Scaling Lean: Project, Program, Portfolio

SCALING LEAN: PROJECT, PROGRAM, PORTFOLIO

JEFF GOTHELF / @JBOOGIE / JEFF@GOTHELF.CO

GOTHELF.CO / @JBOOGIE

NO ONE WANTS TO BUY EXPERIMENTS

LEAN STARTUP REDUCES RISK

LEAN + AGILE = CONTINUOUS LEARNING

AT THE CORE OF CONTINUOUS LEARNING IS EXPERIMENTATION & HUMILITY

FOR STARTUPS, IT’S EXPERIMENT OR DIE

AT THE ENTERPRISE LEVEL, NOT SO MUCH

AND YET, IN THE ENTERPRISE, IT’S ALL AGILE & LEAN (LANGUAGE)

WHEN STRETCHED TO BIGGER ORGS LEAN STARTUP BREAKS

WHY DOES LEAN SEEM TO BREAK AT SCALE?

WHY DOES LEAN SEEM TO BREAK AT SCALE?Established corporations are too concerned about tarnishing their brand with an MVP

— David Baldie (@DavidBaldie)

Process. Everything has a process and 85 approvals and a mysterious “they” blocking anything that’s not the old way.— Emily Tate (@thedailyem)

"Good enough" doesn't get respected as viable option to SHIP IT! — Jeremy Caverly (@JeremyCee)

Silo'ed managers unwilling to release team members — Dan Weingrod (@dweingrod)

Valuing business need over user need (not realizing they are the same thing) — Simeon Poulin (@simeon_P)

"To approve that we need to see a detailed plan and cost benefit analysis, and you must commit to specific deadlines and targets." — John Waterworth (@jwaterworth)

"We already know what we need to do. Why do we need to waste time 'learning'?"— John Waterworth (@jwaterworth)

HOW CAN WE MOVE BIG ORGS PAST THESE HURDLES?

SEVERAL WAYS TO THINK ABOUT SCALING

PROJECTHow do we incorporate more learning into each initiative?

PROGRAMHow do we coordinate multiple discovery/delivery efforts focused on the same goal?

PORTFOLIOHow do we coordinate multiple programs, enforce governance and meet shareholder expectations?

SCALING CHALLENGES AT EACH LEVEL

PROJECT PROGRAM PORTFOLIO

GOTHELF.CO / @JBOOGIESCALING CHALLENGES AT EACH LEVEL

PROJECT PROGRAM PORTFOLIO

PROJECT•Optimizing for throughput (velocity)

•Parallel path discovery & delivery

•No autonomy to make decisions

•Incremental, not iterative

•Perceived risk to brand/current customers

PROGRAM PORTFOLIO

PROGRAM PORTFOLIO•Cross-team coordination

•Knowledge management

•Legacy systems

•Offshoring

•Distributed teams

PROGRAM PORTFOLIO•Cross-team coordination

•Knowledge management

•Legacy systems

•Offshoring

•Distributed teams

•Discipline & business unit silos

•IT as a service provider

•Business value > customer value

•Annual planning

•Incentive structure

•Governance

•Conway’s Law but in reverse

THERE ARE NO SHORTAGE OF RECIPES

I can see myself in the picture. So I like it!

THESE ARE ONLY FRAMEWORKS

SCALING PRINCIPLES, NOT PROCESSES

“Process brings seductively strong near-term outcomes.”

- Netflix culture presentation (2009)

PRINCIPLE #1 CUSTOMER VALUE = BUSINESS VALUE

TACTIC: MANAGE TO OKR’S

OBJECTIVE KEY RESULTS

@CWODTKE

OBJECTIVE•Qualitative

•Inspirational

•Time bound

•Actionable by the team independently (particularly relevant in the enterprise)

KEY RESULTS

@CWODTKE

OBJECTIVE•Qualitative

•Inspirational

•Time bound

•Actionable by the team independently (particularly relevant in the enterprise)

KEY RESULTS• Quantifiable

• How will we know we’ve met our objective?

