why achieving agile at scale requires more than team ... · ops & support customers shared...

copyright (c) Net Objectives, Inc. All Rights Reserved.

3 June 2014

1

Al ShallowayCEO, Net ObjectivesSPC Trainer

Why Achieving Agile at Scale Requires More Than Team & Evolutionary-based Approaches

© Copyright Net Objectives, Inc. All Rights Reserved 2

Al [email protected]

@AlShalloway

CEO, Founder

co‐founder of Lean‐Systems Societyco‐founder Lean‐Kanban University


3 June 2014

2


Lean Enterprise

Lean Enterprise

BusinessBusiness

ManagementManagement

TeamTeam

ASSESSMENTS

CONSULTINGTRAININGCOACHING

Lean ManagementProject Management

Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner

technicaltechnical processprocess

Onsite SPC Leading SAFe+ with extended topicsSAFe ArchitecturePM/PO

Kanban / Scrum ATDD / TDD / Design Patterns


1.NEED FOR HOLISTIC VIEW2.MINDSET

3. CAN LOCAL CHANGES DO IT?4. TRANSITIONS5. HIGH LEVEL APPROACH6. SUMMARY

AGENDA


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We Manage This Way

even though our value flows this way


Ops & Support

Customers

Shared Components

Shared Components

Product Related

Product Related

Product Related

SoftwareRelease

NewRequirements

Development

CustomerProduct Managers

Business LeadersRegional Coordinators

Trainers & Educators

Product Champion(s)

Capabilities

BusinessConsumptionConsumption

ConceptConcept

SoftwareProduct

The Software Development Value Stream


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Ops & Support

Customers

Shared Components

Shared Components

Product Related

Product Related

Product Related

SoftwareRelease

SoftwareProduct

NewRequirements

Development

CustomerProduct Managers



Product Champion(s)

Capabilities

BusinessConsumptionConsumption

ConceptConceptNot Using MBIs

Doesn’t Do Doesn’t Do IncrementalDevelopment

Not Involved During Build

Not Involved

Poor Engineering Practices

Too Many Selected

No Big Picture

How Blockages Occur in Value Stream


The Scrum Model… reflects reality for one product and one team

Product Owner

Development Team & SM


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Product Owners Application

Development teams & SMs

Stakeholders for multiple programs

Component Teams


Integration Team

Business Stakeholders

Development Teams

Inter‐team dynamics are quite different from intra‐team dynamics


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First Order Solution


Leaves Several Problems

How do we handle dependencies?

How do we handle product portfolio management?

How do we feed the teams?

How do we best integrate?

What do we do with those that don’t

quite fit the model?


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Lean Changes Our ViewTells us to look at the workflow, not the people

We can’t manage it if we don’t see it

Managing indirectly is not as powerful as managing it directly


The Ideal Scrum Solution


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Why is this so Hard to Achieve?

Ignoring that it may be difficult to have one team build the entire product, there is still the problem of sharing particular people.


Scrum is often a good start to spin up Agile teams

…it is not necessarily a good start at achieving Agility across an organization

but in any event, you can leverage your investment


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1. NEED FOR HOLISTIC VIEW2.MINDSET


AGENDA


tog evaheW

sdrawkcabti

-edispudna

.nwod

We have got

it backwards

and upside-

down.


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MindsetSystems Thinking

Complex systems

Drive from business value

Just‐in‐time

Autonomation


Frees up the people to get their job done.

They are intrinsically motivated but need a quality eco‐system to do their job well.

Focus on the workflow


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visualize the work being done so you can reduce delays in the workflow to increase efficiency

The essence of Lean‐Flow management


Improper team structure

Improper workflow

Not focusing on MBIs / MMFs

Not appreciating the cost of delay

Complexity

Lack of overall view on projects requiring more than one team

Other Causes of Delay?


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ComplexityIt does not mean we can’t understand what is happening

It means we can’t focus on a part of the system and expect consistent results.


which part of the

airplane is

responsible for

FLIGHT?


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visualize the work being done so you can reduce delays in the workflow to increase efficiency

The essence of Lean‐Flow management


Quality means…Improved workflow

Quality code


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AGILE provides framework and practices for producing increments of functionality

LEAN provides principles and practices which enable defining and prioritizing increments of highest business value

Input Business

PriorityBusinessPlanning

Business Staging

Ready to Pull

Iteration

0

IterativeDevelopment

IncrementalDeployment

Support & Feedback

LEAN KANBANKANBAN ITERATIVE AGILEITERATIVE AGILE




AGENDA


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The Value StreamThe workflow which takes a concept from idea through consumption.

