Reformulating the Product Delivery Process. Israel Gat Erik Huddleston Walter Bodwell Stephen Chin

Transcription

1 Reformulating the Product Delivery Process Israel Gat Erik Huddleston Walter Bodwell Stephen Chin April 23, 2010

2 Lean/Agile has the demonstrated potential to drive high levels of productivity and quantifiable benefits for development organizations Dramatic Productivity Increases Engineering time Reduction Development Increased Release Frequency Release Freeze Source: David Joyce; Kanban Results Part 3; Lean and Kanban; November Source: David Joyce; Kanban Results ; Lean and Kanban; October

3 Likewise, Inovis saw similar gains after a big bang rollout in 2008 QSMA, arespected consultancy on development productivity benchmarked Inovis against an industry database of over 7500 other projects.

4 However, the greater the success experienced in R&D, the more disruption that it creates for the organization as a whole Feature selling becomes impossible (Sales Enablement) Sales Marketing Launch Cycle Time > Dev Cycle Time in the weeds Product Management Development Operations Melting Change Managers: 50 changes once a month to 900 changes constantly Supported Release proliferation Support Professional Services Innovator s Dilemma

5 Eat your spinach or the Scrum will get you. 5

6 However, by applying/extending those same lean/kanban principles more broadly in the organization, these risks can be avoided, and organizational value increased. Source: InfoQ Source: InfoQ Three Atypical, but Critical Practices in the Product Portfolio Kanban: Stakeholder Based Investment Themes and Business Case Management (organizational value) Upstream and Downstream WIP Limits Dynamic Allocations

7 Stakeholder Based Investment Themes and Business Case Management (organizational value) Allocations and Strategic Investment Themes Maintena nce 10 Strategic Customer 25 Sales Directed 5 Organic Growth Initative 5 Cost Reduction 20 Epics (offering or strategic initiative) Business Cases at Epic or Feature Level New Market 35 Features Stories Acceptance Criteria: Critical requirements for biz case realization (feature only) and needs for feature success (Feature and Story)

8 We manage each business case through a Kanban which extends upstream and downstream from traditional development Capacity based WIP limits Item/slot based WIP limits WIP Limits WL WL WL WL WL Kanban Stages - Proposed - Biz Case - Backlogged - Long Term Roadmap - Scheduled - Committed Roadmap - In Process - Software development method in use - Deployed - Release Management - Enabled - Collateral, Training - Adopted - Marketing - Usage - Validated - Biz Case Analysis - Feature Success Measurement Benefits Alleviate the Agile Death Ray Effect and Achieve Flow Expose and Route Around Political Roadblocks and Priority Alignment Focus Organizational Value Return 8

9 The Requirements Management and Kanban WIP Limits enable Organizational Value to be optimized dynamically based on real world organizational capacity and appetite Validated Sales Adopted Enabled Marketing Proposed Product Management Backlogged Scheduled In Process Deployed Development Operations Bottleneck Validated Adopted Support Enabled Professional Services

10 What did success look like? One Example: Market Responsiveness Inovis would not have succeeded if they were unable to deliver a staggering 200+ patches and releases to support our migration effort. No Inovis competitor could have done that. --Michael Amend, Dell

11 How Tactics/Capabilities was it executed? Here is the Lean Execution Engine Test Execution Dynamic Roadmap ALM (Requirements Management) Continuous Improvement Feedback Continuous Build LRM (Lean Release Management) Branch Management Test Execution Gold Master Artifact Mgmt SCM (Code Management) SaaS Deployment

12 Let s take a look at a live Lean Portfolio Management System

13 Next Steps What we are planning, how you can get started Apropos Launch: May 22 nd Initial Version: Commercial Friendly Open- Source License Support for Rally Community Edition Help Us: Support other ALM platforms Implement more portfolio features and metrics Contact: Stephen Chin Project URL:

14 Appendix 14

15 Demo Backup Portfolio View

16 Demo Backup Scope View

17 Demo Backup Resource View

18 Demo Backup Analyze View

19 Demo Backup Roadmap View