlow visible at portfolio level Suzanne Nottage Senior Manager Delivery Transformation - Tabcorp
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- 3. 3 Vision and Purpose: Tobe the world’s most respected gambling-led entertainment company. $813M generated by our businesses for the racing industry in FY17 3,000+ people employed globally A top 100 ASX company $2B+ revenue in FY17 4,000+ venues around Australia 475K TAB account customers TABCORP
- 4. What’s the problem? •Project-based planning and management • Local optimisation • Document-driven management • Lack of visual management of the system • Lack of real time view of WIP and flow • We see what’s in front but not what’s around us • We can’t easily see portfolio capacity or flow WHAT’S THE PROBLEM?
- 5. • Apply Kanbanprinciples at portfolio level – make (all) the work visible • Provide real-world examples • WIP and flow • Cycle time • Describe the benefits OBJECTIVE TODAY? MAKE THE SYSTEM VISIBLE
- 6. • Make unplanned/ non-project work as visible as planned / project work • “Build a wall” • Make the wall “living” – portfolio stand ups (weekly) KANBAN PRINCIPLE #1: MAKE (ALL) THE WORK VISIBLE
- 7. 7 • Card perepic • Sized • Unplanned work (blue) • Risks (red) • Rows = work streams • Confidence levels • Meet at least weekly BUILD A WALL (AND USE IT)
- 8. 8 • Card perepic • Sized • Unplanned work (blue) • Risks (red) • Rows = work streams START SIMPLE – JOIN THE DOTS
- 9. 9 VISUALISE WIP ANDFLOW 1 45 56 21 24 9 8 88 32 5 8 1 60 39 12 14 5 9 7 63 15 16 0 20 40 60 80 100 FOProduct FORisk FOInternational Trackside ToteProduct C.Improvement Infra+Networks DigitalMelb DigitalSydney Customer&BI1 Customer&BI2 XXXX work streams - WIP age (cards x weeks) 16/06/2017 04/07/2017 • Total WIP of portfolio = 313 weeks • 50% of WIP in 2 work streams • Cycle time 9+ weeks for ¼ of cards • Focus on finishing (over starting) 1 3 8 11 12 3 8 11 4 1 2 1 6 7 6 7 3 9 1 7 3 4 0 2 4 6 8 10 12 FOProduct FORisk FOInternational Trackside ToteProduct C.Improvement Infra+Networks DigitalMelb DigitalSydney Customer&BI1 Customer&BI2 XXXX work streams - Median card age 16/06/2017 04/07/2017
- 10. 10 VISUALISE WIP ANDFLOW OVER TIME • Low WIP across 3 months (6 ARTs) • Stable and predictable flow • Growing WIP across 3 months • “Noise” near end due to slow flow
- 11. 11 VISUALISE PORTFOLIO WIPOVER TIME, PER TEAM • Low WIP across 3 months (6 ARTs) • Stable and predictable flow • Growing WIP across 3 months (6 ARTs) • “Noise” in final weeks due to slow flow WIP too high (based on portfolio velocity)
- 12. 12 MAKING WIP VISIBLEVIA BIG ROOM PLANNING (LITE) • Low WIP across 3 months (6 ARTs) • Stable and predictable flow • Growing WIP across 3 months (6 ARTs) • “Noise” in final weeks due to slow flow • Visualise portfolio epics per sprint / increment • Real time collaboration: 60 people, 18 concurrent conversations • Real time decisions: 500 people, 20,000 decisions, 2 days • Visualise customer-facing and architectural / tech debt work • Two-way communication: teams, senior leaders, Business reps
- 13. 13 BENEFITS OF VISIBILITY:PORTFOLIO WIP AND FLOW • Low WIP across 3 months (6 ARTs) • Stable and predictable flow • Growing WIP across 3 months (6 ARTs) • “Noise” in final weeks due to slow flow • Visualise portfolio epics per sprint / increment • Real time collaboration: 60 people, 18 concurrent conversations • Visualise customer-facing and architectural / tech debt work • Two-way communication: teams, senior leaders, Business reps • Improved delivery predictability • Risks / dependencies identified & mitigated earlier • More focus on finishing work in progress • More real time cross-team collaboration • Less “noise” and non value-added work • Better prioritisation of incoming work • Less disruption of teams / portfolio • More sustainable pace of delivery
- 14. 14 ACTIONS • Visualise portfolioepics per sprint / increment • Real time collaboration: 60 people, 18 concurrent conversations • Visualise customer-facing and architectural / tech debt work • Two-way communication: teams, senior leaders, Business reps • Build a wall (build support first, including Facilities team) • Quantify portfolio WIP and flow (it helps with the next step) • Start Big Room Planning (and learn from others) • Weekly portfolio stand-ups (approx. 15-30 minutes)
- 15. 15 FURTHER READING &QUESTIONS • Visualise portfolio epics per sprint / increment • Real time collaboration: 60 people, 18 concurrent conversations • Visualise customer-facing and architectural / tech debt work • Two-way communication: teams, senior leaders, Business reps
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