• Difficult, not impossible

• Cascade down

• Rhythmic

@CWODTKE

TACTIC: MANAGE TO OKR’S @CWODTKE

EXAMPLE OF OBJECTIVE: BE THE DOMINANT PLATFORM FOR CAR DEALER INVENTORY MANAGEMENT BY Q4 2016

EXAMPLE OF KEY RESULT: 50% OF ALL INDEPENDENT DEALERS ARE OUR USERSEXAMPLE OF KEY RESULT: 6 OF THE TOP 10 CARMAKERS MANDATE OUR PLATFORM FOR THEIR DEALERSHIPSEXAMPLE OF KEY RESULT: 40% OF AUTO AUCTION HOUSES USING OUR INVENTORY API

TACTIC: EVIDENCE-BASED QUARTERLY PLANNING

SENSERESPOND Q1: OKR’S

STAKEHOLDERS

EVERY QUARTER

$/€/£

STAKEHOLDERS

EVERY QUARTER

$/€/£$/€/£

NEW OKR

TACTIC: HORIZON PLANNING

Source: McKinsey, Intuit, et al

THREE TIME HORIZONS TO MEASURE PROGRESS

THREE TIME HORIZONS TO MEASURE PROGRESSHORIZON 3: SHORT TERM

• Customer-related questions to answer: Is there a need? Can we find a solution that meets that need?HORIZON 3: SHORT TERM

HORIZON 2: MID TERM

• Sustainability-related questions to answer: Is the market large enough/sustainable? Can we support growth?HORIZON 2: MID TERM

HORIZON 1: LONG TERM

• Growth-related questions to answer: How do we scale? How do we continuously improve? How do we stay competitive?HORIZON 1: LONG TERM

PRINCIPLE #2 VALUE LEARNING OVER DELIVERY

TACTIC: YOU CAN’T TEST EVERYTHING

TACTIC: ALIGN TO A SINGLE METRIC OF PROGRESS

TACTIC: BUILD MOMENTUM WITH PILOT TEAMS

TACTIC: SANDBOXES

TACTIC: GET CREATIVE WITH EXPERIMENTS

Source: @evolvable, @tyro

TACTIC: GET CREATIVE WITH EXPERIMENTS

Source: @evolvable, @tyro

PRINCIPLE #3 RADICAL TRANSPARENCY

TACTIC: TRANSPARENCY THROUGH RITUALS

TACTIC: ACCESS TO CUSTOMERS

TACTIC: ACCESS TO DATA

IT’S DIFFICULT TO COORDINATE LEAN ACTIVITIES ACROSS TEAMS

TACTIC: CROSS-TEAM COORDINATION

PRINCIPLE #4 HUMILITY IN ALL THINGS

TACTIC: PRODUCT DISCOVERY

TACTIC: DON’T OFFSHORE DEVELOPMENT

TACTIC: “ORBITAL MODEL” FOR SUPPORT OUTSIDE OF PRODUCT DEVELOPMENT

CORE TEAM

MARKETING

TACTIC: MODERN STAFFING MODEL

TACTIC: MODERNIZE TECH STACK

DevOps is a culture, movement or practice that emphasizes the collaboration and communication of both software developers and other information-technology (IT) professionals while automating the process of software delivery and infrastructure changes. It aims at establishing a culture and environment where building, testing, and releasing software, can happen rapidly, frequently, and more reliably.

- Wikipedia

Source: @billwscott (slideshare)

THIS IS A TOP-DOWN EFFORT

“Successful leaders embrace the reality that their models may be wrong or incomplete. Only when we admit what we don’t know can we ever hope to learn it.”

- Ed Catmull, CEO, Pixar

SEEK OUT THE SHIT UMBRELLA

SHOW THAT IT’S OK TO FAIL

LEAN PRINCIPLES THAT WORK AT ANY SCALE

PRINCIPLE #1: CUSTOMER VALUE = BUSINESS VALUEPRINCIPLE #2: VALUE LEARNING OVER DELIVERYPRINCIPLE #3: RADICAL TRANSPARENCYPRINCIPLE #4: HUMILITY IN ALL THINGS

IF YOU CAN, SHARE WHAT YOU KNOW

THANK YOU!JEFF GOTHELF / @JBOOGIE / JEFF@GOTHELF.CO

NEW BOOK: SENSEANDRESPOND.CO (PRE-ORDER NOW)

Scaling Lean: Project, Program, Portfolio

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