Managing the Process and Organizational Impact of Continuous Delivery. Brent Hurley. Agile Coach and Delivery

Transcription

1 Managing the Process and Organizational Impact of Continuous Delivery Brent Hurley Agile Coach and 31

2 2013 Eliassen Group. All Rights Brent Hurley, MBA, AGILE REGIONAL DELIVERY LEAD the ELIASSEN GROUP with Enterprise Agile practitioner with a proven track record leveraging agile concepts to develop value and consistently deliver results on behalf of Fortune 500 clients, start-ups and Governmental organizations. Credentials: Certified DSDM Coach Certified Scrum Master Kanban Practitioner MBA, Open University, UK Organizational: Practiced Agile/Lean: Marketing, Finance and HR; Industry expertise: Financial Services, New Media, Cable & Telecommunications, Government, High Tech and Startups. Geolocated: used to dealing with Offshore models and worked in UK, Australia, Belgium and US, with teams all over the world.

3 What does it take to get a hotfix/patch to your customer?

4 Cycle Time aka, Measuring Delay

5 The Cost of Delay Market emerges Delivery Delay No more value You decide to do it The user can use it

6 Cycle Time Proposing Preparation Development Integration and testing months

7 Cycle Time 18 month cycle time Funding (picking) Doing Proposing Preparation Development Integrate, test, & release months

8 Cycle Time months

9 Cycle Time 3 month cycle time Pick Prep Do Ship month iterations

10 Cycle Time Pick Pick Pick Pick Pick Pick Prep Prep Prep Prep Prep Prep Do Do Do Do Do Do Ship Ship Ship Ship Ship Ship month iterations

11 Value Delivery Vehicles Load 40 cubic meters Your organization s end-toend delivery vehicle Payload Deliver Rate of Value Delivery = Payload Cycle Time

12 Value Delivery Vehicles 40 cubic meters Gold Coal 1 Year Rate of Value Delivery = 40 cubic meters 1 year

13 Kanban backlog on deck coding testing accept done 2 Traveller wants to an airline booking Traveller wants to link to on-line 2 check-in Traveller wants to link to cancel a booking 2 Hotel 2 owner wants Airline to 2 check wants to usage check Rental 2 data usage agency data wants to check usage data Seller 5 wants to remove Traveller wants to a hotel an ad 2 booking Traveller wants to a car booking 2 Traveller wants to see their upcoming trips 2 Tom Admin 5 wants Bob a report of Seller sitewide wants to 5 Sue activity show an ad 1) Work is managed visually 2) Limited work in progress 3) Flow is pull-based Traveller wants to edit a booking 2 Tom Traveller wants to delete a booking 1 Sue Traveller wants to copy a booking 2 Bob Traveller wants to enter a booking 3 Bob 3 Traveller wants to register with the system Sue

14 Kanban in Action Product Mgmt $ Customers / Market

15 EVERYTHING Continuous Integration

16 Product Mgmt Dev Test Deploy Automatable Creative Business Planning Data Gathering Design/Code Test/Debug Test Design Test Execution Releng Release

17 Business Planning Design/Code Team Automatable Creative Test Design Data Gathering Releng Build/Test Release

18 Moving From FUNCTIONAL EFFICIENCY to VALUE DELIVERY EFFICIENCY

19 Misaligned, Functional Goals Functional Goals Late, missing scope Project A Project B Not as relevant as hoped 51

20 Reducing Silos BA s/ui/ Product Dev Project Managers Architects Devs Testers Functional Silos Functional Managed Groups Cross Functional teams 52

21 Your Team for the World Series Project

22 Multi-tasking People Load Deliver

23 Shelved and cancelled projects Load Deliver

24 Maximize Value Delivery Load Deliver Efficient end-to-end value delivery engine Small payload Short cycle time Multiple value streams

25 Organize around Business Value Delivery Line of Business A Line of Business B 57

26 Enterprise Agility Model PORTFOLIO OF PROGRAMS CAPACITY BASED INVESTMENT DELIVERY BASED MANAGEMENT ESCALATIO N AGILE OFFICE AGILE PROJECT MGMT AGILE SCM LOB CUSTOMERS DELIVERY BASED METRICS LOB BUSINESS LEADERS CYCL E TIME EPICS ARCHITECTURE RELEASE TEAM / OPS I1 I2 1-CLICK DEPLOY I3

27 Recommended Books

28 Q&A Thank you! Brent Eliassen Group. All Rights