Lean Governance of Agile Digital Service Delivery Projects

Transcription

1 Lean Governance of Agile Digital Service Delivery Projects A hands-on session to evolve a shared understanding of governance needs and policies for agile service delivery Roly Stimson

2 Agenda 1. The Lean Governance challenge How to maximise our chances of success without delaying value 2. Review of Traditional Solutions Comprehensive Development Methods (e.g. RUP) Risk Management Processes (e.g. PMBOK) IT Governance Frameworks (e.g. COBIT) Agile Development Principles (e.g. Agile Manifesto) Lean Development Principles & Practices (e.g. Kanban) 3. Requirements for Lean Governance 4. Use Essence to: Separate Governance Checks from practice recommendations Extract key binary checks from free-format phase descriptions Highlight key missing governance checks Design a lightweight governance framework on-a-page

3 What is Governance? Do the right thing Do it right Prove it

4 What is (Lean) Governance? Do the right thing Do it right Prove it (Without delaying it)

5 Agenda 1. The Lean Governance challenge How to maximise our chances of success without delaying value 2. Review of Traditional Solutions Comprehensive Development Methods (e.g. RUP) Risk Management Processes (e.g. PMBOK) IT Governance Frameworks (e.g. COBIT) Agile Development Principles (e.g. Agile Manifesto) Lean Development Principles & Practices (e.g. Kanban) 3. Requirements for Lean Governance 4. Use Essence to: Separate Governance Checks from practice recommendations Extract key binary checks from free-format phase descriptions Highlight key missing governance checks Design a lightweight governance framework on-a-page

6 Comprehensive Methodology (Example: RUP) Detailed guidance across all disciplines Process milestones control progress Iterative & Incremental Business value delivered incrementally in time-boxed iterations Use-Case Driven Based on usage requirements of the system Architecture Centric To ensure lifetime goals are supportable by the architectural approach Tailorable process framework

7 Comprehensive Methods: Benefits & Challenges How to do the all the key things well (requirements, design, dev, test, ) If it was exactly right for the last project, it won t be for the next one Teachable Takes time to learn Productivity dips Teams forced to work in unfamiliar ways Teams disempowered, disengaged Tailorable Tailor down never works we need to know it all well and be brave Always end up with sub-optimal productivity??? other benefits?????? other challenges???

8 Risk Management (Example: PMBOK) Risk Planning Teams hold meetings to develop the risk management plan Comprehensive process for systematically identifying risk to a consistent level of detail Risk Identification Document reviews, interviewing, SWOT analysis, brainstorming, Delphi technique Risk Analysis Qualitative Probability * Impact interviewing to correct biases Quantitative Interviewing, probability distributions, sensitivity analysis, decision trees Risk Response Planning Developing strategies, options and actions Risk Monitoring Maintain Risk Register Risk audits Variation and Trend Analysis Based on: A Guide to the Project Management Body of Knowledge 3 rd Edition (PMBOK Guide)

9 Risk Management: Benefits & Challenges Identify and prevent what is most likely to go wrong How do we know what to do about it? How do we know what might go wrong? Turns into an industry in itself Rarely inclusive often exclusive preserve of PMs Risk management process overheads cause delays, increase risk, decrease ROI Rarely effective??? other benefits?????? other challenges???

10 Governance (Example: COBIT) COBIT provides guidance for executive management to govern IT within the enterprise. Optimise IT investment and use for the benefit of stakeholders using the following 5 Principles: 1. Meeting Stakeholder Needs Create value for enterprise stakeholders balancing realisation of benefits with risk and resource optimization 2. Covering the Enterprise End-to-End Treat information and related technologies as enterprise assets Consider all IT-related enablers to be enterprise-wide and end-to-end, internal and external 3. Applying a Single, Integrated Framework Align standards and frameworks in a single overarching governance framework 4. Enabling a Holistic Approach across all categories of enterprise enabler 1. Principles, Policies and Frameworks 2. Processes 3. Organisational Structures 4. Culture, Ethics and Behaviour 5. Information 6. Services, Infrastructure and Applications 7. People, Skills and Competencies 5. Separating Governance From Management Governance: evaluates needs to prioritize enterprise objectives and monitor performance and compliance against these objectives Management: plans, builds, runs and monitors activities to achieve the enterprise objectives. Based on

11 Governance: Benefits & Challenges Ensure we don t waste money on hopeless causes How can we know if something is a hopeless cause? How do we avoid killing great new ideas (innovation)? Ensure we consider everything we have to get right (safety, security, ) If it delays value it increases risk, and decreases ROI??? other benefits?????? other challenges???

