This document discusses applying the concept of a value stream manager to software development organizations. It defines a value stream manager as someone assigned responsibility for the success of a value stream, who focuses the organization on value creation through influence rather than authority. The value stream manager role is modeled after the Toyota chief engineer role. The document also provides examples of using Lean tools like A3 reports, stakeholder maps, and cumulative flow diagrams to help value stream managers improve processes and reduce lead times.
Lean Startup: It's Not Just Technology, Lives are at StakeKen Power
This is the slide deck from my keynote talk at the first Serbian ICT conference on Technology and Entrepreneurship, held Thursday November 22, 2012 in Belgrade.
For more notes, please see my corresponding Blog entry at http://systemagility.com/2012/11/22/lean-startup-and-lives/
I would love to hear your thoughts and feedback.
Refactoring the Organization Design (LESS2010)Ken Power
These are the presentation slides from a presentation I gave at the Lean Enterprise Software and Systems Conference 2010 (LESS 2010, http://less2010.leanssc.org/). The presentation is based around the paper I submitted that is published in the proceedings.
From the paper abstract:
Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.
Research on Impediments to Product Development FlowKen Power
Presentation on my PhD research that I gave at Lero, the Irish Software Engineering Research Centre, on Monday October 14, 2013.
http://systemagility.com
http://lero.ie/event/leroindustryresearchday
Identifying and Managing Waste in Complex Product Development EnvironmentsKen Power
Product Development can be viewed as a Complex Adaptive System. Different people, groups, organizations and systems collaborate in a complex network of relationships and dependencies to produce something of value - generally a product or service. Identifying waste in this value network is a critical step towards creating a truly lean organization.
These slides are from an interactive, hands-on workshop that I ran at the Agile India 2012 conference in Bengaluru, India.
There is a corresponding Blog entry here:
http://wp.me/pSOIL-fE
Identifying and managing waste in software product developmentKen Power
This is the slide deck from my talk at LESS 2012, the Lean Enterprise Software and Systems conference in Tallinn, Estonia.
http://SystemAgility.com/events
A presentation I did for the Agile Profesionals Network (APN) Wellington branch. Even if we have a recipe the context of the situation can mean we can\’t replicate a successful dish in a different environment. The key are Principles. Know your system, know your customer and desired output. Like a good chef have practices but understand the base principles of why things work.
Lean Startup: It's Not Just Technology, Lives are at StakeKen Power
This is the slide deck from my keynote talk at the first Serbian ICT conference on Technology and Entrepreneurship, held Thursday November 22, 2012 in Belgrade.
For more notes, please see my corresponding Blog entry at http://systemagility.com/2012/11/22/lean-startup-and-lives/
I would love to hear your thoughts and feedback.
Refactoring the Organization Design (LESS2010)Ken Power
These are the presentation slides from a presentation I gave at the Lean Enterprise Software and Systems Conference 2010 (LESS 2010, http://less2010.leanssc.org/). The presentation is based around the paper I submitted that is published in the proceedings.
From the paper abstract:
Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.
Research on Impediments to Product Development FlowKen Power
Presentation on my PhD research that I gave at Lero, the Irish Software Engineering Research Centre, on Monday October 14, 2013.
http://systemagility.com
http://lero.ie/event/leroindustryresearchday
Identifying and Managing Waste in Complex Product Development EnvironmentsKen Power
Product Development can be viewed as a Complex Adaptive System. Different people, groups, organizations and systems collaborate in a complex network of relationships and dependencies to produce something of value - generally a product or service. Identifying waste in this value network is a critical step towards creating a truly lean organization.
These slides are from an interactive, hands-on workshop that I ran at the Agile India 2012 conference in Bengaluru, India.
