Changing our Ways to Deliver Greater Value

Transcription

1 Value Driven Improvement Changing our Ways to Deliver Greater Value Presented by: Beth Bleimehl, Dave Hanna, Doug Huffman and Thom Vaught

2 Our Previous Operating Model Challenges Our Challenges Business knows what they need; however they can t realize it until they see it & co-create it No value delivered until the end of the development cycle Solutions did not fully address needs as change requests & re-development were too expensive The business needs changed faster than we could deliver solutions We could not react to any type of change quickly Too much waste; feature bloat, low value processes & documentation Too much management & process which distracted from leadership & transparency into value Our operating model was based on our ability to predict and control projects vs. anticipating, adapting & delivering value for the business We Can t Deliver Big Projects Time for a change? Focus more on delivery of value?

3 Was our System Testing Capabilities the Problem? What could we change/improve within our system testing practice to mitigate the challenges? Hire more QA? Test more? Automate more? Add more processes? Extend the testing timeframe? Encourage developers to deliver fewer defects into QA? Requirements Design & Code Test Prod Wait,,, why depend on 20% of the team focusing on quality in the last 20% of the project timeline? Could our existing system testing model fix the following: Visibility to see the business need & best solution? Delivering value faster? Reducing/eliminating feature bloat? Responding quickly to changing business needs? Our system testing practice was pretty solid. Hmmm,,,,, was there a better way to solve these challenges?

4 Business Analysis and Planning Design and Code Test Production Could our Operating Model be the Problem? The business never asked for that feature Business folks: what is taking you so long? It s not my fault the spec was wrong Of course I didn t test that, it wasn t in the requirements How are we supposed to keep this thing alive? Business folks: I m too busy, why can t you just build it? How do we know what the business wants/needs? QA should have caught that bug Business folks: yikes, this is not what I need?

5 A Better Operating Model to Drive Value & Quality Business, SMEs, BA s, QA, and Developers, all United on One Team Visibility into Strategy, Value, Quality, Processes & Deliverables Drive Collaboration, Speed & Accountability Continuous improvement

6 Delivery Services Operating Model STRATEGIC DIRECTION FROM SENIOR LEADERSHIP Strategy Creation & Evolution Continuous Value Assessment Communication of Vision, Direction & Priorities ENTERPRISE CHECKS & BALANCES INTERNAL/EXTERNAL AUDIT PMO CHG MGT DATA SECURITY COMPLIANCE E-ARCH E-DATA DATA GOVERNANCE DATA POLICY DELIVERY SERVICES CAPABILITY MOBILIZATION DELIVERY SERVICES LEADERSHIP BTO APT Senior Leaders Status (Weekly) COO Status (Monthly) Business Leadership Status (Bi-Weekly) DELIVERY TEAM EXECUTION Release Quality System Testing Business Project & Product Ownership Sprint & Project Reviews Test Automation Development Continuous Delivery Improvement forums ENTERPRISE ACME APEX PERIGEE QUANTUM LUMOS NOBLE CUATRO DOS REGULATORY ORIN ENTERPRISE ENTERPRISE CAPABILITY MOBILIZATION Business Svc Monitoring ECM Usability Arch Tools & Techno l og y Automation & Frameworks Load & Performance Continuous Integration Technology Best Practices Research & Development Adaptive Staffing Quality Quality Control is Centralized; Testing is Embedded in Delivery Teams QUALITY OVERSIGH T Production Quality in tandem with Business Quality Teams Audit, Compliance, PMO Financial Forecast / Monitoring Department Transparency Continuous Improvement at Department Level People & Processes Delivery Services Continuous Improvement Team Health Agility & Versatility Development Cross-Functional Liaison Training / Mentoring / Career Development Facilitation ENTERPRISE COLLABORATION Improvement Communities Quality, Tools & Process

7 Opportunities in Flight Value Driven Improvement Technical Test & process automation Monitor & improve Production Quality People & Process Delivery framework improvements Career & skill development Drive opportunities for advancement/growth Organizational Excellence Driving & facilitate change Transition from an Application Delivery to a Service/Solution Delivery Model

8 Continuously Evolving Delivery Practices EXPLORING LEAN PRINCIPLES

9 Continuously Evolving Delivery Practices EXPLORING LEAN PRINCIPLES Drivers for Change in our Delivery Practices: Commitment to Continuous Improvement Visibility into Industry Activities/Trends New Teams with Special Needs Mature Teams Seemed to Have Plateaued Cautiously Adapting, Not Changing for Change Sake

