Why Achieving Agile at Scale Requires More Than Team & Evolutionary-based

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1 Why Achieving Agile at Scale Requires More Than Team & Evolutionary-based Approaches Al Shalloway CEO, Net Objectives SPC Trainer Al Shalloway CEO, co founder of Lean Systems Society co founder Lean Kanban University Copyright Net Objectives, Inc. All Rights Reserved 2 1

2 Lean for Executives Product Portfolio Management Business Product Owner Product Owner technical Team process Kanban / Scrum ATDD / TDD / Design Patterns Business Lean Enterprise Manag ement Lean Management Project Management ASSESSMENTS CONSULTING TRAINING COACHING Onsite SPC Leading SAFe + with extended topics SAFe Architecture PM/PO Copyright Net Objectives, Inc. All Rights Reserved 3 AGENDA 1. NEED FOR HOLISTIC VIEW 2. MINDSET 3. CAN LOCAL CHANGES DO IT? 4. TRANSITIONS 5. HIGH LEVEL APPROACH 6. SUMMARY Copyright Net Objectives, Inc. All Rights Reserved 4 2

3 We Manage This Way even though our value flows this way Copyright Net Objectives, Inc. All Rights Reserved 5 The Software Development Value Stream Concept Regional Coordinators Business Leaders Trainers & Educators Product Managers Business Capabilities Product Champion(s) Product Related Software Product New Requirements Customer Software Release Customers Ops & Support Consumption Product Related Shared Components Product Related Shared Components Development Copyright Net Objectives, Inc. All Rights Reserved 6 3

4 How Blockages Occur in Value Stream Not Using MBIs Concept Not Involved Regional Coordinators Business Leaders Trainers & Educators Product Managers Business Capabilities Too Many Selected Product Champion(s) Product Related Product Related Software Product Doesn t Do Incremental Development No Big Picture New Requirements Software Release Customers Ops & Support Shared Components Product Related Engineering Shared Components Development Customer Poor Practices Consumption Not Involved During Build Copyright Net Objectives, Inc. All Rights Reserved 7 The Scrum Model reflects reality for one product and one team Product Owner Development Team & SM Copyright Net Objectives, Inc. All Rights Reserved 8 4

5 Stakeholders for multiple programs Product Owners Application Development teams & SMs Component Teams Copyright Net Objectives, Inc. All Rights Reserved 9 Business Stakeholders Development Teams Integration Team Inter team dynamics are quite different from intra team dynamics Copyright Net Objectives, Inc. All Rights Reserved 10 5

6 First Order Solution Copyright Net Objectives, Inc. All Rights Reserved 11 Leaves Several Problems How do we feed the teams? How do we handle dependencies? How do we handle product portfolio management? What do we do with those that don t quite fit the model? How do we best integrate? Copyright Net Objectives, Inc. All Rights Reserved 12 6

7 Lean Changes Our View Tells us to look at the workflow, not the people We can t manage it if we don t see it Managing indirectly is not as powerful as managing it directly Copyright Net Objectives, Inc. All Rights Reserved 13 The Ideal Scrum Solution Copyright Net Objectives, Inc. All Rights Reserved 14 7

8 Why is this so Hard to Achieve? Ignoring that it may be difficult to have one team build the entire product, there is still the problem of sharing particular people. Copyright Net Objectives, Inc. All Rights Reserved 15 Scrum is often a good start to spin up Agile teams it is not necessarily a good start at achieving Agility across an organization but in any event, you can leverage your investment Copyright Net Objectives, Inc. All Rights Reserved 16 8

9 AGENDA 1. NEED FOR HOLISTIC VIEW 2. MINDSET 3. CAN LOCAL CHANGES DO IT? 4. TRANSITIONS 5. HIGH LEVEL APPROACH 6. SUMMARY Copyright Net Objectives, Inc. All Rights Reserved 17 tog We evah have ew got sdrawkcab it backwards ti -edispu and upsidedown. dna.nwod Copyright Net Objectives, Inc. All Rights Reserved 18 9

