Seeing what matters using the right vision to manage transition - Alan Shalloway

© copyright 2010. Net Objectives, Inc.

Seeing What Matters

Using the Right Vision to Manage Transition

Lean Enterprise

Business

ManagementTeam

ASSESSMENTS

CONSULTING

TRAINING

COACHING

Lean for ExecutivesProduct Portfolio Management

Lean ManagementProject Management

Kanban / Scrum ATDD / TDD / Design Patterns

technical process

• What we want

• Why we can’t get there directly

• Manifesting visibility

Agenda

copyright © 2010 Net Objectives Inc.

What We WantMore productivity

Higher quality

Lower cost

Faster delivery

~a _so

GROUP DISCUSSION

Lower costs

Raising productivity

What do people look at?

BusinessManagersDevelopersTestersIntegratorsCustomers

ReturnCost# of features implemented# of bugs found# of integration errorsHow it helps them – pain of use

•How can I improve our time to market?

•How can I improve visibility?

•How do I get predictability?

•How do I measure my success so I can both ensure it as well as know I’ve achieved it?


Enterprise AgilityAbility to add value quickly

Common Vision

It’s time to pay attention to time!

• Want enterprise agility

• Difference between scaling agility and agility at scale

• Team agility is a means, not an end

Consider

• Defining business value

• Quick turn-around from dev teams

Challenges


Improving Time to Market

PARETO

Busine

ss value

realized

release

release

release

release

MINIMUM BUILD RELEASE

Busine

ss value

realized

Time

release

release

WATERFALL?

Busine

ss value

realized

Time

release

BLEND

Busine

ss value

realized

Time

release

release

release


Improving Predictability

• Building wrong stuff

• Quality of code

• Overloaded teams

• Inefficiency of the team

• Coordination problems

• Deployment problems

Challenges


Metrics for Success

• Measure what you want to achieve

TIME TO MARKET

Here’s a thought


Visualizing Flow

The Continuous Flow of Technology Solution Delivery

Support

Customers

Shared Components

Shared Components

Product Related

Product Related

Development

CustomerProduct Managers

Business LeadersRegional Coordinators

Trainers & Educators

Product Champion(s)BusinessCapabilities

SoftwareRelease

SoftwareProduct

NewRequirements

Consumption

Concept

thinkingpoints

Principles for Lean-Agile Management1. Visibility - See the Value

Stream

2. Flow Limit Work to Capacity

Manage Work in Progress

Remove Delays

3. Build in Quality

1. Identify the actions taken in the value stream

ApproveRequest Reqts Sign Off

Review Deploy

Analysis

Design Code Test

0.5 hrs 160 hrs8 hrs 8 hrs

120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs

ApproveRequest Reqts Sign Off

Review Deploy

Analysis

Design Code Test

1. Identify the actions taken in the value stream2. Calculate calendar time for each action

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

Sign Off1 hr avg

Review 2 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 stream2. Calculate calendar time for each action3. Calculate time actually worked on the action

Approve

.1 hr avg

Request0.5 hr avg

Reqts60 hrs avg

Sign Off1 hr avg

Review 2 hrs avg

Deploy3 hrs avg

Analysis40 hrs avg

Design40 hrs avg

Code80 hrs avg

Test40 hrs avg


120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs

320 hrs 80 hrs 320 hrs 80 hrs

80 hrs


1. Identify the actions taken in the value stream2. Calculate calendar time for each action3. Calculate time actually worked on the action4. Identify time between actions

27 September 2010

Approve

.1 hr avg

Request0.5 hr avg

Reqts60 hrs avg

Sign Off1 hr avg

Review 2 hrs avg

Deploy3 hrs avg

Analysis40 hrs avg

Design40 hrs avg

Code80 hrs avg

Test40 hrs avg


120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs



1. Identify the actions taken in the value stream2. Calculate calendar time for each action3. Calculate time actually worked on the action4. Identify time between actions5. Identify any loop backs required

80 hrs

65% defectiveRepeat 3X

20% rejectedRepeat 1X

1. Identify the actions taken in the value stream2. Calculate calendar time for each action3. Calculate time actually worked on the action4. Identify time between actions5. Identify any loop backs required6. Calculate Process Cycle Efficiency:

Avg Time Worked Total Cycle Time

Approve

.1 hr avg

Request0.5 hr avg

Reqts60 hrs avg

Sign Off1 hr avg

Review 2 hrs avg

Deploy3 hrs avg

Analysis40 hrs avg

Design40 hrs avg

Code80 hrs avg

Test40 hrs avg


120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs





80 hrs

PCE = = 14.9%509 hrs

3433 hrs

Which gives a better return?

