sparking mission agility with end to end value stream teams · …extended to value stream teams...
TRANSCRIPT
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Sparking Mission Agility withEnd to End
Value Stream Teams
• Change Agent
• Experience: 25 years industry, 20 years of Agile/Lean
• Specialties: Agile, Lean, Innovation
• Practitioner, consultant, trainer, author, speaker and
community organizer
• Host AgileToolkit Podcast
• @AgileToolkit Twitter
• Chair, AgileDC Conference
• 202-903-6854
About Me – Bob Payne
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Three Essential Shifts – Left, Right and Up
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3To truly enable end-to-end agility, adopt the sparks and incrementally shift your organization to Agile.
1. Shift left with Agile Business Units
2. Shift right with DevOps
3. Shift up with Leadership and Scaling
The Essential Business Agility Sparks
Business Agility Sparks™, Agile Value Management Office™ and AVMO™ are trademarks of LitheSpeed LLC
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Mission Agility: Flow, Feedback and Continuous Learning
IDEA DELIVERY Mission OUTCOME
MEASURE AND LEARN
How fast can we learn and improve?
“Successful organizations are able to pivot and implement quickly in order to achieve competitive advantage.” - Steve Denning via PMI Pulse of the Profession 2015
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Problem: Current organization and process not responsive enough
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• Long, linear process• Unidirectional information flow• Large, infrequent deliveries• Silo-ed interactions, many handoffs, lack of integration• Unclear product ownership• Planning is inflexible and is tied to a rigid annual funding cycle
…Extended to Value Stream Teams
Seamless delivery
Effortless point of
sale
Flexible viewing
channels
• Set up end-to-end team focused on value streams
• Each value stream has all/most of the functions necessary to deliver value to end users
Each value stream has:• Product Management/Owners• User Experience• Discovery/Refinement/Delivery• Run Support• Prototyping R&D• Digital Measurement support
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Standing Teams Ecosystem
Credit: David Blair, USCIS
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• Average Revenue per User
• Customer Lifetime Value
• Daily/Monthly Active Users
• Average Session Time
• % Change in Customer Volume
• Feature Metrics
• Development Lead Time
• Idle Time
• Cycle Time
• Work in Progress-Technical Debt
• Rework
• Idle Time
• MTTD
• Defects
• Deployment Lead Time
• MTTR
• % of Failed Deployments
• Deployment frequency, duration
• MTTR
• Performance -Response Time
• Availability
• Security Pass Rate
• Customer Ticket Volume
• Net Promoter Score
• Net Value Score
• Customer Anxiety
• Reliability
• Release Frequency
• Time/Cost per Release
• Predictability
Accelerate Value Delivery
Balance Speed, Risk, Quality & Cost
Reduce Time to Obtain/Respond to
Customer
Operations SuccessDevelopment Success
Closing the Loop: Customer to Mission Success
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Customer SuccessMission Success
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Acceleration Results
Time to Market Cost Customer Satisfaction
Initial Assessment
1st Acceleration
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40% 25%50%
Agile Approaches to Change
The Human Dimension
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Agile PDCA Processes
Determine Standards
Standard Work &
Experimentation
Adjust Standard Work
Assessment
Learning
Teaching
Leading Doing
Process People
Visual Management Systems
Lean Management
Agile Delivery
• Process – Assessing current practices, comparing to Standard Work, and team experimentation to continuously improve practices and processes.
• People – Role development and equipping teams with the skills to successfully implement Agile practices. • Product – Product discovery, execution, measurement and learning.
Role
Dev
elop
men
t
Prod
uct D
eliv
ery
Stan
dard
Wor
k A
sses
smen
t & E
volu
tion
Discover
Measure
Learn Build
Product
The Satir Change Curve
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Agile Champion Role
• Central point person for the overall Agile adoption effort
• Own a centralized budget for the implementation of Agile. Treat the centralized Agile budget as a project portfolio to maximize returns: customer satisfaction, financial performance, and associate satisfaction
• Oversee business satisfaction, progress, associate satisfaction, and budget performance reporting across all Agile projects
• Act as the “program glue” that will bring the various silos together to address issues in the Agile program
• Grow Agile capability internally to operate with minimal external support
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Agile Center of Excellence (COE)
Provide overall leadership and direction for the Transformation
Monitor the value stream (all pilot project/product related activities across organizational stovepipes) to ensure delivery of business value to Business customers
Assist in the identification and selection of pilot projects
Perform prioritization of projects by business value
Communicate ongoing status of the Agile pilot program
Highlight successes on the Transformation to generate buy-in and enthusiasm
Manage expectations of the Transformation to avoid confusion and misunderstanding
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