Lean- Agile Value Network and Team Modeling Notation
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Transcript of Lean- Agile Value Network and Team Modeling Notation
Value Network Mapping
Modeling Notation
Knowledge work has significant differences from work based on
manufacturingManufacturing
Processes are stable, change when new products are introduced
Fixed constraints, stable bottlenecks
Remove variability, source of unpredictable performance
Focus on reducing cycle time by eliminating non value added activities
Emphasis on manufacturing, operational activities
Increase efficiency, reduce cost
Serial processes, linear, fixed, concrete units of work with precise lead
times and throughput
Knowledge Work
One time / adaptive processes, you are always building something new
Floating bottlenecks, constant movement
Variability is a pre requisite to knowledge work, model and maximize
profitable kind
Focus on reducing inventory, cycle time will improve, waste will be
reduced as a consequence
Emphasis on creation, design, research
Increase effectiveness, increase value
Non Linear, parallel, work scatters, merges, and changes shape
Our Value Network Design framework supports modeling demand and the patterns necessary to
manage that demand in a way that is suitable for knowledge work
Taken from Manufacturing, used to map
flow of work from start to end of
delivery process
Identifies bottlenecks and inventory size
of work in progress
Enables measurement of processes
Many sources of demand
Varying risk, size and knowledge to
process demand
Demand also can break up and merge
repetitively,
Demand can be process in parallel
Required capabilibilities to deliver work
may vary
forManage ways how resources can be
managed and used when delivering
knowledge work
There can be varying delivery models
which require people / teams to work
together in many ways
Description Examples
Value Stream Basics
Demand Profiles
Variability Management
Patterns
Team & Team Interaction
Patterns
Activity Team Inventory
Cross Functional Team Specialist Pool
Standard
Risk Load Balancer
Fix-Date Internal
Investments
Capacity Reserve
Emergency
Design your value network following these steps
Start designing your value network by mapping out how your
current delivery process works using Value Stream Mapping
Refine and explore the value stream according to a finite set of
Standardized Demand Profiles
Group workers into teams according to Team Composition
Patterns based on the shape and frequency of demand
Lay out how teams coordinate to deliver value according to
Team Interaction Patterns
Design for variation through the application of one or more
Demand Variation Management Patterns to your value network
Layout out how teams coordinate to deliver value according to
Team Interaction Patterns
Annotate your value network with Additional
Requirements to process value
Notation for Value Steam Mapping
Value stream mapping allows you to map out the end-to-end delivery process, identifying bottlenecks, and
refining that value stream based on potential countermeasures:
Provides a holistic end-to-end picture of how work flows through each step of the assembly line
Enables measurement of processes - “actual work” vs. “wait time”
Identifies bottlenecks and inventory size of work in progress
Start designing your value network by mapping out how your current delivery process
works using Value Stream Mapping
Release
planning
Story
analysisDevelop
Customer
demo
Infrequent and long lead time to meet
customers and collaborate one direction
Existing solution constraints only
taken into account during
development, causing RBQS churn
Ensure solution SME is available during analysis to ensure requirements
framed in context of solution
Value Stream Mapping Notation
Symbol Description
Explicit Activity that needs to be completed for value to be created
The need for multiple activities to be completed by a co-located team
in order to provide value
People color color-coded for different expertise
Inventory gets created based on people doing work and artifacts being
created
Based on a top down upfront plan, work is pushed to the next stream
only once it is completed. Not knowing if the downstream team has
capacity.
