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8/22/2019 Lean Programming
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SMSWebinar2010
Wednesday3rdNovember
AchievingEnterpriseScaleAgilitywithLean
P.GrantRule
ManagingDirector,SMSExemplarGroup,SpecialistsinEffecFveSystemsPerformance
www.smsexemplar.com
YourWebinarHost
AlanShalloway
CEO,NetObjecFves
www.netobjecFves.com
WebinarPresenter
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@alshalloway
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Enterprise Agility
Lean thinking
The Big Picture
Where to start
Summary
AgendaAgenda
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thinkingpoints
1. Enterprise Agility2. Lean thinking3. The Big Picture4. Where to start5. Summary
The business case for agility
Product portfolio management
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Agility of entireorganizations
Requires team agility
Enterprise AgilityEnterprise Agility
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First Release
InvestmentPeriod PaybackPeriod ProfitPeriod
Breakeven
Economics of Responsiveness
from Denne and Cleland-Huang. Software by Numbers
Cashflow
Time
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Staged Releases
First
Release
Invest-
ment
Period
Profit
Period
Pay-
back
Period
Second
Release
Invest-
ment
Period
Pay-
back
Period
Breakeven
Point
Release 2 Net Return
Cashflow
Time
Release 1 Net Return
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Profit
Period
Investment
Invest-
ment
Period
Pay-
back
Period
Breakeven
Point
Staged Releases
Total Return
Cashflow
Time
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Cashflow
Breakeven
SingleRelease
First ReleaseFirst Release
Time
StagedReleases
Increased Profit
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Minimal MarketableFeatures
Can try out new ideas
Get revenue faster
Greater scheduling flexibility
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focusing on the known, valuable features
gives greater certainty
produces greater value
lowers risk of mis-building and over-building
Deliver
in Stages when possible
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PARETO
Businessvalue
realized
releas
e
releas
e
releas
e
releas
e
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MINIMUM BUILD RELEASE
Businessvalue
realized
Time
releas
e
releas
e
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WATERFALL?
Businessvalue
realized
Time
releas
e
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BLEND
Businessvalue
realized
Time
releas
e
releas
e
releas
e
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thinkingpoints
1. Enterprise Agility2. Lean thinking3. The Big Picture4. Where to start5. Summary
Attending to time
The Value Stream
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Lean Principle
Idea to Delivery
Support &Feedback
ProjectApproval
ProjectStaffing
ProjectDevelopment
ProjectDeploy-
ment
VisioningSupport &Feedback
ProjectDevelopment
ProjectDeployment
ProjectApproval
ProjectStaffing
Visioning
Lean Principle
$$$ Cost$$$ CostLean Principle
Opportunity CostOpportunity Cost
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BUSINESS VALUE
PIPELINE
Selecting what to work on Developing It
Give Feedback
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Support
Customers
Shared
Components
Shared
Components
ProductRelated
ProductRelated
Development
Customer
ProductManagers
BusinessLeaders
RegionalCoordinators
Trainers&Educators
ProductChampion(s)BusinessCapabilities
SoftwareRelease
SoftwareProduct
NewRequirements
ConsumpFon
Concept
Managemen
t
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1. Identify the actions taken in the value stream1. Identify the actions taken in the value stream
Approve
Request ReqtsSignOff
Review Deploy
Analysis
Design Code Test
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0.5 hrs 160 hrs8 hrs 8 hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
Approve
Request ReqtsSignOff
Review Deploy
Analysis
Design Code Test
1. Identify the actions taken in the value stream
2. Calculate calendar time for each action2. Calculate calendar time for each action
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0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
Approve
.1 hr avg
Request0.5 hr avg
Reqts60 hrs avg
SignOff
1 hr avg
Review2 hrs avg
Deploy3 hrs avg
Analysis40 hrs avg
Design40 hrs avg
Code80 hrs avg
Test40 hrs avg
1. Identify the actions taken in the value stream
2. Calculate calendar time for each action3. Calculate time actually worked on the action3. Calculate time actually worked on the action
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Approve
.1 hr avg
Request0.5 hr avg
Reqts60 hrs avg
