The Power of Visibility: Driving a Lean-Agile Transition. Kelley Horton Director, Corporate IT Program Management Office

Transcription

1 The Power of Visibility: Driving a Lean-Agile Transition Kelley Horton Director, Corporate IT Program Management Office

2 The Power of Visibility - Agenda About Premier, Inc. Why we transitioned to Lean-Agile Transition Approach and use of Visual Controls Visibility Leads to Success Wrap-Up 1

3 Premier, Inc. Goal: Enable delivery of highquality healthcare at the lowest cost Susan DeVore, CEO Challenged us to: Think and act like an enterprise. Wow our members 2

4 Our Enterprise Challenge NEED TO TRANSITION 3

5 The Lean-Agile Enterprise Our challenge to think and act like an enterprise..? GPO Enterprise Clinical Insurance Consulting Special Requests Faster? 4

6 We Tied our Lean-Agile Transition to the CEO Challenge $ Business Value (the Wow) Prioritization Visibility Velocity Agree on Priority 5

7 So, how did we get from this Subjective Status, IT terminology, no view of WIP. 6

8 To This - Our Enterprise View Today Portfolio Dashboard today (more clarity, depth, flexibility). 7

9 Transitioning the Enterprise to Lean-Agile OUR APPROACH 8

10 Lean-Agile Transition - Critical Success Factors #1 -- Leadership (both Business and IT) support of principles and process Selected the right coach - NetObjectives An Internal Champion to help drive the transition Our Pilot Approach Transparency; All Work Visible (not easy) 9

11 Business Engagement; top-down portfolio of prioritized work Release Vision; MMFs Prioritized Backlog Scrum; with focus on minimizing WIP 10

12 Sprint Boards Simple Construction Pieces Post-It s: White- Feature Yellow- Story Blue- Task Dots: Blue- Task in progress Green- Task complete Yellow- Dependency Red- Impediment / Blocked 11

13 Our First Visual Control Sprint Backlog Teams minimized WIP; slowed down to speed up Features S t o r i e s Tasks 12

14 Pilot Visual Controls The Basics White Boards WIP Focus Agile V s Impediment Logs 13

15 Pilot Product two quick deployments! Story Pts Next MMF Deployments Sprints 14

16 Lean Agile All aboard (and hurry)! Had to be Flexible Learned that one size did not fit all Scrum vs. Kanban vs. ScrumBan Different fields of use Had to be Innovative Needed to increase Enterprise awareness Board Meetings (WIP Visibility, Dependencies) Had to be Transparent Proper use of visual controls helped build trust 15

17 Board Meetings early on to increase awareness and understanding of new principles Sprint Backlog Product Backlog +Kanban Sprint Backlog 16

18 Full Enterprise Transition in 7 months With training and coaching from NetObjectives, transitioned 12 teams; 90+ people PMO ensured consistent use of visual controls for all teams Established Enterprise Dashboard for entire portfolio Dashboard Summaries migrated to Sharepoint 17

19 Our Dashboard today; right outside the VP of Application Developments office 18

20 Sharepoint usage for Dashboards status rollup; can drill for detailed metrics 19

21 Using Visual Controls to Drive the Enterprise VISIBILITY LEADS TO SUCCESS 20

22 Product Portfolio Visibility Consistent Visual Controls Business Drives Team Focus on Flow / Velocity 21

23 Feature Profile shows prioritized backlog, burnup, relative-sizing, estimation accuracy S t o r y P o i n t s % Complete 153% 135% 152% 80% 100% Feature Profile - FY10 Color Status 72% 70% 70% 0% With the transparent backlog I can make good comparative priority decisions with that always being visible. 0 Prioritized Product Backlog Not Ready Deployment Ready Deployed Original SP Forecasted SP 22

24 Feature Profile with Financials S t o r y P o i n t s Feature Profile for Release 1.0 (w/ Financials) Cost / Story Point = $ 583,057 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 C a p i t a l C o s t Not Ready Deployment Ready Deployed Budget ETC 23

25 Feature Status - Scrumban Visual Control % Deployed Color Status Prioritized Product Backlog 24

26 Visibility = Results Team shifted attention to higher priorities 25

27 Supply Chain product from long release trains to more frequent deployments (our Pilot team) 26

28 Executive Dashboard - collaboration across Business Units; able to size new stories, reprioritize backlog and immediately cut-over to new work on the next Sprint Current Velocity: 34 Current FTE: 5.25 KnowledgeBox Actual to Estimated Story Points Burn-Up Story Points Jun 15 Jun 29 Jul 15 Jul 31 Aug 14 Aug 28 Sep 11 Sep 25 Oct 9 Oct 23 Nov 6 Nov 20 Dec 4 Dec 18 Jan 1 Jan 15 Jan 29 Feb 12 Feb 26 Mar 12 Mar 26 Apr 9 Apr 23 Apr 30 May 14 $117,927 PS Quality & Safety Global UI Controls User Access & Security 1.1 Refactored Alliance Value/ PS Quality &Safety *Quality & Safety Tab User Access & Security 1.2 Alliance Value Refresh PS Operational & Financial $500,053 PS Performance Opportunities Print Version Export Excel Deployment Sprint Actual Burn-Up Estimated Burn-Up Top Line *Quality Advisor dashboard release 27

29 Demonstrable Products = Product Buzz 28

30 Value Analysis Product brand new product released in December; from prioritized product backlog to deployment in 10 sprints = six months 29

31 Also seeing benefits to Employee Satisfaction 30

32 The Journey Continues CONTINUOUS LEARNING 31

33 The Lean-Agile Enterprise; visibility enabled Better communication between Business and IT teams - A picture (or visual control) is worth a thousand words Teams to improve product quality, reduce risk, and shorten cycle times Leadership visibility as to what is going on which assists in strategic decision making (priorities & $$) Development team collaboration across separate Business units due to use of the same methodology for the first time! Premier to deliver integrated solutions and to think and act like an enterprise. 32

34 Questions? 33

35 About the presenter Kelley Horton is Director of the Corporate IT Program Management Office for the Premier Inc. healthcare alliance ( She has program management and process improvement expertise with over 15 years of experience in creating and leading Program/Project Management offices for product and application development organizations as well as implementing and improving Software Development Life Cycle (SDLC) processes. 34