understanding what is needed for agile at scale by looking ... · understanding what is needed for...

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

4 November 2018

1

Or, how to use the value stream to “poke the box”

Understanding What Is Needed For Agile at Scale By Looking at the Value Stream

Al ShallowayCEO, Enterprise Consultant

© Copyright Net Objectives, Inc. All Rights Reserved© Copyright Net Objectives, Inc. All Rights Reserved 2

Al ShallowayCEO, Founder

[email protected]

@AlShalloway

Co-founder of Lean-Systems SocietyCo-founder Lean-Kanban University Contributor to SAFe


4 November 2018

2


ASSESSMENTSCONSULTING

TRAININGCOACHING

Lean ManagementProject Management

technical

Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner

Leanban / Kanban / Scrum ATDD / TDD / Design Patterns

Onsite SPC Leading SAFe®Agile ArchitectureProduct Manager/PO


Thus, the task is not so much to see what no one yet has seen, but to think what nobody yet has thought about that which everybody sees.

Schopenhauer


4 November 2018

3


Agenda

1. Business Agility

2. The Value Stream

3. Why Delays Cause Waste

4. MVPs vs. MBIs

5. Achieving Business Agility


DEFINITION

The realization of the highest business value in a shorter amount of time, predictably, sustainably, and with high quality.

By working in small delivery increments we continuously adjust to what is needed – enabling change to direction at low cost.

Goal and Benefit of Business Agility


4 November 2018

4


Value must be defined by the business stakeholders and is unique to the business.

This definition is the basis for business initiatives.


Agenda

1. Business Agility

2. The Value Stream


4. MVPs vs. MBIs



4 November 2018

5


Common Organizational Structure

inspired by Dan North, BSC/ADP 2012

Marketing Product Management

Development Support


The Nature of Our Work


Development Support


4 November 2018

6


We Manage Our People this Way

even though our value flows this way


Time-to-Market


Development Support


4 November 2018

7


Time-to-Market


Development Support


Agenda

1. Business Agility

2. The Value Stream


4. MVPs vs. MBIs



4 November 2018

8


How often does work wait?

Adding Value

Waiting

Adding Value Adding Value

Adding Value

Adding Value Adding Value

What percent of the time is our work moving forward?

How would you know?

No one is managing this in most companies.

Waiting

How much of the time is it waiting for something else to be done?

Wai

tin

g

Adding Value

Adding Value

Adding Value

Adding Value

Waiting


Development Support


too many projects

projects are too large

value delivered too late

the more we pushthe more we fall behind


4 November 2018

9


The Whole Picture


Development Support


You don't define value streams… You map them.

Manage flow and reorganize your talent to

reduce time from concept to value realization


4 November 2018

10


Lean shifts us from looking at people to looking at the value streams and the workflow to removedelays


Agenda

1. Business Agility

2. The Value Stream


4. MVPs vs. MBIs



4 November 2018

11


The Minimum Viable ProductGeared towards startups building products for early adopters.

First time a product/service is released.

Usually built by a small team that can pivot.

What do you do when:• You are an established company?• It is an enhancement to an existing product/service?• The teams required to build it are not aligned?


DEFINITION

The minimum amount of business value that can be built, deployed and consumed that makes sense from a business perspective

Minimum Business Increment (MBI)

Mark Denne and Jane Cleland-Huang Software by Numbers


4 November 2018

12


An MBI is not a reason to deliver less.

It is a reason to deliver sooner.

It must contain all that is needed for value realization.

It provides something to alignaround.


actions to realize intentwhat to do and how

intentwhat to achieve and why

auto

no

my

alignment

the more alignmentyou have, the more autonomyyou can grant

Stephen BungayArt of Action


4 November 2018

13


There’s nothing quite so useless, as doing with great efficiency, something that should not be done at all.

-Peter Drucker


Your team has three projects. Each will take the entire team one month and delivers one unit of value.

Plot value delivery curves for two different scenarios.

Project A

Project B

Project C

time

Scenario 2: Doing the projects in parallel (simultaneously). Assume 20% task switching overhead for each team member.

Scenario 1: Doing the projects serially.

Project A Project B Project C

time

Exercise: Value Delivery

TIME: 10 MINUTES

time

valu

e


4 November 2018

14


Why MBIs are so useful

time

valu

e

A

B

SERIAL

time

valu

e

PARALLEL

C

time

valu

e

SERIAL MBIs

A

B

C

A

B

C

A

B

C

time

valu

e

PARALLELMBIs

A

B

C

A

B

C


There is more value created with overall alignment than with local excellence.