Eliminating delays between what you do

Getting better at what you do


Approve

.1 hr avg

Request0.5 hr avg

Reqts60 hrs avg

Sign Off1 hr avg

Review 2 hrs avg

Deploy3 hrs avg

Analysis40 hrs avg

Design40 hrs avg

Code80 hrs avg

Test40 hrs avg


120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs





80 hrs

Approve.1 hr avg

Request0.5 hr avg

Reqts60 hrs avg

Sign Off1 hr avg

Review 2 hrs avg

Deploy3 hrs avg

Analysis40 hrs avg

Design40 hrs avg

Code80 hrs avg

Test40 hrs avg



120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs


160 hrs 80 hrs 80 hrs



80 hrs

80 hrs

PCE = = 14.9%509 hrs

3433 hrs

509 hrs

3433 hrs


kanbanimproves quality and

lowers cost

by eliminating delays

by managing WIP



Approve

.1 hr avg

Request0.5 hr avg

Reqts60 hrs avg

Sign Off1 hr avg

Review 2 hrs avg

Deploy3 hrs avg

Analysis40 hrs avg

Design40 hrs avg

Code80 hrs avg

Test40 hrs avg


120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs





80 hrs

PCE = = 14.9%509 hrs

3433 hrs

Waitin

g for a

pproval

‐‐ Product Managers ‐‐

visual management for WIP

320

Waitin

g for a

pproval



Working

on approval

.1320 8

Waitin

g for a

pproval



Working

on approval

Ready for Re

quire

men

ts

.1320 8 80

Waitin

g for a

pproval



Working

on approval

Ready for Re

quire

men

ts

Requ

iremen

ts

.1 60320 8 80 160

Waitin

g for a

pproval



Working

on approval

Ready for Re

quire

men

ts

Requ

iremen

ts

Ready for sign

off

.1 60320 8 80 160 320

Waitin

g for a

pproval

‐‐ Product Managers ‐‐ ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ Development Team ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐


Working

on approval

Ready for Re

quire

men

ts

Requ

iremen

ts

Ready for sign

off

Sign

Off

.1 60 1320 8 80 160 320 8

Waitin

g for a

pproval



Working

on approval

Ready for Re

quire

men

ts

Requ

iremen

ts

Ready for sign

off

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ Development Team ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

Ready for Analysis

Analysis

Ready for Design

Design

Ready for Re

view

Review

Ready for Co

de

Code

Ready for Test

Test

Ready for Dep

lay

Dep

lay

Don

e

Sign

Off

.1 60 1 40 40 2 80 40 3320 8 80 160 320 8 80 100 80 120 160 2 80 280 80 240 80 8

Waitin

g for a

pproval



Working

on approval

Ready for Re

quire

men

ts

Requ

iremen

ts

Ready for sign

off


Ready for Analysis

Analysis

Ready for Design

Design

Ready for Re

view

Review

Ready for Co

de

Code

Ready for Test

Test

Ready for Dep

lay

Dep

loy

Don

e

Sign

Off

.1 60 1 40 40 2 80 40 3320 8 80 160 320 8 80 100 80 120 160 2 80 280 80 240 80 8

Lean suggests limit TIME between steps

time

Kanban suggests

limit # of items

being worked on in

each step

size of queue

GROUP DISCUSSION

Different Ways Available•Add more resource

•Manage resources

•Improve process

Waitin

g for a

pproval



Working

on approval

Ready for Re

quire

men

ts

Requ

iremen

ts

Ready for sign

off


Ready for Analysis

Analysis

Ready for Design

Design

Ready for Re

view

Review

Ready for Co

de

Code

Ready for Test

Test

Ready for Dep

lay

Dep

loy

Don

e

Sign

Off

Read

y for Test Spe

cification

Write Test Specification

Feedback comes in all shapes and sizes

Requirements

Analysis

Define Test Specifications

Design Code Test

Show customer

Deploy to customer

Dev to self

Dev to self

Test to dev

Customer to Dev

Customer to Analyst, et. Al.