There is a corresponding Blog entry here:
http://wp.me/pSOIL-fE
Identifying and managing waste in software product developmentKen Power
This is the slide deck from my talk at LESS 2012, the Lean Enterprise Software and Systems conference in Tallinn, Estonia.
http://SystemAgility.com/events
A presentation I did for the Agile Profesionals Network (APN) Wellington branch. Even if we have a recipe the context of the situation can mean we can\’t replicate a successful dish in a different environment. The key are Principles. Know your system, know your customer and desired output. Like a good chef have practices but understand the base principles of why things work.
This presentation was part of my session in "Agile in Business" seminar in Chennai on July 27th, 2013, organized by Unicom. This addresses the different aspects to be considered when a test team is transformed in an Agile set-up performing Agile Testing.
Leveraging Agile and Lean to Transform Your Organization with Donna Knapp, IT...ITSM Academy, Inc.
The postal business is changing at a rapid pace and the Postal Service must continue to change quickly to remain relevant and competitive in the marketplace. The Postal Service implemented the Agile methodology, replacing the traditional waterfall methodology to improve project communication, increase customer satisfaction, realize business benefits quickly, and improve overall quality. Please join us as Mark outlines the challenges Postal faced before using Agile, how Agile has been implemented across the enterprise, lessons learned, benefits and where they are headed next with Agile Transformation.
"Scoping Lean IT: asking the right questions" by Daniel T JonesOperae Partners
A presentation by Daniel T Jones from The Lean Enterprise Academy at the 1st European Lean IT Summit held in Paris, France in October 2011.
www.lean-it-summit.com
SPRINT 13 Workshop 1 What is, and how do you do AGILE? Roo Reynolds - GDS, Andrew Austin-Hancock - Maritime and Coastguard Agency, Keith Oliver - HM Coastguard, James Findlay - DfT
How IT can support a Lean Transformation? Daniel T Jones - European Lean IT S...Institut Lean France
How IT can support a Lean Transformation? Daniel Jones' presentation from the European Lean IT Summit 2012.
Watch more Lean IT presentations and videos on the event website: www.lean-it-summit.com
Proposed Title Fear and Loathing in Agility: Long Live the Accounting Departm...Laszlo Szalvay
"A dead ScrumMaster is a useless ScrumMaster,” echo the votary of Ken Schwaber (Co-Founder of Scrum) folklore. In this session hosted by Pat Reed (Agile Alliance Board Member) and Laszlo Szalvay (Executive at SolutionsIQ) we will explore how and why the accounting department needs to be your biggest champion as you embark on your next agile transformation. Pat and Laszlo will walk through concrete steps and real world examples of how capitalization works with Scrum and what you need to tell the accountants so they don’t shoot you.
So don’t end up a dead ScrumMaster.
Summary of Accelerate - 2019 State of Devops report by Google Cloud's DORARagavendra Prasath
A detailed 82 pages report is abridged to 5 pages report. Access DORA report here - https://services.google.com/fh/files/misc/state-of-devops-2019.pdf
Inspiration and Courtesy to the authors.
How to apply The Toyota Way to the continuous crafting of embedded software? Find out in Yves Caseau's presentation. Watch the video of his presentation here: http://www.youtube.com/watch?v=2-vDMYheb_E
More Lean IT presentations and videos on www.lean-it-summit.com
A talk by Alan Shalloway at the European Lean IT Summit 2012. This talk provides 2 essential meta-patterns of Lean: focus on value and eliminating delays. These can be used to guide the creation of an effective and efficient workflow. It presents four case studies, each building on the concepts of the other, to provide actionable advice for your own implementations.
More Lean IT presentations and videos on www.lean-it-summit.com
Normalizing agile and lean product development and aimRussell Pannone
The what, why, and how of agile and lean product (system-software) development and delivery is not one persons vision alone; to become reality it needs to be a "shared" vision through negotiation and compromise between individuals, the team and the organization.
The following is a set of norms for your agile and lean product (system-software) development teams to rally around and evolve.
