Handling Product Management Across The Enterprise. copyright Net Objectives, Inc.

Transcription

1 Handling Product Management Across The Enterprise copyright Net Objectives, Inc.

2 Lean for Executives Product Portfolio Management Business Lean Enterprise ASSESSMENTS CONSULTING TRAINING COACHING Team Manage ment Kanban / Scrum ATDD / TDD / Design Patterns Lean Management Project Management

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4 bstract What is the flow of information in product management? Why do we want to deliver fast? How do we discover value? Why is it important to have structure? Case studies

5 conomics of responsiveness Investment Period Payback Period Profit Period Cash flow Time Breakeven First Release from Denne and Cleland-Huang. Software by Numbers

6 Staged Releases Investment Period Payback Period Profit Period Cash flow Release 1 Net Return Time First Release

7 Staged Releases Profit Period Cash flow Investment Period Payback Period Release 1 Net Return Release 2 Net Return Time Second Release

8 taged releases Profit Period Cash flow Investment Period Payback Period Total Return Time Breakeven Point Investment

9 ncreased profit Staged Releases Cash flow Breakeven Single Release Time First Release 10

10 PARETO Business value realized release release release release

11 LINEAR Business value realized release release release release

12 Business value realized release release Time MINIMUM BUILD RELEASE

13 Business value realized release Time WATERFALL? PARETO WITHOUT EARLY RELEASES

14 Time BLEND Business value realized release release release

15 standard development sequence do the most important half first More important Less important

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17 standard development sequence do the most important 25% first More important Less important

18 Deliver in Stages when possible focusing on the known, valuable features gives greater certainty produces greater value lowers risk of mis-building and over-building

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21 the road well travelled

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25 Consider the Software Value Stream Regional Coordinators Business Leaders Trainers & Educators Product Managers Business Capabilities Managing here Product Champion(s) Product Related Product Related Software Product Product Related New Requirements Shared Components Development Customer Software Release Concept Customers Ops & Support Shared Components Reduces induced waste here Consumption Product Portfolio Management

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27 Does selforganizing teams mean you do what No you want?

28 Role of Team in Bigger Picture

29 VALUE Business Lean Enterprise Team Manage ment MAKE FLOW

30 Team MAKE INCREMENTAL DELIVERY CREATIVE PROBLEM SOLVING QUALITY BUILT IN

31 VALUE PRIORITIZATION BUSINESS ITERATIONS RELEASE PLANNING Business

32 FLOW Value Stream Visualization Impediment Impact Workflow as Process ACCOUNTABILITY technical Manage (limit) queues Visual controls Manage flow (process) Manage ment

33 Getting the right people to work on the right thing at the Is more important than doing the steps faster right time

34 what structure to use?

35 how much of what you do is valuable? rework?

36 What Work Do You Do? Getting Requirements Design Programming Testing Planning Collaboration Integration Re-doing requirements Working from old requirements Fixing bugs Building unneeded features Documentation Deployment Training Integration errors Overbuilding frameworks Essentially duplicating components

37 Long feedback cycles increase the amount of work to be done. Shorter feedback cycles decrease the amount of work to be done. What organizational structure should we use to decrease feedback times?

38 Case study 1 Teams self-organized by layer

39 Case Study 2: Military Aircraft Background 7 components on plane 70 person dev group (50 devs) 7 teams (4-10 each) 4 test platforms, 2 simulators, 1 plane Challenge was integration extremely difficult

40 ynamic Feature Teams

41 esulting Savings 63% increase in throughput 42% decrease in defects Greater than 22% savings* ($1.73M) *Was thought to be higher but not claimed due to political reasons

42 Case Study 3: Coordinating Teams Background Multiple teams Specialized Each team completed sprints in two weeks but value not delivered for months and then with challenges

43 Focus on time over the entire value stream.

44 MMF MMF Teams Split work MMF on according their parts to Teams Teams split according to components Eventually Teams work integrating on their them part together until done Feedback times for: Team Across teams Customer 2 weeks 6 weeks 8 weeks Progress bar

45 MMF MMF Split MMF into sub-features After Integration one iteration, still required teams integrate but takes their much components less time Development Teams work teams on split according their to part components Feedback times for: Team Across teams Customer 2 weeks 2 weeks 2 weeks Progress bar

46 Case study Coordinating Multiple Business Stakeholders with Multiple Team

47 The Simple Case 1. Define Business capabilities 2. Create MMFs 3. Prioritize MMFs 4. Create high level stories 5. Assign to team backlog Team Product Backlog Development team A A1 A2 A1 A1 A1 A1 A1 Team(s) A2 Architecture Technical Leads Product Owners

48 A Harder Case 1. Define Business capabilities 2. Create MMFs 3. Prioritize MMFs 4. Create high level stories 5. Assign to team backlogs Team Product Backlogs Application/ Component Teams A A1 A2 A1 A1 A1 A1 A1 Team(s) A2 A2A2 A2 Team(s) Team(s) Team(s) Architecture Technical Leads Product Owners

49 Agile At Scale 1. Define Business capabilities 2. Create MMFs 3. Prioritize MMFs 4. Create high level stories B1 B1 B1 B1 5. Assign to team backlogs Team Product Backlogs Application/ Component Teams A A1 A2 A1 A1 A1 A1 A1 Team(s) B2 B2B2 B2 B C B1 C1 B2 B3 C2 B3 C1 A2 B3 B3 B3 Blocked Team(s) Team(s) C2 Business Stakeholders Product Managers Architecture Technical Leads Product Owners Team(s)

50 Holistic Approach Delivery quickly Discover iteratively Attend to structure (flow) Optimize the whole key points

51 pen Space 11:00 Scaling Agile Challenges 1:00 Dot Game (simulation of Kanban) 3:00 Intro to Kanban by Chris Hefly

52 Thank You! copyright 2010 Net Objectives Inc.

53 Requirement Implementation Acceptance Test_Drive Development Test Case Specification