SignOff
1 hr avg
Review2 hrs avg
Deploy3 hrs avg
Analysis40 hrs avg
Design40 hrs avg
Code80 hrs avg
Test40 hrs avg
320 hrs 80 hrs 320 hrs 80 hrs
80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream
2. Calculate calendar time for each action3. Calculate time actually worked on the action
4. Identify time between actions4. Identify time between actions
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November3,10
Approve
.1 hr avg
Request0.5 hr avg
Reqts60 hrs avg
SignOff
1 hr avg
Review2 hrs avg
Deploy3 hrs avg
Analysis40 hrs avg
Design40 hrs avg
Code80 hrs avg
Test40 hrs avg
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream
2. Calculate calendar time for each action3. Calculate time actually worked on the action
4. Identify time between actions
5. Identify any loop backs required5. Identify any loop backs required
80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
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1. Identify the actions taken in the value stream
2. Calculate calendar time for each action3. Calculate time actually worked on the action
4. Identify time between actions5. Identify any loop backs required
6. Calculate Process Cycle Efficiency:6. Calculate Process Cycle Efficiency:AvgAvg Time WorkedTime Worked
Total Cycle TimeTotal Cycle Time
Approve
.1 hr avg
Request0.5 hr avg
Reqts60 hrs avg
SignOff
1 hr avg
Review2 hrs avg
Deploy3 hrs avg
Analysis40 hrs avg
Design40 hrs avg
Code80 hrs avg
Test40 hrs avg
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
80 hrs
PCE = = 14.9%PCE = = 14.9%509 hrs509 hrs
3433 hrs3433 hrs
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1. Identify the actions taken in the value stream
2. Calculate calendar time for each action3. Calculate time actually worked on the action
4. Identify time between actions5. Identify any loop backs required
6. Calculate Process Cycle Efficiency:6. Calculate Process Cycle Efficiency:AvgAvg Time WorkedTime Worked
Total Cycle TimeTotal Cycle Time
Approve
.1 hr avg
Request0.5 hr avg
Reqts60 hrs avg
SignOff
1 hr avg
Review2 hrs avg
Deploy3 hrs avg
Analysis40 hrs avg
Design40 hrs avg
Code80 hrs avg
Test40 hrs avg
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
80 hrs
PCE = = 14.9%PCE = = 14.9%509 hrs509 hrs
3433 hrs3433 hrs
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1. Identify the actions taken in the value stream
2. Calculate calendar time for each action3. Calculate time actually worked on the action
4. Identify time between actions5. Identify any loop backs required
6. Calculate Process Cycle Efficiency:6. Calculate Process Cycle Efficiency:AvgAvg Time WorkedTime Worked
Total Cycle TimeTotal Cycle Time
Approve
.1 hr avg
Request0.5 hr avg
Reqts60 hrs avg
SignOff
1 hr avg
Review2 hrs avg
Deploy3 hrs avg
Analysis40 hrs avg
Design40 hrs avg
Code80 hrs avg
Test40 hrs avg
0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280hrs 240hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
80 hrs
PCE = = 14.9%PCE = = 14.9%509 hrs509 hrs
3433 hrs3433 hrs
Time to Market
The Core LeanMetric
cycle time
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he ales Value tream
At start
Sales: Sell fast!
Devs: Deployment problems
Afterwards
Sales focus: # of successful
deployments
Customers happier
20% dev team improvementw/o touching dev teams
Development
Deployment
Sales
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Which gives a better return?
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1. Identify the actions taken in the value stream
2. Calculate calendar time for each action3. Calculate time actually worked on the action
4. Identify time between actions5. Identify any loop backs required
6. Calculate Process Cycle Efficiency:6. Calculate Process Cycle Efficiency:
Approve
.1 hr avg
Request0.5 hr avg
Reqts60 hrs avg
SignOff
1 hr avg
Review2 hrs avg
Deploy3 hrs avg
Analysis40 hrs avg
Design40 hrs avg
Code80 hrs avg
Test40 hrs avg
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
80 hrs
Approve.1 hr avg
Request0.5 hr avg
Reqts60 hrs avg
Sign Off1 hr avg
Review2 hrs avg
Deploy3 hrs avg
Analysis40 hrs avg
Design40 hrs avg
Code80 hrs avg
Test40 hrs avg
AvgAvg Time WorkedTime Worked
Total Cycle TimeTotal Cycle Time
0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280hrs 240hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs
65% defectiveRepeat 3X
20% rejectedRepeat 1X
80 hrs
80 hrs
PCE = = 14.9%PCE = = 14.9%509 hrs509 hrs
3433 hrs3433 hrs
509 hrs509 hrs
3433 hrs3433 hrs
AvgAvg Time WorkedTime WorkedTotal Cycle TimeTotal Cycle Time
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Now What?
a ue treama ue ream
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when do you
know
you have allthe pieces?
