full cycle traceability via a product portfolio kanban
DESCRIPTION
For large enterprises, successful Lean-Kanban development teams produce a huge amount of strain on the organization. The fast cycle time and rapid pace of change exposes dysfunctions in surrounding departments and exacerbates the need for traceability of requirements through the entire flow. In this presentation, we will show a practical application of a Product Portfolio Kanban to achieve the following:* Executive visibility into the product development flow* Strategic allocation and botteneck avoidance* Full cycle mapping of delivered functionality back to requirements and revenue targets* Results-based prioritizationTRANSCRIPT
Lean Software & Systems 2011
Full Cycle Traceability via a Product Portfolio Kanban Stephen Chin, Erik Huddleston, Israel Gat & Walter Bodwell
LSSC 2011 The Presentation Team
¡ Stephen Chin
Chief Agile Methodologist at GXS
¡ Israel Gat
Director, Agile Product & Project Management Practice at Cutter Consortium
¡ Walter Bodwell
CEO at Planigle, LLC
¡ Erik Huddleston
Chief Technology Officer at Dachis Group
@steveonjava @agile_exec
@wbodwell @ehuddleston
Development in the Fast Lane
http://commons.wikimedia.org/wiki/File:Shinkansen_tokyo.jpg
Development in the Fast Lane
http://commons.wikimedia.org/wiki/File:Shinkansen_tokyo.jpg
¡ Dramatic Productivity Increases
Development in the Fast Lane
http://commons.wikimedia.org/wiki/File:Shinkansen_tokyo.jpg
¡ Dramatic Productivity Increases
¡ Engineering Time Reduction
Source: David Joyce; Kanban Results Part 3; Lean and Kanban; November 4 2009
Development in the Fast Lane
http://commons.wikimedia.org/wiki/File:Shinkansen_tokyo.jpg
¡ Dramatic Productivity Increases
¡ Engineering Time Reduction
¡ Increased Release Frequency
Source: David Joyce; Kanban Results ; Lean and Kanban; October 24 2009
Marketing Caught in a Tornado A new release is out before the Marketing campaign on the previous release has even started.
http://commons.wikimedia.org/wiki/File:F5_tornado_Elie_Manitoba_2007.jpg
Product Management is Swept Away Product Management can’t keep up with the deluge of stories being developed by the teams.
Support Can’t Support… Customers ask about new features that Support had no idea even existed.
http://www.flickr.com/photos/evilerin/3796279865/
Change Manager Meltdown Change managers used to processing 50 changes per month get 900 changes constantly.
Professional Services Tremors The software changes faster than a new customer implementation can be completed.
http://commons.wikimedia.org/wiki/File:Chuetsu_earthquake-earthquake_liquefaction1.jpg
Unstoppable Prospect Fires Sales has no input into prioritization, so every sales deal becomes a fire drill.
http://www.flickr.com/photos/38449766@N03/3602195819/
Product Management
Sales Marketing
Operations
Support Professional
Services
Development
What is wrong with this picture?
http://commons.wikimedia.org/wiki/File:Train_wreck_at_Montparnasse_1895.jpg
The Secret Sauce – Kanban Why not apply the same Lean/Kanban principles that work on the teams to solve the organizational traceability problem?
http://www.flickr.com/photos/orcmid/3880057716/
LSSC 2011
Adapting Kanban to Portfolio Planning • Hierarchical Requirements
• Stakeholder based investment themes and business case management
• Theme-based Prioritization • Provide executive control and visibility into resource
constraints
• Dynamic Allocations • Reallocate resource on the fly to prevent blockages
• Upstream and Downstream WIP Limits • Surface hidden constraints that exist throughout the
organization
LSSC 2011
Hierarchical Requirements
Investment Themes
Epics
Features
Stories
LSSC 2011
Theme-based Prioritization
Allocate Prioritize Team Draft
LSSC 2011
Operations Product Management Development
Sales Marketing
Support Professional Services
Proposed
Enable Adopt Validate
Enable Adopt Validate
Bottleneck
Roadmap Schedule Develop Deploy
Full Cycle Traceability
LSSC 2011
20
¡ Propose ¡ Biz Case
¡ Roadmap ¡ Long Term Roadmap
¡ Schedule ¡ Committed Roadmap
¡ Develop ¡ Software development method in
use
¡ Deploy ¡ Release Management
¡ Enable ¡ Collateral, Training
¡ Adopt ¡ Marketing
¡ Usage
WL
WL
WL
WL
WL
WIP Limits
Kanban Stages
Capacity based
WIP limits
Item/slot based
WIP limits
Product Portfolio Kanban
¡ Benefits:
• Alleviate the “Agile Train Wreck” and Achieve Flow
• Expose and Route Around Political Roadblocks and Priority Alignment
• Focus Organizational Value Return
Stratus – An LSSC Success Story • Internal planning tool developed at GXS (formerly Inovis) • Open-sourced for LSSC 2010 • Adopted by Rally Software • Under active development by JavaFX guru, Jim Weaver • Available in private beta
• Contact Catherine Conner <[email protected]>
http://www.flickr.com/photos/gsfc/3660169591/
LSSC 2011 Moving the Needle ¡ Apply these practices at your own organization –
you don’t need fancy tools (although they can help)
¡ Let us know what is working in your organization – this is what has worked for us, your experience may differ
¡ Blog and talk about your results…
Chad Holdorf @chadholdorf
Check out my Scaled #Agile Portfolio Planning video http://bit.ly/eirKR0.
Thanks for Attending!
@steveonjava @agile_exec @wbodwell @ehuddleston
Lean Software & Systems 2011