The Power of Visibility: Driving a Lean-Agile Transition Kelley Horton Director, Corporate IT Program Management Office
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
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
Our Enterprise Challenge NEED TO TRANSITION 3
The Lean-Agile Enterprise Our challenge to think and act like an enterprise..? GPO Enterprise Clinical Insurance Consulting Special Requests Faster? 4
We Tied our Lean-Agile Transition to the CEO Challenge $ Business Value (the Wow) Prioritization Visibility Velocity Agree on Priority 5
So, how did we get from this Subjective Status, IT terminology, no view of WIP. 6
To This - Our Enterprise View Today Portfolio Dashboard today (more clarity, depth, flexibility). 7
Transitioning the Enterprise to Lean-Agile OUR APPROACH 8
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
Business Engagement; top-down portfolio of prioritized work Release Vision; MMFs Prioritized Backlog Scrum; with focus on minimizing WIP 10
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
Our First Visual Control Sprint Backlog Teams minimized WIP; slowed down to speed up Features S t o r i e s Tasks 12
Pilot Visual Controls The Basics White Boards WIP Focus Agile V s Impediment Logs 13
Pilot Product two quick deployments! Story Pts Next MMF Deployments Sprints 14
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
Board Meetings early on to increase awareness and understanding of new principles Sprint Backlog Product Backlog +Kanban Sprint Backlog 16
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
Our Dashboard today; right outside the VP of Application Developments office 18
Sharepoint usage for Dashboards status rollup; can drill for detailed metrics 19
Using Visual Controls to Drive the Enterprise VISIBILITY LEADS TO SUCCESS 20
Product Portfolio Visibility Consistent Visual Controls Business Drives Team Focus on Flow / Velocity 21
Feature Profile shows prioritized backlog, burnup, relative-sizing, estimation accuracy S t o r y P o i n t s 350 300 250 200 150 100 50 % 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
Feature Profile with Financials S t o r y P o i n t s 140 120 100 80 60 40 20 0 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
Feature Status - Scrumban Visual Control % Deployed Color Status Prioritized Product Backlog 24
Visibility = Results Team shifted attention to higher priorities 25
Supply Chain product from long release trains to more frequent deployments (our Pilot team) 26
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 900 800 700 600 500 400 300 200 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/ 230 230 PS Quality &Safety 155 155 155 155 155 *Quality & Safety Tab User Access & Security 1.2 Alliance Value Refresh 464 464 464 464 464 464 464 PS Operational & Financial 624 624 624 624 $500,053 PS Performance Opportunities 699 699 699 Print Version Export Excel 759 759 100 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Deployment Sprint Actual Burn-Up Estimated Burn-Up Top Line *Quality Advisor dashboard release 27
Demonstrable Products = Product Buzz 28
Value Analysis Product brand new product released in December; from prioritized product backlog to deployment in 10 sprints = six months 29
Also seeing benefits to Employee Satisfaction 30
The Journey Continues CONTINUOUS LEARNING 31
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
Questions? 33
About the presenter Kelley Horton is Director of the Corporate IT Program Management Office for the Premier Inc. healthcare alliance (www.premierinc.com). 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