Integrate

Across teams

Dev to

designer

Dev/Q

A to

Customer

MMF

Split MMF according to team

Development teams split according to components

Teams work on their part

Teams work on this for several interations

MMF

Eventually integrating them together

GROUP DISCUSSIONTeams pull from backlog work may be over several sprints

Each team pulls independentlyCoordinate with Scrum-of-ScrumsIntegration happens:

after each team is done with their entire part of feature

MMFSplit MMF into sub-features

Development teams split according to components

Teams work on their part

After one iteration, teams integrate their components

GROUP DISCUSSIONTeams pull from backlog functionality done after each sprint

forces team coordinationcan manage across teamsIf change metrics to be feature throughput

then Scrum-of-Scrums may work because all are being measured the same way

Visual Controls Workflow = ProcessRelease Planning Minimize Impediments

LEAN THINKINGSee the Value Stream

when and what to challenge

the SILVER card

Managing WIP is best

Use the right perspective to get out of the maze


Thank You!Register at www.netobjectives.com/register

Contact me at [email protected]

Twitter tag @alshalloway

Come see me at open space


Resources

Resources: www.netobjectives.com/resources – Webinars/Training Videos (PowerPoint with audio)– Articles and whitepapers– Pre/post course support Supporting materials– Quizzes– Recommended reading paths– BlogsAnnotated BibliographyAfter‐Course Support (students only)Additional Free On‐line TrainingUser Groups– Business Driven Software Development

http://www.netobjectives.com/bdsdug– Lean‐Agile User Group

http://tech.groups.yahoo.com/group/leanagile – Lean Programming User Group

http://tech.groups.yahoo.com/group/leanprogramming

Join our e‐mail list to receive regular updates and information about our resources and training of interest to you


A Short List of Books ‐ Lean Related

Lean‐Agile Software Development: Achieving Enterprise Agility. Shalloway, Beaver, TrottManaging the Design Factory: The Product Manager’s Toolkit. ReinertsenImplementing Lean Software Development: From Concept to Cash. Poppendieck & PoppendieckLean‐Thinking. Womack & JonesThe Toyota Way. LikerToyota Production System. OhnoLean Software Development: An Agile Manager’s Toolkit. Poppendieck & PoppendieckThe Principles of Product Development Flow: Second Generation Lean Development.Reinertsen

See www.netobjectives.com/resources/bibliography for a full bibliography


Lean Management and Other Relevant Books

Peter Scholtes: The Leader’s Handbook: Making Things Happen, Getting Things DoneDavid Mann: Creating A Lean Culture: Tools to Sustain Lean ConversionsWilliam Bridges: Managing TransitionsWeick & Sutcliffe:Managing the Unexpected: Assuring High Performance in an Age of ComplexityAlexander: The Timeless Way of BuildingShalloway & Trott: Lean‐Agile Pocket Guide for Scrum Teams



A Short List of Books ‐ Technical

Essential Skills for the Agile Developer: A Guide to Better Programming and Design. Shalloway & BainEmergent Design: The Evolutionary Nature of Professional Software Development. BainDesign Patterns Explained, A New Perspective on Object‐Oriented Design. Shalloway & TrottRefactoring: Improving the Design of Existing Code. FowlerWorking Effectively with Legacy Code. FeathersAgile Software Development: Principles, Patterns and Practices. MartinHead First Design Patterns. Freeman, Freeman, Bates, SierraPrefactoring. PughFit for Developing Software. Mugridge & Cunningham



Upcoming Conferences

International Conference on Lean Enterprise Software and Systems(LESS 2010)October 17‐20Helsinki, FinlandCEO Alan Shalloway will be giving a tutorialAgile software development changed the way that software development is perceived today. The journey continues now in the new era where the software business meets software practice in a novel way. We are proud to present at the first International Conference on Lean Enterprise Software and Systems (LESS) in collaboration with the Lean Software and Systems Consortium, http://www.leanssc.org/.

Net Objectives Presentations– Tutorial: Scaling Agile With the Lessons of Lean Product Development Flow –

Wed, Oct 20, 10:30 am – 12:30 pm

More information: www.netobjectives.com/conferences



Øredev 2010 ConferenceNovember 8‐12Malmö, SwedenSenior Consultant Cory Foy will be giving a tutorial and two sessionsAgile Øredev is the Premier developer's conference in Europe, focused on the whole software development process. Øredev means both Quality and Quantity, by bringing the best speakers and expert practitioners on a range of subjects, such as Java, .Net, Project Management, Web development and Testing. Øredev reflects your universe, in motion.

Net Objectives Presentations– Tutorial: Koans and Katas Oh My! – Tue, Nov 9, 8:50 am – 12:10 pm

– Tutorial: Delivering What's Right – Thu, Nov 11, 10:15 am – 11:05 am

– Tutorial: Fostering Software Craftsmanship – Fri, Nov 12, 1:10 pm – 2:00 pm




Agile Development Practices | East Conference & ExpoNovember 14‐19Orlando, FLNet Objectives is sponsoring the conference, as well as giving onsite courses and concurrent sessions, and having a booth at the ExpoDiscover Agile Development Practices and take back the latest in agile methods, technologies, tools, and leadership principles from thought leaders who deliver inspiring keynote presentations, in‐depth tutorials, and a wide range of conference classes. Join industry experts and peers in the agile community for a week jam‐packed with learning sessions that will help you make a powerful impact in your job role and for your organization.