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thinkingpoints
1. Enterprise Agility2. Lean thinking3. The Big Picture4. Where to start5. Summary
Team agility is only part of thepicture
Big picture thinking is possible inAgile
Failure modes of team agile
What to attend to
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TeamPro
cess
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Pareto vs
Parkinsons
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75% of organizations using Scrumwill not succeed
in getting the benefits that they hope forfrom it.
Ken Schwaber
www.agilecollab.com/interview-with-ken-schwaber
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WhY?
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but the wrong problem
Maybe weve got the right solution
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Why Scaling DoesnWhy Scaling Doesnt Workt Work
Starts at team levelMay not be your problem.
Providing customer and business
value is #1.
Incomplete focus
What works at the team level isnot what is needed at
management and business level.
Lacks common visionNeed a common vision across the
entire organization; development
teams view does not provide this.
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egacy rgan za on:
Matrix Resources to Projects
Project1
Project2
Project3
Project4
ProjectN
C
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Lets Create a Pilot Project
Project1
Project2
%
Project3
Project4
ProjectN
BusinessAnalyst,Architect,UsabilityExpert,
Developer,Developer,Tester,Project
ManagerExpert
Experiencehasshownthatifyou
createacrossfuncFonalco
locatedteamyouwillimprove3x
withoutchangingyourprocess.
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Proper selection & sizingof projects
Agile teams
Coordination of teams Visibility
WhatWhats Requireds Required
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MAKE
VALUE
FLOW
technic
al
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MAKEMAKEINCREMENTAL
DELIVERY
CREATIVELY SOLVINGTHEIR PROBLEMS
QUALITY BUILT IN
technic
al
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technic
al
VALUEVALUEPRIORITIZATIONBUSINESS
ITERATIONS
RELEASE PLANNING
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FLOW
VALUE STREAMVISUALIZATION
IMPEDIMENT IMPACT
WORKFLOW AS PROCESS
technic
al
WITH
ACCOUNTABILITYMANAGE (LIMIT)
QUEUES
VISUAL CONTROLS
MANAGE FLOW
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thinkingpoints
1. Enterprise Agility2. Lean Thinking3. The Big Picture4. Where to start
5. Summary
Look at the value stream to decide One part affects others
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Where Should
You Start YourTransition to
Agile?
It Depends
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See what yourimpediments are
Address them
Dont look just where thelight is better
What to DoWhat to Do
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delay
delay
ss toomanyprojectstoomanyprojects
exceedingcap
acityexceed
ingcapacity
defect
sdef
ects
thrashingthrashing
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ProductManagers
BusinessLeaders
RegionalCoordinators
Trainers&Educators
Customers
ProductChampion(s)
SharedComponents
SharedComponents
ProductRelatedProductRelated
ProductRelated
SoftwareRelease
SoftwareProduct
NewRequirements
Capabilities
Development
Support
CustomerBusiness
Product Portfolio Management
Managing hereCan
reduce
induced
waste here
Management
ConsumpFon
Concept
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thinkingpoints
1. Enterprise Agility2. Lean thinking3. The Big Picture4. Where to Start
5. Summary
Speed to Market Metrics
Visibility Predictability
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Improve your pre-cognitive abilities
Lower the variation in
your efficiency
PredictabilityPredictability
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copyright 2010 Net Objectives Inc.
Thank You &Thank You &
Questions!Questions!Register atwww.netobjectives.com/register
Contact me at [email protected]
Twitter tag @alshalloway
Download the recording from the webinar archive at:www.smsexemplar.com/library/webinars
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Events
6thDec:MakingtheBusinessCaseforChange,1dayworkshop,London
9thDec:DemysFfyingLean,Agile&Kanban,1dayseminar,London
TbcJan:SMSWebbasedtraining:BasicsofAgileProjectManagement
NetObjecFvesLeanAgileProjectManagement3daycourse,London
23rd25thMarch2011
Info:[email protected]
www.smsexemplar.com
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ASSESSMENTS
CONSULTING
TRAININGCOACHING
Lean for
Executives
Product Portfolio
Management
Lean Management
ProjectManagement
Kanban / ScrumATDD / TDD / Design Patterns
process technical