So, what exactly do we manage? Projects, business? Functional Teams, Product Teams? And especially what aspects do we manage? Let's look at some of the challenges we have to deal with.
What exactly do we need to take care of?
Here are some examples: Projects, Product Health, Improvement. We still have some gaps in awareness and management of some fundamental issues. We can use the DA toolkit to fill in the gaps in unmanaged issues.
Lean at Cisco: Lessons Learned from Lean Product Development and Lean StartupKen Power
Slide deck from my talk on Lean at Cisco: Lessons Learned from Lean Product Development and Lean Startup.
The 3 lessons I talk about are:
1. Reduce Batch Sizes and Manage WIP Limits
2. Customer Development
3. Learn to see Waste
I gave this talk at the Clayton Hotel on June 21 2012, at a Lean Startup Event organized by Enterprise Ireland and ITAG.
Many agile teams are familiar with Definition of Done as a set of agreements that let everyone know when a user story (or a sprint or a release) is really done, and all necessary activities are complete.
Definition of Ready is a set of agreements that lets everyone know when something is ready to begin, e.g., when a user story is ready to be taken into a sprint, or when all necessary conditions are right for a team to start a sprint.
These are the slides from a talk I gave at XP2011 in Madrid, Spain.
This presentation was part of my session in "Agile in Business" seminar in Chennai on July 27th, 2013, organized by Unicom. This addresses the different aspects to be considered when a test team is transformed in an Agile set-up performing Agile Testing.
Leveraging Agile and Lean to Transform Your Organization with Donna Knapp, IT...ITSM Academy, Inc.
The postal business is changing at a rapid pace and the Postal Service must continue to change quickly to remain relevant and competitive in the marketplace. The Postal Service implemented the Agile methodology, replacing the traditional waterfall methodology to improve project communication, increase customer satisfaction, realize business benefits quickly, and improve overall quality. Please join us as Mark outlines the challenges Postal faced before using Agile, how Agile has been implemented across the enterprise, lessons learned, benefits and where they are headed next with Agile Transformation.
"Scoping Lean IT: asking the right questions" by Daniel T JonesOperae Partners
A presentation by Daniel T Jones from The Lean Enterprise Academy at the 1st European Lean IT Summit held in Paris, France in October 2011.
www.lean-it-summit.com
SPRINT 13 Workshop 1 What is, and how do you do AGILE? Roo Reynolds - GDS, Andrew Austin-Hancock - Maritime and Coastguard Agency, Keith Oliver - HM Coastguard, James Findlay - DfT
How IT can support a Lean Transformation? Daniel T Jones - European Lean IT S...Institut Lean France
How IT can support a Lean Transformation? Daniel Jones' presentation from the European Lean IT Summit 2012.
Watch more Lean IT presentations and videos on the event website: www.lean-it-summit.com
Proposed Title Fear and Loathing in Agility: Long Live the Accounting Departm...Laszlo Szalvay
"A dead ScrumMaster is a useless ScrumMaster,” echo the votary of Ken Schwaber (Co-Founder of Scrum) folklore. In this session hosted by Pat Reed (Agile Alliance Board Member) and Laszlo Szalvay (Executive at SolutionsIQ) we will explore how and why the accounting department needs to be your biggest champion as you embark on your next agile transformation. Pat and Laszlo will walk through concrete steps and real world examples of how capitalization works with Scrum and what you need to tell the accountants so they don’t shoot you.
So don’t end up a dead ScrumMaster.
Summary of Accelerate - 2019 State of Devops report by Google Cloud's DORARagavendra Prasath
A detailed 82 pages report is abridged to 5 pages report. Access DORA report here - https://services.google.com/fh/files/misc/state-of-devops-2019.pdf
Inspiration and Courtesy to the authors.