10 Mindset Systems Thinking Complex systems Drive from business value Just in time Autonomation Copyright Net Objectives, Inc. All Rights Reserved 19 Focus on the workflow Frees up the people to get their job done. They are intrinsically motivated but need a quality eco system to do their job well. Copyright Net Objectives, Inc. All Rights Reserved 20 10

11 The essence of Lean Flow management visualize the work being done so you can reduce delays in the workflow to increase efficiency Copyright Net Objectives, Inc. All Rights Reserved 21 Other Causes of Delay? Improper team structure Improper workflow Not focusing on MBIs / MMFs Not appreciating the cost of delay Complexity Lack of overall view on projects requiring more than one team Copyright Net Objectives, Inc. All Rights Reserved 22 11

12 Complexity It does not mean we can t understand what is happening It means we can t focus on a part of the system and expect consistent results. Copyright Net Objectives, Inc. All Rights Reserved 23 which part of the airplane is responsible for FLIGHT? Copyright Net Objectives, Inc. All Rights Reserved 24 12

13 The essence of Lean Flow management visualize the work being done so you can reduce delays in the workflow to increase efficiency Copyright Net Objectives, Inc. All Rights Reserved 25 Quality means Improved workflow Quality code Copyright Net Objectives, Inc. All Rights Reserved 26 13

14 Input Business Priority Business Planning Business Staging Ready to Pull Iteration 0 Iterative Development Incremental Deployment Support & Feedback LEAN KANBAN ITERATIVE AGILE AGILE LEAN provides framework and practices for producing increments of functionality provides principles and practices which enable defining and prioritizing increments of highest business value Copyright Net Objectives, Inc. All Rights Reserved 27 AGENDA 1. NEED FOR HOLISTIC VIEW 2. MINDSET 3. CAN LOCAL CHANGES DO IT? 4. TRANSITIONS 5. HIGH LEVEL APPROACH 6. SUMMARY Copyright Net Objectives, Inc. All Rights Reserved 28 14

15 The Value Stream The workflow which takes a concept from idea through consumption. It is usually not linear. People usually work in multiple value streams. Copyright Net Objectives, Inc. All Rights Reserved 29 The Sales Value Stream Sales At start Sales: Sell fast! Devs: Deployment problems Development Deployment Afterwards Sales focus: # of successful deployments Customers happier 20% dev team improvement w/o touching dev teams Copyright Net Objectives, Inc. All Rights Reserved 30 15

16 too many projects projects too large value delivered too late the more we push the more we fall behind Copyright Net Objectives, Inc. All Rights Reserved 31 Consider the Software Value Stream Regional Coordinators Business Leaders Trainers & Educators Product Managers Business Capabilities Managing here Lean Agile Product Champion(s) Product Related Product Related Software Product Software Release Shared Components Development Concept New Requirements Customer Shared Components Customers Consumption Support Reduces induced waste here Product Portfolio Management Copyright Net Objectives, Inc. All Rights Reserved 32 16

17 Bottom up? Holistic? Consider When an organization starts at the team level, the teams learn local optimizations which they later have to give up when they consider the entire value stream. When an organization starts with the whole in mind, the teams improve as much as they can within this larger context. Copyright Net Objectives, Inc. All Rights Reserved 33 In business, everything is simple but the simplest thing is difficult. Taking action involves movement in a resistant medium. Clausewitz Copyright Net Objectives, Inc. All Rights Reserved 34 17

18 Resistance is caused by Friction the totality of uncertainties, errors, accidents, technical difficulties, the unforeseen and their effect on decisions, morale, and actions Friction is inherent and universal Copyright Net Objectives, Inc. All Rights Reserved 35 Value Stream Impedance Value Stream Impedance (VSI) is a quantitative measure of the resistance faced by the work in a value stream. Impedance often creates delays which create more work which creates more delays. Impedance that slows us down is not as bad as the impedance which creates additional work that we now have to do, work that could have been avoided Example. The thrashing that takes place when software developed by different teams are integrated. Copyright Net Objectives, Inc. All Rights Reserved 36 18

