AT1 Agile Development Concurrent Session 11/13/2014 10:00 AM
"A Holistic View of Complex Systems and Organizational
Change"
Presented by:
Al Shalloway Net Objectives
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073 888-268-8770 ∙ 904-278-0524 ∙ [email protected] ∙ www.sqe.com
With more than forty years of experience, the founder and CEO of Net Objectives Al Shalloway is an industry thought leader in lean, SAFe, kanban, product portfolio management, Scrum, and agile design. Al helps companies transition enterprise-wide to lean and agile methods, and teaches courses in these areas—one of a handful of SAFe SPC trainers. He is the primary author of Lean-Agile Software Development: Achieving Enterprise Agility, Design Patterns Explained, Lean-Agile Pocket Guide for Scrum Teams, and Essential Skills for the Agile Developer. Cofounder (although no longer affiliated) with Lean Kanban University, Al is a popular speaker at prestigious conferences worldwide.
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Al Shalloway CEO, Net Objectives SPC Trainer
A Holistic View of Complex Systems and Organizational Change
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Al Shalloway [email protected]
@AlShalloway
CEO, Founder
Co-founder of Lean-Systems Society
Co-founder Lean-Kanban University
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Lean Enterprise
Business
Management
Team
ASSESSMENTS CONSULTING
TRAINING COACHING
Lean Management Project Management
Lean for Executives Product Portfolio Management Business Product Owner Product Owner
technical process
Onsite SPC Leading SAFe + with extended topics SAFe Architecture PM/PO
Kanban / Scrum ATDD / TDD / Design Patterns
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Complex systems still have patterns
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different kinds
of predictability
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If you give people more things than they can handle, it will lower both their productivity, and their resolve to do better
If you treat people poorly, they will not work as hard for you as they would otherwise
If you separate people by distance and/or time, their ability to work together will go down
if you reward people based on particular measures, they will work more towards those measures than they will towards what you put those measures in place for
if people ignore principles that effect their work, they will get inferior results than if they attend to them
if people don't have a common vision, they will not work as well together as a team that has a common vision
Some Easy Predictions
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if you don't define your acceptance tests before writing your code you will waste a lot of effort
if you don't attend to code quality, your code will degrade and be harder to maintain and update in the future
if you write for just yourself, your teammates will have trouble understanding your code
if you use archaic names for your code variables, people won't understand your code well
The longer you take between integrations, the longer the integrations will take
if you don't get customer feedback quickly, you will write a lot of code they really don't want (for any number of reasons)
Some More Easy Predictions
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If managers can't see what you are doing, they won't understand what you are doing If managers ask you to do one more thing in your iteration and they don't know your process (or you don't have an explicit one) then when you say you can't squeeze it in they will likely think you just aren't willing to take the extra effort required
Some Predictions About Management
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Systems & Structures Poor systems cause most of our problems
Biggest sources of waste are: • Delays in workflow • Delays in feedback
Consider: • Customers don’t know what they want • What happens when we don’t do test-first
Consider: • Developers and fixing bugs • The delays due to system
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which part of the airplane is responsible for FLIGHT?
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Value Stream Impedance Value Stream Impedance (VSI) is a quantitative measure of the resistance faced by the work in a value stream.
Impedance often creates delays which create more work which creates more delays.
Impedance that slows us down is not as bad as the impedance which creates additional work that we now have to do, work that could have been avoided
Example. The thrashing that takes place when software developed by different teams are integrated.
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Value Stream Impedance Number and size of work in process
People in a value stream not working together
How people are both geographically and managerially located
Sequence work is done in (test-first lowers this)
Too much WIP
Too little automation
Long feedback cycles
The disparity between management structure and the way the real work takes place
contributors to VSI
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Simple – easy cause and effect
Chaotic – small changes can cause big impacts
Complicated – many to many
Complex – more about holistic relationships – not exactly predictable in advance
Types of Systems
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Thinking a System Is Complex Is More About Us
What is complex now may be simple tomorrow.
If we don’t take an holistic view we may have problems.
Few approaches (certainly not Scrum or Kanban Method) takes an holistic view
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Common Organizational Structure
inspired by Dan North, BSC/ADP 2012
Marketing Product Management
Development Support
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What they can manage What they need to manage
Their people • If they are working on
the right things and at the right level
• Their “productivity” The quality of work of their people
Hierarchical
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The Nature of Our Work
Marketing Product Management
Development Support
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We Manage This Way
even though our value flows this way
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What they can manage What they need to manage
Their people • If they are working on
the right things and at the right level
• Their “productivity” The quality of work of their people
Time-to-market Effects of upstream groups on their teams Effects of downstream groups on their teams
Hierarchical vs. Lean Management
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Who is managing the value?
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Time-to-Market
Marketing Product Management
Development Support
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how often does work wait?
Adding Value
Waiting
Adding Value Adding Value
Adding Value
Adding Value Adding Value
What percent of the time is our work moving forward?