12 Agile Development: The Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Hidden text to get linespacingworking Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity - the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. Hidden text to get linespacingworkingwelleveninashortparagraph At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

13 Agile Development: Benefits & Challenges Empower the team to solve the problems People motivated, committed, productive Teams can use practices they know no productivity dips Team share knowledge and learning as they go Creativity & innovation not stifled What do we NEED to do next (before it is too late)? Potential for reinventing the most basic practice wheels How do we know which practices will give us most value? Where are we now? Storming about the process instead of performing on delivering value If the team invents its own approach we lose transparency??? other benefits?????? other challenges???

14 Lean Development (Example: Kanban) Principles Understand and focus on customer needs and expectations Manage the work - let people self-organize around it Evolve policies to improve customer and business outcomes Practices Visualize Limit Work in Progress Manage Flow Make Policies Explicit Feedback Loops Improve & Evolve From Essential Kanban Condensed by David J. Anderson & Andy Carmichael

15 Lean Development: Benefits & Challenges Sound economics manage flow to minimize cost of delay Encouraged to be clear about how much we don t know Manage uncertainty through fast feedback Learn by doing and getting feedback Hard (impossible?) to truly embrace uncertainty Avoid false economy of shoddy quality Find the end-to-end delay points and address them Holistic view increases the size & scope of the change (governance, facilities,..)??? other benefits?????? other challenges???

16 Agenda 1. The Lean Governance challenge How to maximise our chances of success without delaying value 2. Review of Traditional Solutions Comprehensive Development Methods (e.g. RUP) Risk Management Processes (e.g. PMBOK) IT Governance Frameworks (e.g. COBIT) Agile Development Principles (e.g. Agile Manifesto) Lean Development Principles & Practices (e.g. Kanban) 3. Requirements for Lean Governance 4. Use Essence to: Separate Governance Checks from practice recommendations Extract key binary checks from free-format phase descriptions Highlight key missing governance checks Design a lightweight governance framework on-a-page

17 What is Lean Governance? Do the right thing Do it right Prove it Without delaying it

18 Keys to Lean Governance Value Focus Common Language Lean Controls Enabled Teams In-Flow Assurance

19 -ve (Disvalue) +ve (Value) 1 Value Focus Delivery & Governance share the same Goals Customer Organization Maximise customer value Maximise organization value Minimise risks to value New Products Improved Products Faster Response Times Opportunity Enablement Resource Reuse Cost reduction Minimise delays to value Outdated Products Increased cost-of-ownership Consider value holistically Personal Data Loss / Theft Reputational Damage Avoid disvalue (harm) to the customer/organization Poor Service Regulatory Fines

20 2 Common Language One Organisation Globally Distributed Many diverse business units / product lines / value streams Many shapes & sizes of project Many delivery models Big Bang Drip-Feed Continuous Evolution Waterfall Iterative/Incremental Scrum Kanban SAFe Many methods / processes / frameworks / practices

21 2 Common Language One Organisation Globally Distributed Many diverse business units / product lines / value streams Many shapes & sizes of project Many delivery models Big Bang Drip-Feed Continuous Evolution Common Governance Waterfall Iterative/Incremental Scrum Kanban SAFe Many methods /processes / frameworks / practices

22 2 Common Language Shared Language Common Map of the Territory / Journey Standard Status, Progress & Health Indicators Global Exchange of Interoperable Practices Common Governance

23 Historically, We Lacked Common Ground Ignite Nexus XP LeSS DAD Scrum AgilePM RUP Kanban SAFe

24 The Industry Came Together To Fix This Scrum LeSS SAFe Ignite AgilePM XP Kanban Nexus RUP DAD

25 SEMAT Essence Industry Pedigree

26 Essence: An Industry Standard

27 The Essence Industry Standard Common Language Common Ground Industry Standard + = VISUAL LANGUAGE Simple Intuitive Visual ESSENCE KERNEL Things to Work with Things to Do Competencies ESSENCE STANDARD Progress Indicators Practice Definition Interoperability

28 A Common Language e.g. e.g. Management Repeatable approach to Daily achieving a specific objective. Stand-Ups Practice described in terms of Competency Capabilities, knowledge and skills needed to do a certain kind of work requires progress Activity work to be performed produce e.g. Daily Stand- Up Meeting e.g. Round-Robin Pattern Resource or e.g. Board-Driven Generic mechanism for describing other elements and their relationships External source of supplementary information or content Key element to progress and to assess the progress and health of an endeavor Alpha e.g. describe Work Product e.g. Artifact such as a document or a piece of software Impediment Red Blocker Sticky- Note