How to apply The Toyota Way to the continuous crafting of embedded software? Find out in Yves Caseau's presentation. Watch the video of his presentation here: http://www.youtube.com/watch?v=2-vDMYheb_E
More Lean IT presentations and videos on www.lean-it-summit.com
A talk by Alan Shalloway at the European Lean IT Summit 2012. This talk provides 2 essential meta-patterns of Lean: focus on value and eliminating delays. These can be used to guide the creation of an effective and efficient workflow. It presents four case studies, each building on the concepts of the other, to provide actionable advice for your own implementations.
More Lean IT presentations and videos on www.lean-it-summit.com
Normalizing agile and lean product development and aimRussell Pannone
The what, why, and how of agile and lean product (system-software) development and delivery is not one persons vision alone; to become reality it needs to be a "shared" vision through negotiation and compromise between individuals, the team and the organization.
The following is a set of norms for your agile and lean product (system-software) development teams to rally around and evolve.
So, what exactly do we manage? Projects, business? Functional Teams, Product Teams? And especially what aspects do we manage? Let's look at some of the challenges we have to deal with.
What exactly do we need to take care of?
Here are some examples: Projects, Product Health, Improvement. We still have some gaps in awareness and management of some fundamental issues. We can use the DA toolkit to fill in the gaps in unmanaged issues.
Lean at Cisco: Lessons Learned from Lean Product Development and Lean StartupKen Power
Slide deck from my talk on Lean at Cisco: Lessons Learned from Lean Product Development and Lean Startup.
The 3 lessons I talk about are:
1. Reduce Batch Sizes and Manage WIP Limits
2. Customer Development
3. Learn to see Waste
I gave this talk at the Clayton Hotel on June 21 2012, at a Lean Startup Event organized by Enterprise Ireland and ITAG.
Many agile teams are familiar with Definition of Done as a set of agreements that let everyone know when a user story (or a sprint or a release) is really done, and all necessary activities are complete.
Definition of Ready is a set of agreements that lets everyone know when something is ready to begin, e.g., when a user story is ready to be taken into a sprint, or when all necessary conditions are right for a team to start a sprint.
These are the slides from a talk I gave at XP2011 in Madrid, Spain.
Slide deck from my talk/workshop at Agile 2012 in Dallas Texas, Tuesday August 14 2012.
The title is "Working Effectively with User Stories"
The workshop and talk covered four main topics:
1. Silent Grouping: A technique for sizing large sets of user stories
2. Definition of Ready
3. Backlog Grooming
4. Tracking Progress as part of Daily Standups
Using Silent Grouping to Size User Stories (XP2011)Ken Power
User stories are used to describe the functionality delivered in a product or system. Planning Poker is a common technique for sizing user stories, however it has challenges. It can be time consuming and teams can get bogged down in unnecessary discussion. The talk and paper accompanying this presentation describes a technique called Silent Grouping that can be used to compliment Planning Poker, explaining how to apply it so that large sets of user stories can be sized in minutes.
These are slides from a talk I gave at XP2011 in Madrid. However, at the talk I did not actually use slides. Instead, I got participants to play the Silent Grouping game and we had a discussion about it.
Silent Grouping has several advantages. It is fast, which in turn leads to significant time and cost savings. It also has more subtle benefits. The paper, available in the XP2011 conference proceedings, discusses the techniques, challenges, cost savings and benefits of Silent Grouping.
PPM Challenge #3: Providing Value to All Levels – 2012 PPM Challenge and Oppo...EPM Live
Challenge: Meeting stakeholder expectations is a challenge for most organizations. How do you keep stakeholders in the know with the current status of work and how do you prevent team members from making assumptions and more often than not, causing rework, due to a lack of project awareness? Keeping teams informed provides a healthy environment and reduces risks. Click through this webinar slide deck to see how EPM Live's SharePoint-based Project Management solution can help you meet your project deliverables.
Presentation given at the kickoff of the Intelligent Content 2011 conference in Palm Springs (16-18 Feb 2011). Discussed some of the issues and principles that should be observed when implementing an Intelligent Content Solution. These slides have been slightly augmented over those that were given at the event - with some material being added to make the slides more self-supporting.
