transforming your organization to be value focused
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Transforming your organization to be Value FocusedJames Chan & Michelle Templeton / CA Technologies
AMX70E
AGILE MANAGEMENT
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© 2016 CA. All rights reserved. All trademarks referenced herein belong to their respective companies.
The content provided in this CA World 2016 presentation is intended for informational purposes only and does not form any type of warranty. The information provided by a CA partner and/or CA customer has not been reviewed for accuracy by CA.
For Informational Purposes Only Terms of this Presentation
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About Our Speakers
James Chan, CSM, SA, SPCDirector, Technical Presales
CA TechnologiesJames.Chan@ca.com
347–931 -2231
Michelle Templeton, CSPO, SASr. Principal Consultant, Technical Presales
CA TechnologiesMichelle.Templeton@ca.com
678-708-5578
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Last year…Texas Hold’em Strategies
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1. Know when to hold them2. Know when to fold them3. Know when to walk away
And Most Importantly...
Know when to run
4 Key rules
This year…Las Vegas Gaming Strategy and Odds
AMX70E
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Let’s look at some gaming odds
• 49%
• 44.5%
• 48.6%
• 29%
Total number of software projects completed
OnTime, OnBudget with a satisfactory result in 2015. 1
1. Source - The Standish Group 2015 Chaos Report
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21st Century Journey
Sense and Respond to Change
Maximize Business Value
Deliver Value Faster
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Agenda
LET’S TALK ABOUT VALUE
OUR ATTEMPT AT DEFINING VALUE VIA LOCAL OPTIMIZATION
BEERS!
HOW DID WE SCALE?
SYSTEM OPTIMIZATION
AN EXAMPLE
1
2
3
4
5
6
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What is more valuable?
AS THIS MIGHT SUGGEST, VALUE VARIES.
VS.
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What is value?
Importance, worth, or usefulness of somethingPerceived
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What is value-focused?• To pay particular attention
to those things in which you perceive importance, worth, or usefulness
Outcome Oriented• Instead of focusing on
execution for execution’s sake
• Achieving an outcome becomes the core point of focus
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How do we agree on how we focus on value?
• Agreement on objective metric(s)
• Something that binds us above the individual
• Talk about all the activiites that we can do to achieve those metrics• For those that easily tie back to the metrics = value• For those that do not easily tie back to the metrics = non value added
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Agile 101: Multiple Approaches/Methodologies
SCRUM
KANBAN
Product Backlog
Sprint Backlog
Sprint Review Meeting
Release
Sprint 2 Weeks
Sprint Burn DownDaily Meetings
Stack of Requirements Ready to Develop Development Testing/Acceptance Customer
Done Done Done
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“A system must be managed. It will not manage itself. Left to themselves, components become selfish, competitive, independent profit centers, and thus destroy the system … The secret is cooperation between components toward the aim of the organization.” —W. Edwards Deming
Who is this dude?
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Product Focused Frameworks
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The Scaled Agile Framework is a proven, public-facing framework for applying Learn and Agile practices at enterprise scale
The Scaled Agile Framework® (SAFe)
Synchronize alignment, collaboration and delivery
Well-defined in books and now on the Web Scales successfully to large numbers of
practitioners and teams
Core Values:1. Code Quality2. Program Execution3. Alignment4. Transparency
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Coordinating a team of teams▸ Cross-functional teams-of-agile-teams deliver working system
increments every two weeks
▸ Operate with common Vision, architecture and UX guidance
▸ Collaborate, align, and adapt with face-to-face planning and retrospectives
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How do we get alignment?
Local vs System optimization
How do we get everybody’s perception of value to align– Doesn’t have to be perfect– Just has to be close enough to get everybody to willingly participate
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At Some Point the Business Wins
The measuring stick is $$$*– Non-profits and government may have other overall agency goals– But there should still be some hard metric for the entire organization
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To Successfully be a Value-Focused Organization
Need to find the appropriate method for applying your organization’s common currency to your work
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Insights
VALUE
Peo
ple
Flow
Focu
s
Outcomes
MAP (Modern Adaptive PPM) enables system optimization
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VALUEOutcomes
Defining Outcomes
• Outcomes vary depending on your optics in the organization
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Framework for Planning Outcomes
Work NPS Greater Revenue
Deliverables Goals/Outcomes Strategy
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Framework for Planning Outcomes
Strategy
Goals/Outcomes
Deliverables
1.Get an understanding of your company’s strategy
2.Create goals where the outcomes will help move the needle
3.Define deliverables that help achieve those outcomes
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Some thoughts on goals
Source: Doran, G. T. (1981). There's a S.M.A.R.T. way to write management's goals and objectives. Management Review, Volume 70, Issue 11(AMA FORUM), pp. 35–36.
Goal
s/O
bjec
tives
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The 2 Types of Plans
Annual Plan• The main component of managerial finance• Communicate corporate direction externally and internally• Yearly with < quarterly updates• Portfolio Focus is on Selection and Financials
Operational Plan• An optional overlay to execution to manage outcomes• Segments and details the annual and strategic plan internally• Monthly and or weekly • Portfolio Focus is on Delivery and Resources
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A look at the fish bowl…
Finance: How many FTEs do you need?
Operations: That depends. How much
money do I get?
Finance: Well, how much money do you need?
Finance: I’ll give you as much as you think you need.
Operations: That all depends on how much
you’re willing to give me.
Operations: I need as much as you want
to give me.
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Who leads?•Finance drives by looking back•Operational planning sets direction
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Operations needs to lead – Finance needs to guide•Both Operations and finance are needed•Balance needs to be toward operations with finance managing the checks and balance
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VALUE
Focu
s
Outcomes
MAP (Modern Adaptive PPM) enables system optimization
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Goals• Objectives• Timelines• Financials
Projects• Timeline• Resources• Documents• Status…Etc.
Resources•Internal/external•Roles•Capacity•Etc.
Programs•Timelines•Shared Services•Financials•Etc.
Products•Features•Resources•Financials•Etc.
Apps•Resources•Financials•Etc.Services
•Resources•Financials•Etc.
…obviously not a flat list…obviously not just projects
Organization Capabilities
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When your people are focused, your projects really move.
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• Create an inventory of work• Categorize the work• Align the work to outcomes• Prioritize and Sequence the
work
Recommendations for Focus
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VALUE
Flow
Focu
s
Outcomes
MAP (Modern Adaptive PPM) enables system optimization
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Recommendations for flow
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Recommendations for Flow
• Understand your full value stream• Identify your constraints• Limit your WIP - Start finishing, stop
starting
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VALUE
Peo
ple
Flow
Focu
s
Outcomes
MAP (Modern Adaptive PPM) enables system optimization
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Awesome People do Awesome Work
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Recommendations for People• Become coaches• Enable and facilitate process
improvement• Facilitate communication• Help manage the value stream
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Insights
VALUE
Peo
ple
Flow
Focu
s
Outcomes
MAP (Modern Adaptive PPM) enables system optimization
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Insights help the organization continually steer
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Recommendations for Insights• Understand what is valued• Arrive at measurable goals/outcomes• Articulate your value strings• Measure progress• Steer
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Recommended Sessions
SESSION # TITLE DATE/TIME
AMT02S CA PPM Vision & Roadmap 11/16/2016 at 12:45 pm
AMT07S Pleasing customers with portfolio management that is both strategic and agile 11/17/2016 at 4:30 pm
AMT03S Seven elements for strategic portfolio management success: How and why Agile plays a key role in investment strategies and portfolio management.
11/16/2016 at 12:45 pm
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Questions?
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Thank you.
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