It is usually not linear.

People usually work in multiple value streams.


The “Sales” Value StreamAt start

Sales: Sell fast!

Devs: Deployment problems

Afterwards

Sales focus: # of successful deployments

Customers happier

20% dev team improvement w/o touching dev teams

Development

Deployment

Sales


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too many projectsprojects too large

value delivered too late

the more we pushthe more we fall behind


Support

Customers

Shared Components

Shared Components

Product Related

Product Related

Development

Product Managers



Product Champion(s)BusinessCapabilities

SoftwareRelease

SoftwareProduct

NewRequirements

Customer

Lean‐Agile

ConsumptionConsumption

ConceptConcept

Managing Managing here

Reduces induced

waste here

Product Portfolio Management

Consider the Software Value Stream


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When an organization starts at the team level, the teams learn local optimizations which they later have to give up when they consider the entire value stream.

When an organization starts with the whole in mind, the teams improve as much as they can within this larger context.

Bottom up? Holistic? Consider …


In business, everything is simple but the simplest thing is difficult. Taking action involves movement in a resistant medium.

– Clausewitz


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Resistance is caused by Friction

the totality of uncertainties, errors, accidents, technical difficulties, the unforeseen and their effect on decisions, morale, and actions

Friction is inherent and universal


Value Stream ImpedanceValue 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 ImpedanceNumber 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




AGENDA


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T E L L I N G P E O P L E “ J U S T D O I T ”J U S T D O E S N ’ T D O I T


Resistance is not to change.

In practice, all systems do insist on exercising their own creativity. They never accept imposed solutions, pre‐determined designs, or well‐articulated plans that have been generated somewhere else.

Too often, we interpret their refusal as resistance. We say that people innately resist change.

But the resistance we experience from others is not to change itself. It is to the particular process of change that believes in imposition rather than creation. It is the resistance of a living system to being treated as a non‐living thing.

It is an assertion of the system’s right to create. It is life insisting on its primary responsibility to create itself.

A Simpler Way. Margaret Wheatley & Myron Kellner‐Rogers


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The ideal rate of change depends on the ability of the organization to change

Ability to change

Amount of change attempted


Framework/Method MyopiaFrameworks and methods don’t preclude others theoretically

But focusing on one thing precludes others in practice

Scrum tends to preclude flow, explicit policies, management (doesn’t have to, but often does)

LKU Kanban tends to preclude teams (doesn’t have to, but often does)


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3. CAN LOCAL CHANGES DO IT?4. TRANSITIONS5.HIGH LEVEL APPROACH6. SUMMARY

AGENDA


Focus on Value

Capacity Allocation

Efficient Implementation• Collaboration (teams)

• Short cycle times

Quality Code

High Level Actions


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The Joiner Triangle

from Fourth Generation Management, Brian Joiner

Scientific Approach

All One Team

Quality


Management has a key roleI find it odd that many in the Lean/Agile/Kanban community have ranted against poor management decisions (waterfall, off‐shoring, splitting up developers and testers, etc.) and yet insist that management shouldn’t make any future unilateral decisions that undo these.

If they’ve said to do something that’s bad, isn’t them recanting on it and creating better organizational structures a step in the right direction? I think so.

And if they can undo bad ones, isn’t it possible they can actually make good ones… ones that enable teams to be more self‐organizing?

Al Shalloway


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Lean‐KanbanDecrease the batch size of work by attending to the core value needed

Limit the amount of work hitting the team to match their overall capacity

Attempt to create teams to the extent possible

Improve the order of the workflow (ATDD, continuous integration, …)

Implement a Kanban Systemtranslated for software development


Many Ways to Achieve Teams

Cross‐functional teams a la Scrum

Core extended teams

Project–based teams (mix core + component)

Dynamic Feature Teams


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ATDD and BDD are more about workflow order than they are about testing

Teams provide ability to easily change the order

Workflow Order




AGENDA


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© Copyright Net Objectives, Inc. All Rights Reserved 51© Copyright Net Objectives, Inc. All Rights Reserved

Must consider the whole

Attend to time (concept to consumption)

Quality, quality, quality

Framework myopia

lessons of complexity and systems thinking


Questionsemail: [email protected]: @alshalloway

SAFe Course08 July Leading SAFe with Net Objectives Extended Topics

Webinar23 June What is Required at Scale?

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