29 The Common Ground (Kernel)

30 Essence Benefits Process-neutral governance lifecycles, gates and checks Select and combine practices Assure process coverage Assess project health and status Share professional practices of known quality Enable and accredit practitioners in defined practices

31 3 Lean Controls Governance is counterproductive if it impedes value generation Minimise constraints to Innovation Customer Engagement Validated Learning Cross-Function Collaboration (DevOps) Development Lifecycle Development Practice selection

32 Control Challenges (that lifecycles look to address) When is it right to start a delivery project? Need to focus scarce resources on the right opportunities Don t want to delay value with long upfront opportunity analysis When should we prototype / stop prototyping? Don t want to endlessly evolve throwaway products But neither do we want to invest in engineering unproven hypotheses When is it right to deploy something live? Only really learn what is wanted / needed by offering it for use by real users All live releases have the potential to disrupt and do damage (even Betas)

33 You re familiar with this kind of thing

34 or this Before you start building a service, you need to find out whether users need it and whether other services exist. build prototypes of your service test your prototypes with users demonstrate that the service you want to build is technically possible Build a working version of the service based on your alpha prototype Must be able to handle real transactions and work at scale Keep improving your service and replace existing services or integrate with them Keep improving your service based on: user feedback analytics your ongoing user research Your service may eventually need to be retired, for example if policies change or if there s evidence that users needs have changed. Selected extracts from

35 Challenges (that Lifecycles introduce) Tangling of what to establish with how to establish it System Requirement Specification signed off Prioritised list of User Stories Essential governance purpose lost in the detail A badly filled-out document ticks boxes without achieving the intent So does an unfocused round of prototyping Value delayed by gate ceremonies Reviewing documents is time-consuming and inherently low-value Endless prototyping endlessly delays value

36 The Power of a Simple Checklist

37 Example: KPN New Product Development From Document-Driven Prescribed Process

38 Example: KPN New Product Development to Governance Need

39 Alphas: The Most Important Things There are customer needs to be met Someone has a problem or Opportunity to address There are other Stakeholders who will fund, use and benefit from the solution produced There is a solution to be delivered There are certain Requirements to be met There ll be a Software System to develop Customer Opportunity Stakeholders Solution Requirements Software System There is an endeavor to be undertaken We need to kick off the Work... Build an empowered Team of good people With a good, responsive Way of Working Work Endeavor Team Way of Working

40 Alpha Cards Product development is the process of converting uncertainty to knowledge Quote from: The Lean Machine: How Harley Davidson Drove Top-Line Growth and Profitability with Revolutionary Lean Product Development by Dantar P. Oosterwal

41 Alpha State Card Checklists

42 Defining Key Milestones / Checkpoints $ Stakeholders Opportunity Requirements System Work Team Way of Working Exploratory Recognized Represented Identified Initiated Seeded Principles Established Inception Solution Needed Prepared Involved Value Established Conceived Approach Selected Started Formed Foundation Established Elaboration Bounded Approach Selected Demonstrable Collaborating In Use In Place In Agreement Viable Coherent Usable Under Control Performing Working Well Construction Acceptable Addressed Usable Satisfied for Deployment Addressed Fulfilled Ready (Concluded) Performing Working Well Transition Satisfied in Use Benefit Accrued Fulfilled Operational Concluded Closed Adjourned Retired Retired

43 Different Lifecycles for Different Work Exploratory Feature Growth Maintenance & Small Enhancements Support

44 Monitoring Health & Progress Viable Recognized Usable All 7 CMU-SV practicum teams used different sets of practices Progress & Health Measure progress & health of teams regardless of practices selected Avoiding Problems Detect systemic problems early & take appropriate action Source: Cécile Péraire & Todd Sedano, CMU-CV

45 Works Across Levels / Endeavours Enterprise Portfolio Portfolio Program Team Team Team Program Program Research Teams Coaching Hub

46 4 Enabled Teams Teams understand the lean control model Goals Principles Controls Responsibilities Embedded governance capabilities Embedded Governance Owners Practice Selection Method Coverage Assurance Coaching in Compliance Practices

47 Essentialized Practice: Example How might we do it? Where do we find out more? What do we do? Why do we do it?

48 Example: Agile Essentials optional add-in Product Ownership Essentials Product Backlog Essentials Agile Teaming Essentials Agile Retrospective Essentials User Story Essentials Agile Timeboxing Essentials Agile Development Essentials Daily Stand-Up Essentials Continuous Flow Essentials swappable alternatives