Building and scaling a product team is a challenge that every successful product company faces. Brainmates hosted this Sydney AU meetup where we talked about:
- When and how does a startup hire its first product manager?
- Division of labor: how do we grow from one to three to many product folks?
- End-to-end management of product elements/features, or product owner and business owner roles?
- How big is too big?
Similar to Value Stream Manager concept applied to Software Product Development (20)
Detox your team: a low-conflict language for discussin and managing toxic beh...Ken Power
Slide deck from my Agile 2015 session in Washington DC, exploring toxic behaviours. The session takes people through four specific toxins that show up in teams and organisations, and goes on to discuss some ways to detox your team.
Making Sense of Organization Impediments @ LKCE2015Ken Power
Slide deck from my talk at Lean Kanban Central Europe 2015 in Munich. The talk covered sense making, complexity, deep democracy, the CDE model, and how to connect these to understand what is happening in your organization. Some of the analysis in this talk has a particular focus on using these approaches to understand strategy and organisation impediments.
Principles and dynamcis of scrum coachingKen Power
Slide deck from my workshop at the Global Scrum Gathering Berlin 2014. A framework for coaches and their clients to understand what role is appropriate for coach and needed by clients at different times in their relationship.
Understanding the Impact of Technical Debt on the Capacity and Velocity of Te...Ken Power
Slide deck from my talk at the 4th International Workshop on Managing Technical Debt (MTD 2013), part of the 35th International Conference on Software Engineering (ICSE 2013). There is an accompanying paper in the conference proceedings.
http://SystemAgility.com/
https://twitter.com/ken_power
http://www.linkedin.com/in/kenpower
My slide deck for the Lean Kanban North America conference (LKNA 2013).
http://SystemAgility.com/
https://twitter.com/ken_power
http://www.linkedin.com/in/kenpower
These are the slides from my talk at the LESS 2011 conference in Stockholm, Sweden.
Product Ownership is a multi-faceted responsibility that demands a broad set of perspectives combined with deep product and domain knowledge. Effective product ownership requires both an internal and an external perspective. The challenges are amplified for large complex organizations developing large complex products and systems. In different organizations, engineering, product management, user experience and other functional groups can all lay claim to the role with some legitimacy.This talk will describe the challenges of understanding product ownership in large organizations, and of filling the product owner role effectively. We present different models for filling the product owner role, including single product owner, proxy product owner, and product owner teams.
Metaphors for Software Development (XP2010)Ken Power
The presentation slides from a talk I gave at XP2010 in Trondheim, Norway. Here are some metaphors that I find useful when describing software product development. In particular, they are useful for describing the basic principles of agile development and the lifecycle of a typical agile project.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Value Stream Manager concept applied to Software Product Development
1. APPLYING THE VALUE STREAM
MANAGER CONCEPT TO
SOFTWARE DEVELOPMENT
ORGANIZATIONS
Ken Power
2. About me
• My day job
§ Co-Founder, Agile Office at Cisco
§ Internal Agile & Lean Consultant
• Extra-curricular activities
§ Fellow of the Lean Systems Society (http://LeanSystemsSociety.org/)
§ Award-winning publications in Agile and Lean product development
§ Frequent speaker at major international Agile and Lean conferences
§ Involved in organizing international Agile and Lean conferences
§ Industry/academic collaborative research on Agile and Lean software
development
§ Blog: http://SystemAgility.com/
§ Twitter: @ken_power
4. The Hierarchical Perspective
• Is your organization is
a reflection of what it
says in the
Organization Chart?
• A collection of titles and
functional areas?
5. The Social Network Perspective
• Is your organization
the set of diverse
relationships that cross
functional boundaries?
6. The Information Flow Perspective
• Is your organization
represented by the
currents of information
that flow through the
network?
