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product development in the land of the free
the test-driven organization 24-Sep-10
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Simon Baker Twitter - @energizr Skype - simon.energizr [email protected]
Gus Power Twitter - @guspower Skype - gus.j.power [email protected]
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Twitter:
#landofthefree #lkbe10
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http://www.energizedwork.com/ sessions/landofthefree
Session stuff at:
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Our purpose is to get and keep customers
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Delight our customers
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the goal is to make money - Goldratt
‘‘
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Business Sponsor
Managing Director
The Product
Integrators
Support
Operations
Subscribers
Editors
Program Management
Channel Producers
Sales
Brand
Marketing
CTO
USERS
STAKEHOLDERS CUSTOMERS
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Understand demand Common goals Consensus on priorities
Balanced delivery
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2000 2002 2004 2006 2008
20
40
60
80
100
0
%
Failed and marginal projects – Standish Report, Chaos Data
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Scala
Eclipse Scrumban
Scrum
Backlog
Groovy on Grails
Pomodoro Technique
Domain-driven design
Continuous Integration
Flow
UML
Ruby on Rails
Feature Injection
REST
Visual Studio
Kanban
.NET
Dependency Injection
Acceptance test-driven
development
IntelliJ
XML
Theory of Constraints
Lean Thinking
Visualization
BDD
Agile
Extreme Programming
User Stories
Systems Thinking
SoA
jQuery
Pair Programming
TDD
Continuous Improvement
Automation
Selenium Spock
jUnit
Iterative Development
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Doing the right thing isn’t getting easier
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Information Architecture
Disaster Recovery
Business Planning
Systems Administration
Project Management
Architecture
Usability Testing
Graphics Design
User Acceptance
Branding
SEO
Regulatory Compliance Marketing
Analysis
Budgeting
Software Development
Testing
Support
Sales Interaction
Design
Capacity Planning
Business Intelligence
Legal
Training
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Organizations are over-organized
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Centralization comes at the cost of complexity
Marketing Sales Design Build Test Support
PRODUCT
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PRODUCT
Making good decisions is difficult if we can’t see
Edicts Targets
Local optimizations
Limited view of the product
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Too complicated
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TOO
HARD
Dealing with the real"problems is avoided
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Successful projects by size – Standish Report, Chaos Data
< $750K $750K – 1.5M
$1M – 3M $6 – 10M > $10M
20
40
60
80
100
0
%
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It is better to fail conventionally, than to succeed unconventionally
- John Maynard Keynes
‘‘
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Content Delivery Capability
Sales
Business Direction
Users
PRODUCT STREAM
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Way of working
Effectiveness
Transformative change to a better place to start from
Small improvements may only improve the system to a point
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Find a lever by seizing a crisis or by creating one
- Lean Thinking, Womack and Jones
‘‘
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Understand the system
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Acknowledge the crisis Speak plainly Provide options
Executive readiness
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Make a joint commitment Build executive confidence
Executive partnership
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Setup quickly
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Do something that can’t be ignored
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Forget grand strategy for the moment
- Lean Thinking, Womack and Jones
‘‘
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Produce immediate results
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Protect flow
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Changing process and structure without changing the way people think is just posturing
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Everyone thinks of changing the world, but no-one thinks of changing himself
- Leo Tolstoy
‘‘
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Are our customers delighted? Are we getting better?
