bob marshall the bigger picture
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©2010 www.fallingblossoms.com www.rightshift.co.uk
The Bigger Picture
And Why it Matterswith Bob Marshall
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk2
Why It Matters to Me
• Quality of Life at work is important (morally).
• We have a social responsibility to make our businesses as effective as possible (ethically).
• Software is important (commercially).
• These are NOT incompatible (exactly the opposite, in fact).
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk3
The Workers
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk4
The Boss
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk5
The software development industry worldwide - as generally perceived
Distribution of Organisations vs. Effectiveness
% o
f org
an
isa
tion
s
Effectiveness
1
median
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk6
% o
f org
an
isa
tion
s
Distribution of effectiveness is severely left-shifted.
Benefits derive from shifting to the Right.
[Courtesy: Steve McConnell: After the Gold Rush]
Reality: The Basic Rightshifting Curvemedian
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk7
The Four Mindsets
% o
f org
an
isa
tion
s
% w
aste
100
75
50
25Ad-hoc
Synergistic Chaordic
Effectiveness
0 1 2 3 4 5
Analytic
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk8
Mindset transitions: Analogy
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk9
Waste = All those activities that don’t add stakeholder value.(N.B. Some essential non value-adding activities always remain).
Waste
% o
f org
an
isa
tion
s
Wasted effort
% w
aste
100
75
50
25
Effectiveness
0 1 2 3 4 5
80%
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk10
Not a direct reciprocal of waste.Can - and does - go negative.Productivity = unit of output per unit of input or value per unit of effort.
Productivity
% o
f org
an
isa
tion
s
% w
aste
Wasted effort
Productivity
A
B
F100
75
50
25
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk11
Straw Poll !
Quality of Life at Work?
% o
f org
an
isa
tion
s
% w
aste
100
75
50
25
Effectiveness
0 1 2 3 4 5
Aspiration Gap!
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk12
The Challenge We Face
% o
f org
an
isa
tion
s
% w
aste
100
75
50
25Ad-hoc
AnalyticChaordic
Wasted effort
Productivity
Synergistic
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk13
Discussion
% o
f org
an
isa
tion
s
% w
aste
100
75
50
25Ad-hoc
AnalyticChaordic
Wasted effort
Productivity
Synergistic
Effectiveness
0 1 2 3 4 5
@FlowChainSensei
@pg_rule
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk14
Discussion
@FlowChainSensei
@pg_rule
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk15
Software Development Life Cycle
% o
f org
an
isa
tion
s
Code & Fix
Waterfall
Agile
Beyond?
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk16
Flow Mode
% o
f org
an
isa
tion
s
Random
Batch & Queue
Per-project sprints / Backlog / User Stories / Use Cases
Systems Thinking – e.g. Single piece continuous flow?
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk17
Feedback delay
% o
f org
an
isa
tion
s
Random
3 – 6 Months
2 – 4 weeks
Daily or better
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk18
Administrative Project Management
% o
f org
an
isa
tion
s
APM
Fun a.k.a. Job Satisfaction, Work-life balance
Fun
APM a.k.a. Ceremony, bean counting, and exemplified by command & control management style (transactional leadership).
Wasted potential
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk19
Perspective on the Individual
% o
f org
an
isa
tion
s
Respect
.
Heroism
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk20
Measurement
% o
f org
an
isa
tion
s
Metrics Effort
Rightshifted organisations put less effort into measurement because they have a better idea of their Rightshifting goals, therefore the questions to which they need answers, and thus what to measure.
Plus, measurement is generally part of their BAU. (Effort a.k.a. cost)
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk22
Toolheads
% o
f org
an
isa
tion
s
Predilection
Showing the relative predilection for tools (as the answer to e.g. ignorance), not so much the actual deployment or utilisation of tools.
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk23
Quality and Testing
% o
f org
an
isa
tion
s
How can Rightshifted organisations get away with so much less testing, yet still have very low defect rates?
Testing effort
Defects seen by users
High
Low
Quality Philosophy
Inspection (test after)
Zero defects (test first)
Many
Few
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk24
Development Focus
% o
f org
an
isa
tion
s
CV-centric
Code-centric
Requirements-centric
Learning-centric
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk25
Maturity
% o
f org
an
isa
tion
s
e.g. CMMI
APM
1 2 3 4 5
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk26
Risk awareness
% o
f org
an
isa
tion
s
Awareness
Left-shifted organisations avoid talking (even thinking!) about risk.Agile practices more-or-less implicitly mitigate risk.Rightshifted organisations transcend risk management in favour of opportunity management.
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk27
% o
f org
an
isa
tion
s
Learning
Learning = knowledge systematically captured, and with BAU designed such that knowledge assets must be “Pulled” - and thus re-used - across projects.
Systematic Learning
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk28
Even though e.g. Agile practices such as refactoring reduce the impact (cost) of design loopbacks, they may actually exacerbate their frequency.
% o
f org
an
isa
tion
s
Frequency
Unplanned design loopbacks
Many
Few
None
Impact
Dip in frequency for e.g. Waterfall organisation is bought at the expense of product quality (fit for purpose)
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk29
a.k.a. Due Date performance.
i.e. How often products are shipped on time, milestones and deadlines met, etc.. Best = circa 98% on-time delivery.
% o
f org
an
isa
tion
s
Conformance
Conformance to Schedules
Good
Poor
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk30
Third Parties here include benchmarking partners and organisations, consultants, etc. in the pursuit of (external) knowledge and skills.
% o
f org
an
isa
tion
s
Involvement
Use of Third Parties
High
Low
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk31
Problems with the product found “post-live”
% o
f org
an
isa
tion
s
Problems
Deployment problems
Many
Few
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk32
Rightshifted organisations have much more uniform results across projects.
% o
f org
an
isa
tion
s
Variation
Variability in Project Success
High
Low
Individuals
The System
Unsure
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk33
The Four Mindsets (Reprise)
% o
f org
an
isa
tion
s
% w
aste
100
75
50
25
Ad-hoc
Analytic
Synergistic
Chaordic
Effectiveness
0 1 2 3 4 5
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk34
Although this data is for projects (2087 separate projects), it looks surprisingly similar to the rightshift curve for organisations.
ISBSG = International Software Benchmarking Standards Group
Corroborating data from ISBSG
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk37
End of Part 1
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk51
FlowChain™ evolving the Software Development Organisation
What is a Business?
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk52
FlowChain™ evolving the Software Development Organisation
A business as a System
Customer
Seeking Value
Shareholder
Seeking a Return on Investment
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk53
FlowChain™ evolving the Software Development Organisation
Value Stream Development as a System
Operational Value Stream
Owner
Creating an OperationalValue Stream
Enhancing an Operational Value Stream
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk54
FlowChain™ evolving the Software Development Organisation
FlowChain in Practice
Operational Value Stream
Owners
Backlog
PoolWIP
The Bigger Picture
©2010 www.fallingblossoms.com www.rightshift.co.uk55
The Beginning – Thank You!
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