49 Assessing Coverage

50 Scaling Agile Agile Architecture Release Management DevOps Agile at Scale Essentials Product Ownership Essentials Product Backlog Essentials Agile Teaming Essentials Agile Retrospective Essentials User Story Essentials Agile Timeboxing Essentials Agile Development Essentials Daily Stand-Up Essentials

51 Assessing Coverage

52 5 In-Flow Assurance No more queuing at Quality Gates Disentangle governance concerns from each other Detach governance from timebound checkpoints Enable Continuous Governance Monitoring Enable In-Flow Governance Plan Incremental Governance Progressions Negotiate Audit Evidencing Ensure Assurance Status Transparency

53 Set Goals, Execute, Review, Retrospect, Set Next Goals Planning: Which Alphas should we progress in the next Sprint and how? Product Owner Product Backlog Iteration Backlog Team Sprint/ Iteration Daily Scrum Master Potentially Shippable Increment Retrospective: Is a lagging Alpha the rootcause of our Mads / Sads? Review: Did we progress our status as planned?

54 Set Goals (Immediate) Achieved Achieve Next

55 Set Goals (Immediate) Achieved Achieve Next

56 Set Goals (Ultimate) Achieved Achieve Next Achieve Out of Scope

57 Monitor Progress Achieved Achieve Next Achieve Out of Scope

58 Set Next Goals Achieved Achieve Next Achieve Out of Scope

59 From Gated to In-Flow Governance From Demand Funnel Fund Case Requirements Design Build Test Deploy To Value Realization Financial Controls Security Assurance Accessibility Assurance Work is now governed in line with your development increments, as close to the production of value as possible.

60 Agenda 1. The Lean Governance challenge How to maximise our chances of success without delaying value 2. Review of Traditional Solutions Comprehensive Development Methods (e.g. RUP) Risk Management Processes (e.g. PMBOK) IT Governance Frameworks (e.g. COBIT) Agile Development Principles (e.g. Agile Manifesto) Lean Development Principles & Practices (e.g. Kanban) 3. Requirements for Lean Governance 4. Use Essence to: Separate Governance Checks from practice recommendations Extract key binary checks from free-format phase descriptions Highlight key missing governance checks Design a lightweight governance framework on-a-page

61 The GOV.UK Agile Delivery Phases Before you start building a service, you need to find out whether users need it and whether other services exist. build prototypes of your service test your prototypes with users demonstrate that the service you want to build is technically possible Build a working version of the service based on your alpha prototype Must be able to handle real transactions and work at scale Keep improving your service and replace existing services or integrate with them Keep improving your service based on: user feedback analytics your ongoing user research Your service may eventually need to be retired, for example if policies change or if there s evidence that users needs have changed. Selected extracts from

62 Extended Workshop Use Essence Alpha State Cards to Separate Governance Checks from practice recommendations Extract key binary checks from expansive free-format phase descriptions Highlight any key missing governance checks Design a lightweight governance framework on-a-page

63 Discovery Alpha Beta Live Retired Defining Milestones / Status Discovery Alpha Beta Live Retired

64 Discovery Alpha Beta Live Retired Defining Milestones / Status Discovery Alpha Beta Live Retired

65 Discovery Alpha Beta Live Retired Defining Milestones / Status Discovery Alpha Beta Live Retired

66 Defining Milestones / Status Discovery Alpha Beta Live Retired Discovery Alpha Beta Live Retired? -

67 Defining Milestones / Status Discovery Alpha Beta Live Retired Discovery Alpha Beta Live Retired? -

68 Defining Milestones / Status Discovery Alpha Beta Live Retired Discovery Alpha Beta Live Retired Work Initiated Spend controls approval obtained 1/6 [+] Round 1 Roughly distribute all cards across the lifecycle Based on the information in the handouts AND What feels right to you based on your understanding of the general purpose of the phases Round 2 (if time) Use the dummy cards provided to identify new key specific checks that you think are critical On existing states OR Creating a new State OR Creating a new Alpha AND a new State

69 What Have We Learned? What Have We Learned? About using Essence to enable lean governance? About Agile Digital Service Delivery processes? What Questions Were Raised? About Lean Governance? About the Agile Digital Service lifecycle? What Are the Key Take-Aways? About what we need to achieve in this space? About how we might set about achieving it?

70 What Have We Learned? About using Essence to enable lean governance? About Agile Digital Service Delivery processes? What Questions Were Raised? About Lean Governance? About the Agile Digital Service lifecycle? What Are the Key Take-Aways? About what we need to achieve in this space? About how we might set about achieving it?