7. All are true to some degree
Remember:
(1) All models
are wrong,
but some are
useful
(2) More than
one thing can
be true
10. Value Streams
• Whole products or systems
• Product lines
• Portfolios
• Cross-cutting portfolio or product line elements
11. Filling the Role
• TPS and the Chief Engineer Role
• Scrum Product Owner
• Product Champion
• Leads the development team in discovering what the customer
really needs
• Responsible for the quality of the product
12.
13. Value Stream Manager
• An individual assigned clear responsibility for the
success of a value stream.
• The value stream may be defined on
• the product or business level (including product development), or
• the plant or operations level (from raw materials to delivery).
• The value-stream manager is the architect of the value
stream, identifying value as defined from the customer’s
perspective and leading the effort to achieve an ever-
shortening value-creating flow.
• The value-stream manager focuses the organization on
aligning activities and resources around value creation,
though none of the people or resources (money, assets)
may actually “belong to” the value stream manager.
http://www.lean.org/Common/LexiconTerm.aspx?termid=362
14. Leading Through Influence
• Value stream management distinguishes between
responsibility, which resides with the value-stream manager,
and authority, which may reside inside functions and
departments holding the resources.
• The role of the functions is to provide the people and resources
needed to achieve the value-stream vision, as defined by the
value-stream manager.
• The value-stream manager leads through influence, not
position, and thus can be equally effective in a traditional
functional organization or in a matrix organization, avoiding the
common failure of matrix organizations, which is the loss of
clear responsibility, accountability, and effective decision-
making.
• The archetype for the role of the value-stream manager is the
Toyota chief engineer, who has only minimal staff and
resources under his direct control.
http://www.lean.org/Common/LexiconTerm.aspx?termid=362
17. Freeman’s Basic 2-tier model The Firm
Government Primary
Stakeholders
Competitors
Media Communities Secondary
Customers
Stakeholders
Financiers
Employees
Suppliers
Special
Interest Customer
Groups Advocate
Groups
18. Scrum Master
Product
Owner
Cross-Functional
Delivery
Team
Scrum
Team
Product Owner Team
System User
Portfolio Experience Extended Delivery Team
Council Team
Other
Business
Units Product Developme Beta
TME nt
Manager GB
Manager
Channel UE
Program Product Alpha
Ramp Lead
Manager
Early Sales
Access Architect Support
QA
Program Manager Engineers
Tech Customer
Support Engagement
Team Product Team
Marketing
19. Stakeholder Management Principles
1. Stakeholder interests need to 6. We need intensive
go together over time. communication and dialogue
2. We need a philosophy of with stakeholders – not just
volunteerism – to engage those who are friendly.
stakeholders and manage 7. Stakeholders consist of real
relationships ourselves rather people with names and faces
than leave it to government. and children. They are complex.
3. We need to find solutions to 8. We need to generalize the
issues that satisfy multiple marketing approach.
stakeholders simultaneously. 9. We engage with both primary
4. Everything that we do serves and secondary stakeholders.
stakeholders. We never trade 10. We constantly monitor and
off the interests of one versus redesign processes to make
the other continuously over time. them better serve our
5. We act with purpose that fulfills stakeholders.
our commitment to stakeholders.
We act with aspiration towards
fulfilling our dreams and theirs.
20. The Role of Manager
“Whatever the magnitude of their stake, each stakeholder is a part of the nexus of
implicit and explicit contracts that constitutes the firm. However, as a group,
managers are unique in this respect because of their position at the centre of the
Managers are the only
nexus of contracts.
groups of stakeholders who
enter into a contractual
relationship with all other
stakeholders. Managers are also the only group of
direct control over the
stakeholders with
decision-making apparatus of the firm.”
(Hill & Jones, 1992: 134)
21. Who can play the role?
• Someone who can understand the complexities of your
product lines, your customers and your organization.