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Continually rediscover our customers
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Measure how we’re doing Visualize data Analyze results
Learn
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CTO Sponsor Editors Channels PM
23/1
0
30/1
0
06/1
1
13/1
1
20/1
1
27/1
1
04/1
2
11/1
2
18/1
2
24/1
2
08/0
1
15/0
1
22/0
1
29/0
1
05/0
2
12/0
2
19/0
2
26/0
2
04/0
3
11/0
3
18/0
3
25/0
3
01/0
4
08/0
4
15/0
4
22/0
4
29/0
4
06/0
5
13/0
5
20/0
5
27/0
5
03/0
6
10/0
6
17/0
6
24/0
6
01/0
7
08/0
7
15/0
7
22/0
7
29/0
7
05/0
8
12/0
8
19/0
8
26/0
8
02/0
9
Mood of the Customers
Positive Meh Negative
Customer mood
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Usage example
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
02/01 09/01
Uniques
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
J A
Page Views
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Profit and loss
-1,000,000
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
£
[ Accumulated ] Profit, Revenue and Capacity Cost
Capacity Cost Profit Revenue
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Flow and cycle time
0
5
10
15
20
25
30
35
40
23/1
0 30
/10
06/1
1 13
/11
20/1
1 27
/11
04/1
2 11
/12
18/1
2 25
/12
01/0
1 08
/01
15/0
1 22
/01
29/0
1 05
/02
12/0
2 19
/02
26/0
2 04
/03
11/0
3 18
/03
25/0
3 01
/04
08/0
4 15
/04
22/0
4 29
/04
06/0
5 13
/05
20/0
5 27
/05
03/0
6 10
/06
17/0
6 24
/06
01/0
7 08
/07
15/0
7 22
/07
29/0
7 05
/08
12/0
8 19
/08
26/0
8 02
/09
Day
s
Average Cycle Time [ Per Week ]
0
20
40
60
80
100
120
140
23/1
0 30
/10
06/1
1 13
/11
20/1
1 27
/11
04/1
2 11
/12
18/1
2 24
/12
08/0
1 15
/01
22/0
1 29
/01
05/0
2 12
/02
19/0
2 26
/02
04/0
3 11
/03
18/0
3 25
/03
01/0
4 08
/04
15/0
4 22
/04
29/0
4 06
/05
13/0
5 20
/05
27/0
5 03
/06
10/0
6 17
/06
24/0
6 01
/07
08/0
7 15
/07
22/0
7 29
/07
05/0
8 12
/08
19/0
8 26
/08
02/0
9
Sto
ries
Flow [ Per Week ]
THROUGHPUT INVENTORY STARTED READY TO START PREPARED
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Cost of inventory and wip
0
50
100 Inventory [ Per Week ]
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
23/1
0 30
/10
06/1
1 13
/11
20/1
1 27
/11
04/1
2 11
/12
18/1
2 24
/12
08/0
1 15
/01
22/0
1 29
/01
05/0
2 12
/02
19/0
2 26
/02
04/0
3 11
/03
18/0
3 25
/03
01/0
4 08
/04
15/0
4 22
/04
29/0
4 06
/05
13/0
5 20
/05
27/0
5 03
/06
10/0
6 17
/06
24/0
6 01
/07
08/0
7 15
/07
22/0
7 29
/07
05/0
8 12
/08
19/0
8 26
/08
02/0
9
£
Total Sleeping Money
Inventory Started WIP Ready to Start WIP Prepared WIP
0
5
10
15
20
25
Sto
ries
WIP [ Per Week ]
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Effectiveness
-30
-20
-10
0
10 Rework [ Per Week ]
Repaid Debt Fixed Defects Debt Defects
0%
20%
40%
60%
80%
100%
Effectiveness [ Per Week ]
0
20
40
60
80
100
120
Sto
ries
Throughput [ Per Week ]
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The purpose of analysis is to give us insight
- Understanding Variation, Wheeler
‘‘
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Improve the system Distort the system Distort the data
Targets drive the wrong behaviors
- John Seddon
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As soon as you’ve got momentum expand your focus
- Lean Thinking, Womack and Jones
‘‘
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Battleship Service Journeyman
Product streams
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Manage the portfolio as a system of products
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Program Management
Change Agency
Financial Control
Business Direction
PRODUCT HUB
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Purpose is to improve the portfolio’s performance by helping product streams improve their operational and financial effectiveness
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Focus on the flow of value to customers, the delivery of quality and the elimination of waste
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Create a safe environment for people to experiment and learn
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The curse of enterprise thinking
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Test-drive the organization
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See the status quo and break with tradition
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Make an enemy of complexity
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Measure the work from the customers’ point of view
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http://www.energizedwork.com/ sessions/landofthefree
Session stuff at:
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