How would you know?
No one is managing this in most companies.
Waiting
How much of the time is it waiting for something else to be done?
Wai
tin
g
Adding Value
Adding Value
Adding Value
Adding Value
Waiting
Marketing Product Management
Development Support
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What happens when adding value is delayed?
Between getting requirements and using them?
Between writing a bug and it being detected?
Between two groups getting out of sync?
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The Whole Picture
Marketing Product Management
Development Support
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Legacy Organization: Matrix Resources to Projects
Project 1
Project 2
Project 3
Project 4
Project N
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Let’s Create a Pilot Project
Project 1
Project 2
%
Project 3
Project 4
Project N
Business Analyst, Architect, Usability Expert, Developer, Developer, Tester, Project Manager
Expert
Just creating a cross-functional, co-located team you will improve
3x without changing your process.
While it may be successful as a pilot, it will likely not
be sustainable.
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Getting Requirements
Testing
Programming
Design
Integration
Planning
Collaboration
Re-doing requirements
Working from old requirements
“Fixing” bugs
“Integration” errors
Deployment
Building unneeded features
Overbuilding frameworks
What Work Do You Do?
Training Documentation
Essentially duplicating
components What percentage of your time do you spend on the left? Write it down.
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1. Identify the actions taken in the value stream
Approve Request Reqts Sign Off
Review Deploy
Analysis
Design Code Test
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120 hrs` 280 hrs 240 hrs 8 hrs 2 hrs
1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action?
Approve Request Reqts Sign Off
Review Deploy
Analysis
Design Code Test
0.5 hrs 160 hrs 8 hrs 8 hrs 100 hrs
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120 hrs` 280 hrs 240 hrs 8 hrs 2 hrs
1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things?
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 600 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
0.5 hrs 160 hrs 8 hrs 8 hrs 100 hrs
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80 hrs 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. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions
120 hrs` 280 hrs 240 hrs 8 hrs 2 hrs
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 600 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
0.5 hrs 160 hrs 8 hrs 8 hrs 100 hrs
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80 hrs 320 hrs 80 hrs 320 hrs
80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
120 hrs` 280 hrs 240 hrs 8 hrs 2 hrs
1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required
65% defective Repeat 3X
20% rejected Repeat 1X
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 600 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
0.5 hrs 160 hrs 8 hrs 8 hrs 100 hrs
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1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required 6. Calculate Process Cycle Efficiency:
80 hrs 320 hrs 80 hrs 320 hrs
80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
0.5 hrs 160 hrs 8 hrs 8 hrs
120 hrs` 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
65% defective Repeat 3X
20% rejected Repeat 1X
Avg Time Worked Total Cycle Time
PCE = = 14.9% 509 hrs
3433 hrs
509 hrs
3433 hrs
Avg Time Worked Total Cycle Time
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 600 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
Approve .1 / 7.9 hrs
Request 0.5 / 0.0 hrs
Reqts 60 / 100 hrs
Sign Off 1 / 7 hrs
Review 2 / 0 hrs
Deploy 3 / 5 hrs
Analysis 40 / 60 hrs
Design 40 / 80 hrs
Code 80 / 200 hrs
Test 40 / 200 hrs
0.5 hrs 160 hrs 8 hrs 8 hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs
65% defective Repeat 3X
20% rejected Repeat 1X
80 hrs
80 hrs
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80 hrs 320 hrs 80 hrs 320 hrs
80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
120 hrs` 280 hrs 240 hrs 8 hrs 2 hrs
Approve
0.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 60 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 /200 hrs
65% defective Repeat 3X
20% rejected Repeat 1X
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs
65% defective Repeat 3X
20% rejected Repeat 1X
80 hrs
80 hrs
Eliminating delays between
what you do
Getting better at what you do
Which gives a better return?
0.5 hrs 8 hrs 8 hrs 100 hrs 160 hrs
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here’s a spot!
…and another!
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MAKE
VALUE
FLOW
Enterprise Agility
Business
Management
Team
technical
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BUSINESS AGILITY BUSINESS INCREMENTS PRIORITY AND SEQUENCE RELEASE PLANNING
Business
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The Business wants to Specify what is most important at any given point in time Learn from what is already implemented Learn from changing environment Update and reprioritize requirements
do not build what you do not need!
