lean programming

8/22/2019 Lean Programming

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SMSWebinar2010

Wednesday3rdNovember

AchievingEnterpriseScaleAgilitywithLean

P.GrantRule

[email protected]

ManagingDirector,SMSExemplarGroup,SpecialistsinEffecFveSystemsPerformance

www.smsexemplar.com

YourWebinarHost

AlanShalloway

[email protected]

CEO,NetObjecFves

www.netobjecFves.com

WebinarPresenter


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[email protected]

@alshalloway


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Enterprise Agility

Lean thinking

The Big Picture

Where to start

Summary

AgendaAgenda


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thinkingpoints

1. Enterprise Agility2. Lean thinking3. The Big Picture4. Where to start5. Summary

The business case for agility

Product portfolio management


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Agility of entireorganizations

Requires team agility

Enterprise AgilityEnterprise Agility


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First Release

InvestmentPeriod PaybackPeriod ProfitPeriod

Breakeven

Economics of Responsiveness

from Denne and Cleland-Huang. Software by Numbers

Cashflow

Time


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Staged Releases

First

Release

Invest-

ment

Period

Profit

Period

Pay-

back

Period

Second

Release

Invest-

ment

Period

Pay-

back

Period

Breakeven

Point

Release 2 Net Return

Cashflow

Time

Release 1 Net Return


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Profit

Period

Investment

Invest-

ment

Period

Pay-

back

Period

Breakeven

Point

Staged Releases

Total Return

Cashflow

Time


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Cashflow

Breakeven

SingleRelease

First ReleaseFirst Release

Time

StagedReleases

Increased Profit


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Minimal MarketableFeatures

Can try out new ideas

Get revenue faster

Greater scheduling flexibility


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focusing on the known, valuable features

gives greater certainty

produces greater value

lowers risk of mis-building and over-building

Deliver

in Stages when possible


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PARETO

Businessvalue

realized

releas

e

releas

e

releas

e

releas

e


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MINIMUM BUILD RELEASE

Businessvalue

realized

Time

releas

e

releas

e


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WATERFALL?

Businessvalue

realized

Time

releas

e


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BLEND

Businessvalue

realized

Time

releas

e

releas

e

releas

e


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thinkingpoints


Attending to time

The Value Stream


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Lean Principle

Idea to Delivery

Support &Feedback

ProjectApproval

ProjectStaffing

ProjectDevelopment

ProjectDeploy-

ment

VisioningSupport &Feedback

ProjectDevelopment

ProjectDeployment

ProjectApproval

ProjectStaffing

Visioning

Lean Principle

$$$ Cost$$$ CostLean Principle

Opportunity CostOpportunity Cost


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BUSINESS VALUE

PIPELINE

Selecting what to work on Developing It

Give Feedback


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Support

Customers

Shared

Components

Shared

Components

ProductRelated

ProductRelated

Development

Customer

ProductManagers

BusinessLeaders

RegionalCoordinators

Trainers&Educators

ProductChampion(s)BusinessCapabilities

SoftwareRelease

SoftwareProduct

NewRequirements

ConsumpFon

Concept

Managemen

t


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1. Identify the actions taken in the value stream1. Identify the actions taken in the value stream

Approve

Request ReqtsSignOff

Review Deploy

Analysis

Design Code Test


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0.5 hrs 160 hrs8 hrs 8 hrs

120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs

Approve

Request ReqtsSignOff

Review Deploy

Analysis

Design Code Test

1. Identify the actions taken in the value stream

2. Calculate calendar time for each action2. Calculate calendar time for each action


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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