Downstream teams pull work when they have the capacity to do so,
triggering that a upstream team can start work
Flow of information between people, activities and work cells
Activity
Team
Inventory
Pull
Information
Flow
Push
Person
Value Stream Mapping Notation
Waste
Potential
Countermeasure
Root Cause
problem
Activity is performed according to a fixed cadence, for instance standups may
be held one time per day, and story planning one time per week
Edit inefficiency or ineffectiveness identified in the value creation process (eg:
defects, waiting, unfinished work, rework, etc.) waste is often looked at as the
ratio between effort and the overall lead time
Reason why the waste is occurring, often uncovered using 5 whys analysis
Ultimate cause of the problems that affecting the system work
Identified options that can best mitigate the impact of the problem at least for
now
Symbol Description
Notation for Handling Demand
Refine And explore the value stream according to a finite set of standardized demand profiles
Knowledge work is inherently variable
A multitude of factors can make demand different,
making meaningful analysis across demand
challenging
One approach is to measure each unit of demand
according to a unique combination of “demand
categorization” factors
This approach makes it impossible to compare units of
work, as each unit gets tagged somewhat differently
from the last
A multitude of factors can make demand variable and difficult to measure
Aggregate factors into a set of standard demand profiles
MaintenanceOperational work to maintain health of the
system
EnhancementsWork focused on extending functionality of
application assets
NewWork necessary support development for
entirely new applications
Break-FixFixes to systems already in production,
typically of critical urgency
Investment
Work focused on enhancing system, people
and process capabilities, low impact to
business and no tangible cost of delay in the
near future
Blockers
Visualizes an obstruction (internal or external
to the team) that prevents a work type from
completing its current activities
Defects
Visualizes an error in a completed work type
that must be corrected before being pulled
When defining a value network, define intake work that goes into the system according to a set of well-defined
demand profiles
Examples
Solution
Value Type
Cost of Delay
Size
Market Risk
Customer
Work Item
LOB2
LOB4
LOB3
LOB1
Differentiator
Spoiler
Defend
Commodity
Emergency
Fixed DateIncremental
Investment
Java Web
SAPMassive
MediumSmall
Large
DefectCR
Business
Technical
Integration
Expedite Class
High and immediate impact to business (very significant cost of delay)
Break-fix type of work that needs immediate attention. Automatically jumps queues
Requires specialist resources drop other work in preference to working an expedite class item
Release dates may be adjusted to accommodate required delivery date
Cost of Delay Function
Standard Class
Shallow but immediate impact to business (medium cost of delay)
Most work types needed with some urgency should be treated as standard class items
Processed on a first in first out basis
Investment/
Maintenance Class
Low impact to business.
No tangible cost of delay associated with this type of work in the near future
Will be pulled through the system in an ad-hoc fashion.
Can be displaced by all other classes of work
Fixed Date
Medium/High impact to business (high cost of delay after delivery date)
Delivery date constrained by legal commitment with customer or supplier, or
regulatory/legislative requirement, or ministerial promise
Estimate and move from input queue close to estimated days away from due date
Selected for work over standard class. May be promoted to ‘Expedite’ if late
Applying a Class of Service to each demand profile allows you to indicate the cost of delay of not
completing a type of demand, and enables you to apply a service level promise to the demand
profile
Profiling demand in a hierarchical format allows you to break demand into smaller pieces which
will result in faster delivery times and higher quality
Project #1
MMF#1 MMF#2 MMF#3
Iteration#1 Iteration#2 Iteration #3 Iteration#4 Iteration#5 Iteration#6
Story #1
Story
#2
Story
#3
Story
#1
Story
#2
Story
#3
Story
#1
Story
#2
Story
#1
Story
#2
Story
#3
Story
#1
Story
#2
Story
#1
Notation To Represent Demand Profiles
Notation Type Description
All knowledge work stems from a good idea
Delivering business value
Emergencies varying in size may occur
A fixed date communicated by the business for delivery
Any optimal system should also spend a certain portion of its
work on fine-tuning/optimizing itself, keeping technologies up
to date (e.g. Platform Upgrades)
Work has become blocked and requires management
intervention
Generating ideas on how to improve the work
Idea
Business
Work
Emergency
Fixed
Date Work
Investment
/Fix Work
Blocker
Improvement
Opportunity
Stop
Notation Type Description
Knowledge work will frequently start as a very large concept,
scatter into finer grained projects, and further scatter into
releases/stories/features/use cases/etc. so that it can be
completed in small atomic units
Knowledge work will aggregate from discrete specific units
into something of business value. For example individual user
stories can merge into a business release based on customer
needs.
Features are distinguishable characteristics of a project which
can be completed in small atomic units
Represents the smallest collection of features that could be
deployed as a unit giving meaningful business value
Notation To Represent Demand Profiles
Feature
MMF
Aggregate
Scatter
Features
Minimal
Marketable
Features
Delivered Value
Represents a product,release, feature, or other
valued item or service that has been put in the hands
of the customer
Symbols for Team Interaction Patterns
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Group workers into teams according to Team composition patterns based on the various
patterns of demandDedicated teams, collaborative, cross functional and
hopefully co-located; perform various activities
necessary to create value. Work enters and is
completed without any external influences. The team
is self-organized and empowered.
Dedicated team with specialist workers. Demand
transitions from team to team until it is finished. Each
team has a well-defined interface that describes the
kind, quantity, and throughput of demand it receives,
along with expected outputs.
Cross Functional Team
Specialist Pool
Highly specialized workers that are in high demand
across a number of teams. This demand can be ad
hoc, but when required is critical to creating value.
