transforming your organization to be value focused

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


About Our Speakers

James Chan, CSM, SA, SPCDirector, Technical Presales

CA [email protected]

347–931 -2231

Michelle Templeton, CSPO, SASr. Principal Consultant, Technical Presales

CA [email protected]

678-708-5578

mailto:[email protected]

mailto:[email protected]


Last year…Texas Hold’em Strategies


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


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


21st Century Journey

Sense and Respond to Change

Maximize Business Value

Deliver Value Faster


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


What is more valuable?

AS THIS MIGHT SUGGEST, VALUE VARIES.

VS.


What is value?

Importance, worth, or usefulness of somethingPerceived


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


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


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


“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?


Product Focused Frameworks


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


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


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

http://www.fastodds.com/game-odds/blackjack.htm#houserules

http://www.fastodds.com/game-odds/blackjack.htm#houserules


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


To Successfully be a Value-Focused Organization

Need to find the appropriate method for applying your organization’s common currency to your work


Insights

VALUE

Peo

ple

Flow

Focu

s

Outcomes

MAP (Modern Adaptive PPM) enables system optimization


VALUEOutcomes

Defining Outcomes

• Outcomes vary depending on your optics in the organization


Framework for Planning Outcomes

Work NPS Greater Revenue

Deliverables Goals/Outcomes Strategy


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


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


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


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.


Who leads?•Finance drives by looking back•Operational planning sets direction


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


VALUE

Focu

s

Outcomes



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


When your people are focused, your projects really move.

© 2016 CA. ALL RIGHTS RESERVED.

• Create an inventory of work• Categorize the work• Align the work to outcomes• Prioritize and Sequence the

work

Recommendations for Focus


VALUE

Flow

Focu

s

Outcomes



Recommendations for flow


Recommendations for Flow

• Understand your full value stream• Identify your constraints• Limit your WIP - Start finishing, stop

starting


VALUE

Peo

ple

Flow

Focu

s

Outcomes



Awesome People do Awesome Work


Recommendations for People• Become coaches• Enable and facilitate process

improvement• Facilitate communication• Help manage the value stream


Insights

VALUE

Peo

ple

Flow

Focu

s

Outcomes



Insights help the organization continually steer


Recommendations for Insights• Understand what is valued• Arrive at measurable goals/outcomes• Articulate your value strings• Measure progress• Steer


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?


Thank you.

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