Don Reinertsen

Visualize the result and allow teams to form their own solutions.


4 November 2018

15


SerialParallel

risk

value

valuerisk

Time Time

What risks do these approaches lower?


incrementally realizing Business Value evolving the system

risk

value

valuerisk

Time Time

What risks do these approaches lower?


4 November 2018

16


AgilityBusiness Value Increments not Development Cycles

is about


Viewing SAFe® from a Value Stream Perspective

1. Business Agility

2. The Value Stream


4. MVPs vs. MBIs

5. Creating Context Across the Value Stream



4 November 2018

17


Portfolio

Large Solution

Program

Team

Enterprise

Solutions Backlog

CapabilitiesEnablers

OPSSUPPORT

MARKETINGSHARED

SERVICES

Note: Feedback loops are not shown but are present throughout the value stream

ENTERPRISE ARCHITECT

LEAN PORTFOLIO

MANAGEMENT

SYSTEM ARCHITECT

PLAN-NING

IMPLEMENTATION & INTEGRATION RELEASE

STRATEGIC PLANNING

Solutions

Program BacklogMMFs,

Features,Enablers

Portfolio Backlog

EpicsSolutions, MVPs

Enablers

SOLUTION TRAIN

ENGINEER

Value stream

strategic themes

TECHNOLOGY STAKEHOLDER

OTHER STAKEHOLDER

BUSINESS STAKEHOLDER

SOLUTION MGNT

SOLUTION ARCHI/ENG

PRODUCT MANAGER

PRODUCT OWNER

RTE

SAFe®

Team BacklogsFeatures, stories,

Enablers


OPSSUPPORT

MARKETINGSHARED

SERVICES


LEAN PORTFOLIO

MANAGEMENT

SYSTEM ARCHITECT

PLAN-NING

IMPLEMENTATION & INTEGRATION

RELEASE

STRATEGIC PLANNING LEAN-AGILE PRODUCT MANAGEMENT

Solutions

Solutions Train

SOLUTION TRAIN

ENGINEER

Value stream

strategic themes



SOLUTION MGNT

SOLUTION ARCHI/ENG

PRODUCT MANAGER

PRODUCT OWNER

RTE

SAFe®

OTHER STAKEHOLDER

Solutions Backlog



Features,Enablers

Portfolio Backlog


Enablers


Enablers


4 November 2018

18


OPSSUPPORT

MARKETINGSHARED

SERVICES


LEAN PORTFOLIO

MANAGEMENT

SYSTEM ARCHITECT

PLAN-NING

IMPLEMENTATION & INTEGRATION

RELEASE

STRATEGIC PLANNING LEAN-AGILE PRODUCT MANAGEMENT

Solutions

Solutions Train

SOLUTION TRAIN

ENGINEER

Value stream

strategic themes



SOLUTION MGNT

SOLUTION ARCHI/ENG

PRODUCT MANAGER

PRODUCT OWNER

RTE

OTHER STAKEHOLDER

Solutions Backlog



Features,Enablers

Portfolio Backlog


Enablers


Enablers

SAFe®

strategic themes

What to invest in

InitiativesMBI Backlog

MBIs

PortfolioBusiness

Increments

BUSINESS ARCHITECT

FLEX with MBIsAPPLICATION

DEV MGRTECHNOLOGY

DELIVERY MANAGER

Technology Delivery Manager can be thought

of as a combination of the RTE & STE roles.

Application Development Manager

encompasses the solutions roles in SAFe

Program BacklogFeaturesEnablers

Business Architect attends to the relationship

between new offerings and existing capabilities

SAFe®


“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


4 November 2018

19

37© Copyright Net Objectives, Inc. All Rights Reserved 37

Viewing SAFe® from a Value Stream Perspective

✓ Value streams are mapped, not defined

✓ Useful for seeing context of downstream items

✓ MBIs are useful concepts to encapsulate solutions, MVPs, MMFs, capabilities, enablers


ASSESSMENTSCONSULTING

TRAININGCOACHING

Lean ManagementProject Management

technical

Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner

Leanban / Kanban / Scrum ATDD / TDD / Design Patterns

Onsite SPC Leading SAFe®Agile ArchitectureProduct Manager/PO

[email protected]

mailto:[email protected]

understanding what is needed for agile at scale by looking ... · understanding what is needed for...

Documents