SignOff

1 hr avg

Review2 hrs avg

Deploy3 hrs avg

Analysis40 hrs avg

Design40 hrs avg

Code80 hrs avg

Test40 hrs avg


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


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Approve

.1 hr avg

Request0.5 hr avg

Reqts60 hrs avg

SignOff

1 hr avg

Review2 hrs avg

Deploy3 hrs avg

Analysis40 hrs avg

Design40 hrs avg

Code80 hrs avg

Test40 hrs avg

320 hrs 80 hrs 320 hrs 80 hrs

80 hrs



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

4. Identify time between actions4. Identify time between actions


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November3,10

Approve

.1 hr avg

Request0.5 hr avg

Reqts60 hrs avg

SignOff

1 hr avg

Review2 hrs avg

Deploy3 hrs avg

Analysis40 hrs avg

Design40 hrs avg

Code80 hrs avg

Test40 hrs avg





4. Identify time between actions

5. Identify any loop backs required5. Identify any loop backs required

80 hrs

65% defective

Repeat 3X

20% rejected

Repeat 1X


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4. Identify time between actions5. Identify any loop backs required

6. Calculate Process Cycle Efficiency:6. Calculate Process Cycle Efficiency:AvgAvg Time WorkedTime Worked

Total Cycle TimeTotal Cycle Time

Approve

.1 hr avg

Request0.5 hr avg

Reqts60 hrs avg

SignOff

1 hr avg

Review2 hrs avg

Deploy3 hrs avg

Analysis40 hrs avg

Design40 hrs avg

Code80 hrs avg

Test40 hrs avg



65% defective

Repeat 3X

20% rejected

Repeat 1X

80 hrs

PCE = = 14.9%PCE = = 14.9%509 hrs509 hrs

3433 hrs3433 hrs


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Approve

.1 hr avg

Request0.5 hr avg

Reqts60 hrs avg

SignOff

1 hr avg

Review2 hrs avg

Deploy3 hrs avg

Analysis40 hrs avg

Design40 hrs avg

Code80 hrs avg

Test40 hrs avg



65% defective

Repeat 3X

20% rejected

Repeat 1X

80 hrs

PCE = = 14.9%PCE = = 14.9%509 hrs509 hrs

3433 hrs3433 hrs


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Approve

.1 hr avg

Request0.5 hr avg

Reqts60 hrs avg

SignOff

1 hr avg

Review2 hrs avg

Deploy3 hrs avg

Analysis40 hrs avg

Design40 hrs avg

Code80 hrs avg

Test40 hrs avg


120 hrs 280hrs 240hrs

100 hrs

8 hrs2 hrs



65% defective

Repeat 3X

20% rejected

Repeat 1X

80 hrs

PCE = = 14.9%PCE = = 14.9%509 hrs509 hrs

3433 hrs3433 hrs

Time to Market

The Core LeanMetric

cycle time


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he ales Value tream

At start

Sales: Sell fast!

Devs: Deployment problems

Afterwards

Sales focus: # of successful

deployments

Customers happier

20% dev team improvementw/o touching dev teams

Development

Deployment

Sales


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Which gives a better return?


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6. Calculate Process Cycle Efficiency:6. Calculate Process Cycle Efficiency:

Approve

.1 hr avg

Request0.5 hr avg

Reqts60 hrs avg

SignOff

1 hr avg

Review2 hrs avg

Deploy3 hrs avg

Analysis40 hrs avg

Design40 hrs avg

Code80 hrs avg

Test40 hrs avg



65% defective

Repeat 3X

20% rejected

Repeat 1X

80 hrs

Approve.1 hr avg

Request0.5 hr avg

Reqts60 hrs avg

Sign Off1 hr avg

Review2 hrs avg

Deploy3 hrs avg

Analysis40 hrs avg

Design40 hrs avg

Code80 hrs avg

Test40 hrs avg

AvgAvg Time WorkedTime Worked



120 hrs 280hrs 240hrs

100 hrs

8 hrs2 hrs


160 hrs 80 hrs 80 hrs

65% defectiveRepeat 3X

20% rejectedRepeat 1X

80 hrs

80 hrs

PCE = = 14.9%PCE = = 14.9%509 hrs509 hrs

3433 hrs3433 hrs

509 hrs509 hrs

3433 hrs3433 hrs

AvgAvg Time WorkedTime WorkedTotal Cycle TimeTotal Cycle Time


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Now What?

a ue treama ue ream


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when do you

know

you have allthe pieces?