19 Value Stream Impedance contributors to VSI Number and size of work in process People in a value stream not working together How people are both geographically and managerially located Sequence work is done in (test first lowers this) Too much WIP Too little automation Long feedback cycles The disparity between management structure and the way the real work takes place Copyright Net Objectives, Inc. All Rights Reserved 37 AGENDA 1. NEED FOR HOLISTIC VIEW 2. MINDSET 3. CAN LOCAL CHANGES DO IT? 4. TRANSITIONS 5. HIGH LEVEL APPROACH 6. SUMMARY Copyright Net Objectives, Inc. All Rights Reserved 38 19

20 T ELLING P EOPLE J UST DO IT JUST DOESN T DO IT Copyright Net Objectives, Inc. All Rights Reserved 39 Resistance is not to change. In practice, all systems do insist on exercising their own creativity. They never accept imposed solutions, predetermined designs, or well articulated plans that have been generated somewhere else. Too often, we interpret their refusal as resistance. We say that people innately resist change. But the resistance we experience from others is not to change itself. It is to the particular process of change that believes in imposition rather than creation. It is the resistance of a living system to being treated as a non living thing. It is an assertion of the system s right to create. It is life insisting on its primary responsibility to create itself. A Simpler Way. Margaret Wheatley & Myron Kellner Rogers Copyright Net Objectives, Inc. All Rights Reserved 40 20

21 The ideal rate of change depends on the ability of the organization to change Amount of change attempted Ability to change Copyright Net Objectives, Inc. All Rights Reserved 41 Framework/Method Myopia Frameworks and methods don t preclude others theoretically But focusing on one thing precludes others in practice Scrum tends to preclude flow, explicit policies, management (doesn t have to, but often does) LKU Kanban tends to preclude teams (doesn t have to, but often does) Copyright Net Objectives, Inc. All Rights Reserved 42 21

22 AGENDA 1. NEED FOR HOLISTIC VIEW 2. MINDSET 3. CAN LOCAL CHANGES DO IT? 4. TRANSITIONS 5. HIGH LEVEL APPROACH 6. SUMMARY Copyright Net Objectives, Inc. All Rights Reserved 43 High Level Actions Focus on Value Capacity Allocation Efficient Implementation Collaboration (teams) Short cycle times Quality Code Copyright Net Objectives, Inc. All Rights Reserved 44 22

23 The Joiner Triangle Quality Scientific Approach All One Team from Fourth Generation Management, Brian Joiner Copyright Net Objectives, Inc. All Rights Reserved 45 Management has a key role I find it odd that many in the Lean/Agile/Kanban community have ranted against poor management decisions (waterfall, off shoring, splitting up developers and testers, etc.) and yet insist that management shouldn t make any future unilateral decisions that undo these. If they ve said to do something that s bad, isn t them recanting on it and creating better organizational structures a step in the right direction? I think so. And if they can undo bad ones, isn t it possible they can actually make good ones ones that enable teams to be more self organizing? Al Shalloway Copyright Net Objectives, Inc. All Rights Reserved 46 23

24 Lean Kanban translated for software development Decrease the batch size of work by attending to the core value needed Limit the amount of work hitting the team to match their overall capacity Attempt to create teams to the extent possible Improve the order of the workflow (ATDD, continuous integration, ) Implement a Kanban System Copyright Net Objectives, Inc. All Rights Reserved 47 Many Ways to Achieve Teams Cross functional teams a la Scrum Core extended teams Project based teams (mix core + component) Dynamic Feature Teams Copyright Net Objectives, Inc. All Rights Reserved 48 24

25 Workflow Order ATDD and BDD are more about workflow order than they are about testing Teams provide ability to easily change the order Copyright Net Objectives, Inc. All Rights Reserved 49 AGENDA 1. NEED FOR HOLISTIC VIEW 2. MINDSET 3. CAN LOCAL CHANGES DO IT? 4. TRANSITIONS 5. HIGH LEVEL APPROACH 6. SUMMARY Copyright Net Objectives, Inc. All Rights Reserved 50 25

26 lessons of complexity and systems thinking Must consider the whole Attend to time (concept to consumption) Quality, quality, quality Framework myopia Copyright Net Objectives, Inc. All Rights Reserved 51 Questions SAFe Course 08 July Leading SAFe with Net Objectives Extended Topics Webinar 23 June What is Required at Scale? Copyright Net Objectives, Inc. All Rights Reserved 52 26