Net Objectives Presentations– Session: Paying Down Technical Debt – Wed, Nov 17, 12:45 pm

– Session: Applying Lean Software Development Principles Throughout the Organization – Wed, Nov 17, 2:45 pm

– Session: Serious Games: Product Planning and Prioritization Using Innovation Games®– Thu, Nov 18, 12:45 pm



Upcoming Public Courses

Charlotte, NC– Lean‐Agile Project Management Certification – Oct 25‐27

Orlando, FLat Agile Development Practices | East 2010– Practical Test‐Driven Development – Nov 14 ‐ 16

– Scrum Master Certification – Nov 14 ‐ 16

Philadelphia, PA– Lean‐Agile Project Management Certification – Dec 7‐9

Conference Courses: 8:30am – 5:00pmOther Courses: 9:00am – 5:00pmMore information: www.netobjectives.com/courses/


New Podcast Series

Podcast Series for Lean Agile Straight Talk– First Podcast in the series available

– September 29– www.netobjectives.com/blogs/new‐series

Alan Shalloway and Jim Trott talk about what is going on in the world of Lean and Agile software development. They introduce Net Objectives’ 2 newest books

– Lean‐Agile Pocket Guide for Scrum Teams– Lean‐Agile Software Development: Achieving Enterprise Agility

– Later podcasts in the seriesFocus on the Lean‐Agile Pocket Guide for Scrum TeamsA talk through each of the chapters in the Lean‐Agile Software Development book.

– Each of these chapters has good, core concepts that we want you to know and this approach gives us a game plan for covering all of them.

More blogs/podcasts: www.netobjectives.com/blogs


Net Objectives Services

Training in Sustainable Product Development

Net Objectives offers the most comprehensive Lean‐Agile training in the world. Our offerings include Lean, Agile Analysis, Design Patterns, Test‐Driven Development, and Lean‐Agile Testing.

Our approach is a blend of principles and practices to provide a complete team and/or enterprise wide training solution.

Certification Programs by Net Objectives

Net Objectives offers certification programs that provides a road‐map of knowledge as well as resources to get there.

• Lean‐Agile Project Management Certification

• Advanced Lean‐Agile Project Management for Scrum Masters

• Lean Product Champion Certification

Net Objectives is not affiliated with the Scrum Alliance

Assessment Services

An effective way to embark on an enterprise level transition to Lean‐Agile methods is to start with an assessment of where you are, where you want to go and options on how to get there that are right for you and your budget.

Lean‐Agile Coaching

While training provides foundational knowledge and is a great jump start, coaching is another effective way to increase the abilities of teams.

Our coaches work with your teams to provide guidance in both the direction your teams need to go and in how to get there.

Coaching provides the knowledge transfer while working on your own problem domain.


Tester

Developer

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IT Management

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Process

Exec Mgmt

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Analyst

Process

Lean Agile Overview for

Leaders

Implementing Lean‐Agile for Your Team

Agility for Managers (if not taking Implementing Lean‐Agile for Your Team)

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For Management

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Management for Scrum Masters

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and Design(if needed)

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A Top 5 CourseA New Course

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Business ‐Management– Lean Online Training– Lean Software Development Overview for

Executives and Management– Lean‐Agile Software Development for Executives

and Directors– Lean‐Agile Software Development for Managers and

Leads– Lean‐Agile Enterprise Release Planning– Lean‐Agile Project Management Certification by Net

ObjectivesTeam Agility

– Implementing Lean‐Agile for Your Team: Using Kanban, Scrumban and Scrum Effectively

– Kanban for Lean‐Agile Teams– Implementing Scrum for Your Team– Lean‐Agile Project Management– The Kanban/Scrumban/Scrum Team Bootcamp– Acceptance Test‐Driven Development– Lean‐Agile Enterprise Release Planning– Lean‐Agile Project Management Certification by Net

Objectives– Advanced Lean‐Agile Project Management for

Scrum Masters– Lean Product champion Certification by Net

Objectives

Technical Agility– Design Patterns for Agile Developers– Sustainable Test‐Driven Development– Emergent Design– Acceptance Test‐Driven Development– Implementing Story Acceptance Tests– Database Agility Online Training– Essential Skills for the Agile Developer– TDD Database Boot Camp– Advanced Software Design– Design Patterns Explained– Lean‐Agile Testing Practices– Effective Object‐Oriented Analysis and Design

More information: www.netobjectives.com/training


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Seeing what matters using the right vision to manage transition - Alan Shalloway

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