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Introducing FLow for Enterprise Transformations(FLEX)
Agile at Mid-Scale
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@AlShalloway
CEO, Founder
Co-founder of Lean-Systems SocietyCo-founder Lean-Kanban University Contributor to SAFe
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Lean-Agile Enterprise
Business
Manage mentTeam
Lean ManagementProject Management
technicaltechnical
Lean for ExecutivesProduct Portfolio Management
Business Product OwnerProduct Owner
Onsite SPC Leading SAFe®Agile ArchitectureProduct Manager/PO
Leanban / Kanban / Scrum ATDD / TDD / Design Patterns
ASSESSMENTSCONSULTING
TRAININGCOACHING
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GoalWhat you need to doHow you do it togetherWhat are your agreements
To Accomplish Something
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What Are Our Options?• Framework• Figure it out
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Common Organizational Structure
inspired by Dan North, BSC/ADP 2012
Marketing Product Management
Development Support
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Typically Manage What they need to manage
Their people’s• utilization levels• productivity• the quality of work
Hierarchical
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The Nature of Our Work
Marketing Product Management
Development Support
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We Manage Our People This Way
even though our value flows this way
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Typically Manage What they should manage
Their people’s• utilization levels• productivity• the quality of work
Time-to-marketEco-System / visibilityEffects of upstream groups on their teamsEffects of their teams on downstream groups
Hierarchical vs. Lean Management
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Time-to-Market
Marketing Product Management
Development Support
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how often does work wait?
Adding Value
Waiting
Adding Value Adding ValueAdding 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
ting
Adding Value
Adding Value
Adding Value
Adding Value
Waiting
Marketing Product Management
Development Support
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how much of what you do is
valuable?rework?
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QUESTIONBetween getting requirements and using them?Between writing a bug and it being detected?Between two groups getting out of sync?Just waiting for someone?
What happens when adding value is delayed?
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Getting Requirements
Testing
Programming
Design
Integration
Planning
Collaboration
Re-doing requirements
Working from old requirements
“Fixing” bugs
“Integration” errors
Deployment
Building unneeded features
Overbuilding frameworks
What Work Do You Do?
TrainingDocumentation
Essentially
components
Essentially duplicating
componentsWhat percentage of your time do you spend on the left? Write it down.
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too many projects
projects too large
value delivered too late
the more we pushthe more we fall behind
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here’s a here’s a spot!
…and …and another!
Operating a product development process near full utilization is an economic disaster. Don Reinertsen
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The Whole Picture
Marketing Product Management
Development Support
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Legacy Organization: Matrix Resources to Projects
Project 1
Project 2
Project 3
Project 4
Project N
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Let’s Create a Pilot Project
Project 1
Project 2
%
Project 3
Project 4
Project N
Business Analyst, Architect, Usability Expert, Developer, Developer, Tester, Project Manager
Expert
Just creating a cross-functional, co-located team you will improve
3x without changing your process.While it may be successful as a pilot, it will likely not
be sustainable.
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When your value stream just consists of a team, local optimization is global optimization. – Don Reinertsen
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Hierarchy Vs Value Stream We manage one way but our work flows another way We must take our focus off our people and onto our workflow Delays in workflow, feedback and detecting errors cause waste Scrum only focuses on part of the value stream
Please contact me: [email protected]
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STAKEHOLDER
STAKEHOLDER
PRODUCT MANAGER
Selecting the Value We Want to Add
STAKEHOLDER
Implementation
PRODUCT OWNER
Business Backlog
Program Backlog
Team Backlogs
Integration Ops
Release
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STAKEHOLDER
STAKEHOLDER
STAKEHOLDER
Implementation
Business Backlog
Program Backlog
Team Backlogs
Integration Ops
ReleaseSelect the Value We
Want to Realize
“integration” errors
Insufficient collaboration
Some people are constraints
Teams not understanding the business needsOps being blindsided and pulled in many directions
Working on too many thingsLack of visibility
High Technical
DebtNot properly
prioritized
Chunks of work too big
PRODUCT MANAGER
PRODUCT OWNER
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STAKEHOLDER
STAKEHOLDER
STAKEHOLDER
Implementation
Business Backlog
Program Backlog
Team Backlogs
Integration Ops
ReleaseSelect the Value We
Want to Realize
“integration” errors
Insufficient collaboration
Some people are constraints
Teams not understanding the business needsOps being blindsided and pulled in many directions
Working on too many thingsLack of visibility
High Technical
DebtNot properly
prioritized
Chunks of work too big
PRODUCT MANAGER
PRODUCT OWNER
Manage Work in Process
Properly sequence
work
Continuously integrate or use mocks
Use MBIs
Consistent cadenceShared Backlogs
Improved eco-systems
Create Visibility
Use Team-Agility
Create line of sight from MBIs to storiesFully Use DevOps
Use patterns thinking, TDD &
automated testing
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STAKEHOLDER
STAKEHOLDER
STAKEHOLDER
Implementation
Business Backlog
Program Backlog
Team Backlogs
Integration Ops
ReleaseSelect the Value We
Want to Realize
“integration” errors
Insufficient collaboration
Some people are constraints
Teams not understanding the business needsOps being blindsided and pulled in many directions
Working on too many thingsLack of visibility
High Technical
DebtNot properly
prioritized
Chunks of work too big
PRODUCT MANAGER
PRODUCT OWNER
Other FactorsThe Role of Management
Systems Thinking
Culture
Alignment
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Where Do We Start?Factors to consider:• Ease of implementation
• Difficulty of step• How it affects culture
• How starting with this affects following actions• Trim-tabs
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How Do We Know If Changes We Make Are An Improvement?