These type of workers are organized into pools. In
this way cross functional or specialist teams can be
extended with workers from these pools on a just-
in-time basis, typically for the duration of the
request
Specialist / Service Team
Stable teams are complemented by drawing on one or
more specialist pools JIT. Team Members and Team
Leaders self-organize the allocation of specialists on
either a Feature or MMF basis. Specialist typically
become part of the team for as long as it takes to service
the request, at which point they go back into the
specialist pool
Use dedicated teams to act as channel specific entry
points for different business clients. Support these teams
with a common pool of workers that possess skills
necessary to manage demand across the different
channels. Useful when aspects of the intake or analysis
process required differentiated knowledge, but skill can
be applied across the channel for the remainder of the
lifecycle, also useful to manage cross channel variability
in demand.
Structure the value network by laying out how teams coordinate to deliver value according to
Team interaction patternsSpecialist teams coordinate the delivery of value through
explicit intake and output service interfaces for each
team. Demand tends to scatter across individual teams
to be processed independently, then aggregated into a
cohesive unit of value before being shipped to the
customer.Service-oriented Value Network
Multichannel Service Intake
Dynamic Feature Team
Team Interaction
Pattern
Prerequisite to thinking about team – Classify demand
Demand Notation Description
Demand Collaboration
LevelFreq Infreq
Stable Adhoc
• Demand is coming in often and with a fairly
predictable re-occurrence
Example
• Long lived program
• Enhancements
• Demand does not come in often but comes in with
a fairly predictable re-occurrence
• Seasonal work
• Demand is coming in often but sporadically • Project
• Run
• Demand does not come in often and it is sporadic • Emergencies
High
Upstream Downstream
High Low
Frequent and
Stable
Infrequent but
stable
Frequent but ad-
hoc
Infrequent and
ad-hoc
E.g. Customer, Business
SD, I&O, etc.
E.g. Customer, Business
SD, I&O, etc.
Work
Classification Example
• Team requires
specialist skillset in
a highly
collaborative way
(i.e. pool)
Frequent and Stable
Infrequent but stable
Frequent but ad-hoc
Infrequent and ad-
hoc
High Low
High Low
High Low
High Low
Thinking
about teamsCollaboration
LevelDemand
Notation for Variability Management Patterns
Design for variation through the application of one or more demand management
variation patterns to your value network
Specialized
work according
to role
Adaptability
and elasticity
span between
roles
Individuals and teams are
defined by a combination
of specialized and general
skills. These are
distributed according to
the adaptability and
elasticity of the
organizational design
they need to operate
within.
Notation to Handle Variability in Demand
Notation Type Description
Limiting how many hours in the day that should be reserved for a certain piece of work (e.g.
coding). The greater the cost of delay is for a particular piece of work, the more critical it is
that capacity be reserved to handle variability
Load balance work coming into a system across risk/priority profilesThis will allow knowledge
workers to drop low priority work for higher priority work whenever it comes into the system.
It allows knowledge workers to reserve capacity for high priority work by making themselves
busy doing lower priority work that is still essential for improvements.
A T shape resource is a resource who takes the time to make sure he is competent in both
upstream and downstream processes. The resource not only gets better at his core
responsibilities, he also makes sure that he can contribute in other areas as well. Creating
these kinds of people cost money, and causes them to be less effective on their core
capability than if they only practiced in their primary function. This however is a worthwhile
economic trade-off in almost all aspects of knowledge work, due to the high degree of
variability. It is very hard to predict the amount of work required for each skill set, requiring
more senior people to have a balanced set of skills is one of the best strategies out there for
dealing with fluctuations demand.
The part-time expert spends enough time with two teams to understand the context of both
to make himself useful as a part timer. When one of the teams faces a spike in demand, the
part timer switches to full time (plus overtime if necessary) and significantly increases the
teams capacity until things get under control
Risk Load Balancer
Capacity Reserve
T-Shaped Resource
(Generalizing Specialist)
Part Time Expert
- 21 -
Other
Notation
Annotate your value network with additional requirements to process value
At times to complete work, it has to be done through meetings
Continuation of the initiative is decided by a steering committee. The
decision is based on the information available at the time, including
business case, risk analysis, and availability of necessary resources
Decision rules are used to constraining environment so that not every
decision needs to be made over and over again. Great care needs to be
taken that decision rules do not become inflexible and permanent.
Requires relative sophistication on the part of the organization to apply in
an appropriate way.
Signals are used to initiate a automated activity, notify interested parties
uncertain events, and/or transform information for reporting purposes
Automated Activities are an important part of any agile delivery model,
and are often used to automate the application lifecycle, including tasks
such as testing, quality verification, developer integration, and
package/deployment
DescriptionNotation Type
Meetings
Stage Gate
Decision Rule
Signal
Automated Activity