The Business may know what is valuable but in the beginning they may not know or understand everything involved in achieving it
Business Agility
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Lean-Agile improves time-to-market
MORE BETTER
market share
profit margins
product life time
customer satisfaction
bandwidth to pursue more markets
return on investment
risk investment
LESS
FASTER
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FLOW VALUE STREAM VISUALIZATION IMPEDIMENT IMPACT WORKFLOW AS PROCESS
ACCOUNTABILITY MANAGE (LIMIT) QUEUES VISUAL CONTROLS MANAGE FLOW (PROCESS)
Management
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How Do Iterations Help? • Easier to plan • Better management visibility • Identify problems, avoid and/or correct quicker • Better prediction and certainty
Progress / Status • Track functionality vs. activities • Status / progress are visible… not derived • Individuals, teams, management, and business
all use the same information radiators
Management Agility
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Management Responsibilities • Achieving highest business value (ROI) from the
technology investment (development) • Continually balance demand with capacity • Ensure there is a process
and provide support for the process • Develop and equip people so they can succeed
Management Agility
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TEAM AGILITY SELF ORGANIZATION SPEED OF PRODUCING QUALITY BUSINESS INCREMENTS
Team
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Value Delivery Teams • Cross-functional • Collective ownership • Self-organization
Wins and Losses • Quick wins for morale • Quick losses for corrections
Consistency
Value focus
Visibility
Terminology and roles
Lean-Agile principles, practices, and metrics
Velocity and Business Value delivery capacity
Team Agility
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TECHNICAL AGILITY BEST ENGINEERING PRACTICES
TDD, DESIGN PATTERNS, EMERGENT DESIGN, CONTINUOUS INTEGRATION, REFACTORING
CONTINUOUS IMPROVEMENT
Team
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60%-80%
The right technical perspective saves you Change-tolerant code Good engineering practices Discovering how best to evolve the system driven by Business needs Maintaining scope of system extensions Automating manual testing
of development happens after the first release
Technical Agility
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Portfolios
Programs
Projects
Book of Work Rolling Releases Levels 1, 2, & 3
Program Backlog Releases
Multiple Teams
Product Backlog Iterations
Whole Team
Lean
-Agi
le
Fram
ew
ork
Sc
ale
d A
gile
Fr
ame
wo
rk
LA I
tera
tive
Fr
ame
wo
rk
Executive, Business,
Management, & Team
Business, Management,
& Team
Business & Team Practices
Responsibilities Scale and Scope Toolsets Complexity
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V A L U E S T R E A M O W N E R , B U S I N E S S S P O N S O R , T E C H N O L O G Y S P O N S O R , S T A K E H O L D E R S
TE
AM
P
RO
GR
AM
P
OR
TF
OL
IO
B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y
Input
Define Business capabilities
Create MBIs
Sequence MBIs
Create Features
Assign to Team Backlogs
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BUSINESS PMO PRODUCT MANAGER
B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y
TE
AM
P
RO
GR
AM
P
OR
TF
OL
IO
V A L U E S T R E A M O W N E R , B U S I N E S S S P O N S O R , T E C H N O L O G Y S P O N S O R , S T A K E H O L D E R S
Business Priority
Define Business capabilities
Create MBIs
Sequence MBIs
Create Features
Assign to Team Backlogs
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BUSINESS PMO SYSTEM ARCHITECT
PRODUCT MANAGER ENTERPRISE ARCHITECT
B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y
TE
AM
P
RO
GR
AM
P
OR
TF
OL
IO
Business Planning
Define Business capabilities
Create MBIs
Sequence MBIs
Create Features
Assign to Team Backlogs
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B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y
TE
AM
P
RO
GR
AM
P
OR
TF
OL
IO
Business Staging
BUSINESS PMO SYSTEM ARCHITECT
PRODUCT MANAGER ENTERPRISE ARCHITECT
Define Business capabilities
Create MBIs
Sequence MBIs
Create Features
Assign to Team Backlogs
RELEASE TRAIN ENGINEER
TEAM LEAD
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B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y
TE
AM
P
RO
GR
AM
P
OR
TF
OL
IO
Ready to Pull
BUSINESS PMO SYSTEM ARCHITECT
PRODUCT MANAGER ENTERPRISE ARCHITECT
Define Business capabilities
Create MBIs
Sequence MBIs
Create Features
Assign to Team Backlogs
RELEASE TRAIN ENGINEER
TEAM LEAD
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Al Shalloway email: [email protected] Twitter tag @alshalloway Register at www.netobjectives.com/register for webinar info Lean resources at www.netobjectives.com/lean Tutorials An Introduction to SAFe: The Scaled Agile Framework Mon 8:30-4:30 Design Patterns Explained – From Analysis To Implementation Mon 1-4 Eight Steps to Kanban Tue 8:30-12 Principles and Practices of Lean Software Development Tue 8:30-12 Lean Software Development is for Everyone Wed 4:15-5:15 A Holistic View of Complex Systems and Organizational Change Thu 10-11 Avoiding Over and Under Design Thu 11:30-12:30
Thank You
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Lean Enterprise
Business
Management
Team
ASSESSMENTS CONSULTING
TRAINING COACHING
Lean Management Project Management
Lean for Executives Product Portfolio Management Business Product Owner Product Owner
technical process
Onsite SPC Leading SAFe + with extended topics SAFe Architecture PM/PO
Kanban / Scrum ATDD / TDD / Design Patterns