• Good candidates:
• Program Managers
• Engineers
• Technical Leaders
• Architects
• Good, but often too busy:
• Product Managers
• Engineering Managers (can be good coaches or mentors for
Value Stream Managers)
22. Use Lean Management Thinking
• Use A3 Problem Solving reports to help people develop
as Value Stream Managers
• Improve their Problem Solving skills
• Help people learn how to navigate the organization
23. Stakeholder Mapping for Product
Architecture Product Architecture
Client Development
Teams: ‘Late integrators’ Primary Stakeholders
3rd Party
Developers
Customers
Client Development
Media Teams: ‘Early Integrators’
Architecture
Teams
Secondary
User Stakeholders
Experience
Teams Other
Product Business
Management Units
API QA
Client Teams
Application Tech
QA API Development Support
Teams Team Team
Special
Interest Test Automation
Groups Team
System Test
Team
24.
25. Basic Flow
Portfolio Architecture Assign Product/
Request Delivery Release
Team Team VS Component Team(s) Products
Review Evaluation Manager PO Team
“I have an • Priioritize • Technical • Detailed • Prioritize • Design, develop,
idea or a this request evaluation Technical work within deliver
problem to • Align with • Decide the evaluation a Product
solve” Portfolio appropriate • End-to-end or
place for consistency Component
implementa • Work across • Consider all
tion entire VS sources of
• Architecture input
consistency
User Story
Acceptance Criteria
Acceptance Criteria
User Story
Acceptance Criteria
User Story
Acceptance Criteria
Acceptance Criteria
User Story
Acceptance Criteria
Acceptance Criteria
Acceptance Criteria
Low-Level Story
Low-Level StoryAcceptance Criteria
Low-Level Story
Acceptance Criteria
Acceptance Criteria
Low-Level Story
Acceptance Criteria Acceptance Criteria
Low-Level Story
Acceptance Criteria
Acceptance Criteria
Low-Level Story
Acceptance Criteria Acceptance Criteria
Acceptance Criteria
Acceptance Criteria
Acceptance Criteria
26. Example: Cross-Portfolio Architecture
Planned Ready In Progress Done
This is our Planned policy. We This is our Ready We will start work on something Work Items are declared
will plan something when …. policy. Thanks for when …. ‘Done’ when ….
reading.
Request Queue
(Backlog)
Portfolio Technical Items We always From here, go to
Backlog Steering are have visibility Team backlogs;
Team Ready on work in
Backlog to begin progress by Deliverables include
the whitepaper,
Architecture prototype, user
team stories, detailed
requirements, etc.
27. Portfolio Architecture Assign Product/ Delivery Release
Team Team VS Component Team(s) Products
Review Evaluation Manager PO Team
Portfolio
Product
Product
Product
Product
Product
Product
Feature
Stack Teams
Task
Task
Task
Task
Task
Low-Level Story Task
Acceptance Criteria Task
Low-Level Story Criteria
Acceptance Task
Task
Task
Low-Level Story Criteria
Product
Acceptance
Acceptance Criteria Criteria Story
Acceptance
Low-Level
Acceptance Criteria
Acceptance Criteria
Low-Level Story Criteria
Acceptance
Feature
Acceptance Criteria
Product Line 1
Acceptance Criteria
Product
Low-Level Story
Acceptance Criteria
Acceptance Criteria
Low-Level Story
Product Framework
Acceptance Criteria
Low-Level Story Criteria
Acceptance
Acceptance Criteria
Acceptance Criteria
Product Line 2 Product
Low-Level Story
Task
C1 C3
Acceptance Criteria Task
Task
Acceptance Criteria
Low-Level Story Task
Task
Product
Acceptance Criteria
Task
Low-Level Story Criteria
Acceptance Low-Level Story Task
Task
Task
Task
Acceptance Criteria Acceptance Criteria
Acceptance Criteria Low-Level Story Criteria
Acceptance
Low-Level Story Criteria
Acceptance