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Value Stream ImpedanceValue Stream Impedance (VSI) is a quantitative measure of the resistance to value being delivered in a value stream.Impedance often creates delays in workflow, feedback and using information which creates 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 avoidedSymptoms of high impedance• People not being available when needed• Building the wrong things• Integration errors• Long time to feedback(Note: Some symptoms are also causes)
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Factors Correlated With Value Stream ImpedanceNumber and size of work in processThe extent to which people in a value stream not working togetherThe distance (time, geographically and managerially located) between people working togetherValidating work after it’s completed instead of via design or upfrontHaving more work in process (WIP) beyond capacityToo little automationLong feedback cyclesThe disparity between management structure and the way the real work takes place
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2+2=???
1
Case StudyCoordinating Teams
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Overall Team Organization
Product Line B applications
Component Team for Product Line B
applications
System-Wide Component Team
Component Team for Product Line A
applications
Product Line A applications
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Teams on a Project
System-Wide Component Team
Product Line B applications
Component Team for Product Line B
applications
Product Line A applications
Component Team for Product Line A
applications
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MBI
Split MBI according to Teams
Teams split according to components
Teams work on their parts Teams work on
their part until done
MBI
Eventually integrating them together
Feedback times for: TeamAcross teamsCustomer
Progress bar2 weeks6 weeks8 weeks
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Principles to Guide UsDon’t optimize locallyFocus on business value deliveryFlow is about value, not within a groupAvoid delays within teams and across teams
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PO
RT
FO
LIO
Inpu
t
Priority Planning Staging Ready to Pull
CONTEXT OF THE SOLUTION
DecisionHigh enough business value?
DecisionTechnically feasible, sufficient ROI?
Itera
tion
0 IterativeDevelopment
IncrementalDeployment
Support & Feedback
DecisionReady to release?
DecisionIs there capacity?
Define acceptance criteria and feature sequence
Build iteratively, deploy incrementally
Review business value , approve, and prioritize
Define value increments and sequence
Define product backlog
BUSINESS DISCOVERY / BUSINESS DELIVERYIterative
Development
Iterative Development
Iterative DevelopmentSh
ared
Bac
klog
Inte
grat
ion
Trai
n
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MBISplit MBI
into sub-features
Teams still organized around components
Teams work on their part but now in a coordinated fashion
After each iteration, teams integrate their components
MBI
Progress bar
Integration still required but takes much less time
Feedback times for: TeamAcross teamsCustomer
2 weeks2 weeks2 weeks
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Separate teams must be guided from business value Teams will not necessarily coordinate themselves Local optimization at the expense of global optimization is not a
good thing
Please contact me: [email protected]
Multiple Teams
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Guardrails
Drive from Business Value
Collaborate across
boundaries
Make all work visible
Increase Predictability
Keep WIP within capacity
Improve continuously
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Guardrails Fit into a Larger System
AssessmentWhere are we?
What problems do we need to solve?
Determine Where to
StartWhat are the challenges we
must first solve
GuardrailsWhat have we
agreed to?
MetricsHow are we
doing?What’s next?
ImproveDo what we’re doing better
Look for improvements to our methods
Inspect & AdaptHow can we do these
practices better?
Modify Your Framework as NeededConsider new actions by challenging
assumptions you made based on results achieved
How well are we doing?
Are we keeping our agreements?
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In Essence: Provide An initial solution after seeing what problems have to be solvedMeasures to see how people are doingA way to improve what they are doingA way to select different (better) things to do
This process results in an emerging framework so there is always clarity which provides a foundation for learning
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See what you are doing, understand intents, see challenges, then come up with solutions
Properly sequence work. This requires use of MBIs Decompose work from MBIs to Stories with ATDD create line of sight from
business through ops Create visibility across the value stream Manage WIP Use team agility Have a consistent cadence with shared backlogs when useful Improve eco-systems Use Patterns thinking, TDD and automated testing Fully use DevOps Role of managementPlease contact me: [email protected]
FLEX: FLow for Enterprise Transformations
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Lean-Agile Enterprise
Business
Manage mentTeam
Lean ManagementProject Management
technicaltechnical
Lean for ExecutivesProduct Portfolio Management
Business Product OwnerProduct Owner
Onsite SPC Leading SAFe®Agile ArchitectureProduct Manager/PO
Leanban / Kanban / Scrum ATDD / TDD / Design Patterns
ASSESSMENTSCONSULTING
TRAININGCOACHING