10 Continuously Evolving Delivery Practices EXPLORING LEAN PRINCIPLES Executing on Value Added Change: Two Streams of Lean Adoption New Teams Well Suited for Lean Existing Scrum Teams Looking to Grow

11 Continuously Evolving Delivery Practices EXPLORING LEAN PRINCIPLES New Teams Using Lean: Serve Multiple Customers, Flow is Key Still Benefit from an Agile Foundation Training/Coaching Key Scrum Roles Modified Scrum Ceremonies Valuable

12 Continuously Evolving Delivery Practices New Team Data Architecture EXPLORING LEAN PRINCIPLES

13 Continuously Evolving Delivery Practices New Team ECM Sharepoint EXPLORING LEAN PRINCIPLES

14 Continuously Evolving Delivery Practices New Team ECM Filenet EXPLORING LEAN PRINCIPLES

15 Continuously Evolving Delivery Practices New Team Quality CoE EXPLORING LEAN PRINCIPLES

16 Continuously Evolving Delivery Practices EXPLORING LEAN PRINCIPLES Lean Adoption on Mature Teams Scrum to Scrum-Ban Offshore Flow/Pipeline Impediment Tracking Streamlining Infrastructure Support

17 Continuously Evolving Delivery Practices EXPLORING LEAN PRINCIPLES Lean Adoption in Scrum: Limiting WIP in Scrum Just In Time Planning Maintain Scrum Ceremonies

18 Continuously Evolving Delivery Practices EXPLORING LEAN PRINCIPLES Lean Adoption Creating Flow for Offshore Lean Adoption Impediment Tracker

19 Continuously Evolving Delivery Practices Lean Adoption Streamlining Infrastructure Support EXPLORING LEAN PRINCIPLES

20 Continuously Evolving Delivery Practices EXPLORING LEAN PRINCIPLES

21 ADOPTING TEST DRIVEN PRACTICES Plateau Team velocity Stale retrospectives Team collaboration Quality gaps Business expectations Ease of testing Flexibility to changes

22 ADOPTING TEST DRIVEN PRACTICES Industry High-performing teams Attributes Strong collaboration Techniques Test Driven Development (TDD) Acceptance Test Driven Development (ATDD)

23 ADOPTING TEST DRIVEN PRACTICES Foundation Experience with unit testing Training class on Test Driven Development Continuous Integration environment FitNesse environment for acceptance tests Plan Three week consulting engagement Embed practitioners on teams Work real stories

24 ADOPTING TEST DRIVEN PRACTICES Test Driven Development (TDD) Cycle Write a test (red) Write code to pass the test (green) Improve the code (refactor) Benefits Encourages small and short cycles Improves design Creates testable code Provides safety net

25 ADOPTING TEST DRIVEN PRACTICES Acceptance Test Driven Development (ATDD) Cycle Review acceptance criteria Write acceptance tests Review acceptance tests Deliver code Adjust to feedback Benefits Fosters collaboration across specialties Reduce surprises Distributes ownership Reduce chrome plating

26 ADOPTING TEST DRIVEN PRACTICES Benefits More collaboration Shared understanding Reduced chrome plating Fewer business-driven changes Paired with developers and reviewed code Better ability for member to support code Good test coverage Began developing good habits More flexible code

27 ADOPTING TEST DRIVEN PRACTICES Impediments Initial productivity Acceptance criteria review Framework to build repeatable tests Resistance to change Sharing ownership Writing tests first Paired programming Project oriented focus

28 ADOPTING TEST DRIVEN PRACTICES Practices Solid acceptance criteria for stories Acceptance test reviews Specification of acceptance tests by example Executable acceptance tests Short coding cycles Write a failing test for code changes Both acceptance and unit tests Commitment to refactoring Fast unit tests Maintain tests Metrics for value and code coverage

29 ADOPTING TEST DRIVEN PRACTICES Next Steps Team-owned process improvement backlog Establish champions and mentors Continuous Integration discipline Limit work in progress Track metrics Code coverage Stories providing new value vs. debt Environment supporting repeatable tests Better support for testing Acceptance testing and mainframe unit testing Formalized exploratory testing

30 ADOPTING TEST DRIVEN PRACTICES Opportunities More focus with fewer distractions More pairing or code reviews Establish mentor and guidance group Streamline estimation processes Better knowledge sharing across teams Ramp up more teams

31 The End