Acceptance Criteria Criteria Story
Acceptance
Low-Level
Acceptance Criteria
Acceptance Criteria
Acceptance Criteria
Product
Component 1
Low-Level Story
Acceptance Criteria
Acceptance Criteria
Low-Level Story
Acceptance Criteria
Low-Level Story Criteria
Acceptance
Framework C2
Acceptance Criteria
Acceptance Criteria
Task
Task
Task
Low-Level Story Task
Task
Component 2
Task
Acceptance Criteria Task
C1
Task
Task
Low-Level Story Criteria
Acceptance
Task
Low-Level Story Criteria
Acceptance
Acceptance Criteria Criteria Story
Acceptance
Low-Level
Acceptance Criteria
Acceptance Criteria
Acceptance Criteria
Low-Level Story Task
Task
Task
Acceptance Criteria
Task
Task
Low-Level Story Task
Acceptance Criteria
Low-Level Story Task
C2
Task
Task
Acceptance Criteria Acceptance Criteria Task
Low-Level Story Criteria
Acceptance Low-Level Story Criteria
Acceptance
Low-Level Story
Low-Level Story CriteriaAcceptance Criteria
Acceptance
Acceptance Criteria
Acceptance Criteria Acceptance Criteria CriteriaAcceptance Criteria
Acceptance
Low-Level Story
Acceptance Criteria
Acceptance Criteria
Acceptance Criteria
Ext. Ext. Ext.
C3
Dep. 1 Dep 2 Dep 3
28. Some challenges
• Multiple sources of requirements
• Multi-Faceted Role, Requiring a Broad Skill Set
• Balance decision making
• Manage conflicts
• Deal with multiple reporting lines
• Navigate complicated org structures
• Organization politics
• Danger of Isolation
29. Understanding Lead Time and Cycle Time
http://stefanroock.wordpress.com/2010/03/02/kanban-definition-of-lead-time-and-cycle-time/
31. Value Stream Managers as Change
Enablers
http://stevenmsmith.com/ar-satir-change-model/
32. A3 Management
Focus Problem Solving Proposal Writing Project Status Review
Thematic content or Improvements related to Policies, decisions, or Summary of changes
focus quality, cost, delivery, projects with significant and results as an
safety, productivity, etc. investment or outcome of either
implementation problem solving or
proposal implementation
Tenure of person Novice, but continuing Experienced personnel; Both novice and more
conducting the work throughout career managers experienced managers
Analysis Strong root-cause Improvement based on Less analysis and more
emphasis; quantitative/ considering current focus on verification of
analytical state; mix of quantitative hypothesis and action
and qualitative items
PDCA cycle Document full PDCA Heavy focus on the Plan Heavy focus on the
cycle involved in making step, with Check and Act Check and Act steps,
an improvement and steps embedded in the including confirmation of
verifying the result implementation plan results and follow-up to
complete the learning
loop
From Table 5.1 from “Understanding A3 Thinking”
35. Applications of A3 Proposal Writing
• Create a Value Stream Manager role to help with Portfolio
Backlog Management
• Align all products and components on a quarterly commit
cadence
• Ensure architecture consistency across multiple product
lines
36. Applications of A3 Problem Solving
• Reduce Cycle Time for Portfolio Architecture Analysis
• Reduce Product delivery cadence from 6+ months to 3
months
• Reduce the Lead Time for high priority customer requests
37. Summary
• Empower people to be Value Stream Managers
• Develop their skills as Problem Solvers
• Help them navigate the organization
• Develop them as enablers of change
• Use Stakeholder Maps to show who is affected
• Use Value Stream Maps to show the flow
• Use CFDs, Cycle Time and Lead Time to show delays
(waste) and opportunities for improvement
• Use A3 Problem Solving and Proposal Writing to enable
Lean thinking and to optimize your Value Streams