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thinkingpoints


Team agility is only part of thepicture

Big picture thinking is possible inAgile

Failure modes of team agile

What to attend to


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TeamPro

cess


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Pareto vs

Parkinsons


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75% of organizations using Scrumwill not succeed

in getting the benefits that they hope forfrom it.

Ken Schwaber

www.agilecollab.com/interview-with-ken-schwaber


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WhY?


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but the wrong problem

Maybe weve got the right solution


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Why Scaling DoesnWhy Scaling Doesnt Workt Work

Starts at team levelMay not be your problem.

Providing customer and business

value is #1.

Incomplete focus

What works at the team level isnot what is needed at

management and business level.

Lacks common visionNeed a common vision across the

entire organization; development

teams view does not provide this.


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egacy rgan za on:

Matrix Resources to Projects

Project1

Project2

Project3

Project4

ProjectN

C


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Lets Create a Pilot Project

Project1

Project2

%

Project3

Project4

ProjectN

BusinessAnalyst,Architect,UsabilityExpert,

Developer,Developer,Tester,Project

ManagerExpert

Experiencehasshownthatifyou

createacrossfuncFonalco

locatedteamyouwillimprove3x

withoutchangingyourprocess.


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Proper selection & sizingof projects

Agile teams

Coordination of teams Visibility

WhatWhats Requireds Required


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MAKE

VALUE

FLOW

technic

al


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MAKEMAKEINCREMENTAL

DELIVERY

CREATIVELY SOLVINGTHEIR PROBLEMS

QUALITY BUILT IN

technic

al


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technic

al

VALUEVALUEPRIORITIZATIONBUSINESS

ITERATIONS

RELEASE PLANNING


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FLOW

VALUE STREAMVISUALIZATION

IMPEDIMENT IMPACT

WORKFLOW AS PROCESS

technic

al

WITH

ACCOUNTABILITYMANAGE (LIMIT)

QUEUES

VISUAL CONTROLS

MANAGE FLOW


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thinkingpoints

1. Enterprise Agility2. Lean Thinking3. The Big Picture4. Where to start

5. Summary

Look at the value stream to decide One part affects others


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Where Should

You Start YourTransition to

Agile?

It Depends


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See what yourimpediments are

Address them

Dont look just where thelight is better

What to DoWhat to Do


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delay

delay

ss toomanyprojectstoomanyprojects

exceedingcap

acityexceed

ingcapacity

defect

sdef

ects

thrashingthrashing


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ProductManagers

BusinessLeaders

RegionalCoordinators

Trainers&Educators

Customers

ProductChampion(s)

SharedComponents

SharedComponents

ProductRelatedProductRelated

ProductRelated

SoftwareRelease

SoftwareProduct

NewRequirements

Capabilities

Development

Support

CustomerBusiness

Product Portfolio Management

Managing hereCan

reduce

induced

waste here

Management

ConsumpFon

Concept


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thinkingpoints

1. Enterprise Agility2. Lean thinking3. The Big Picture4. Where to Start

5. Summary

Speed to Market Metrics

Visibility Predictability


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Improve your pre-cognitive abilities

Lower the variation in

your efficiency

PredictabilityPredictability


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copyright 2010 Net Objectives Inc.

Thank You &Thank You &

Questions!Questions!Register atwww.netobjectives.com/register

Contact me at [email protected]

Twitter tag @alshalloway

Download the recording from the webinar archive at:www.smsexemplar.com/library/webinars


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Events

6thDec:MakingtheBusinessCaseforChange,1dayworkshop,London

9thDec:DemysFfyingLean,Agile&Kanban,1dayseminar,London

TbcJan:SMSWebbasedtraining:BasicsofAgileProjectManagement

NetObjecFvesLeanAgileProjectManagement3daycourse,London

23rd25thMarch2011

Info:[email protected]

www.smsexemplar.com


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ASSESSMENTS

CONSULTING

TRAININGCOACHING

Lean for

Executives

Product Portfolio

Management

Lean Management

ProjectManagement

Kanban / ScrumATDD / TDD / Design Patterns

process technical

lean programming

Documents