lean development practices for enterprise agile
DESCRIPTION
Enterprise agile initiatives require strategic, portfolio, product, and team perspectives at all levels. Alan Shalloway has found that lean software development principles help integrate all of these perspectives into a cohesive, actionable whole. With a combination of lean science, lean management, lean team, and lean learning methods, Alan shows how your organization can prepare for enterprise agility. Lean science focuses on the “laws” present in all software development projects. Lean management empowers executives to contribute to the context within which teams can flourish. Lean team methods are actualized in Kanban approaches. Lean learning empowers everyone in the organization to improve his skills and practices. Alan shows how you can make these four perspectives work together so that enterprise software development teams build the right software in the right way and continue to improve their practices along the way.TRANSCRIPT
AW9 Concurrent Session 11/7/2012 3:45 PM
"Lean Development Practices for Enterprise Agile"
Presented by:
Alan Shalloway Net Objectives
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com
Alan Shalloway Net Objectives
With more than forty years of experience, the founder and CEO of Net Objectives Alan Shalloway is an industry thought leader in lean, Kanban, product portfolio management, Scrum, and agile design. Alan helps companies transition enterprise-wide to lean and agile methods, and teaches courses in these areas. He is the primary author of Lean-Agile Software Development: Achieving Enterprise Agility, Design Patterns Explained, Lean-Agile Pocket Guide for Scrum Teams, and Essential Skills for the Agile Developer. Co-founder and board member for the Lean Software and Systems Consortium, Alan is a popular speaker at prestigious conferences worldwide.
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 1
Agile
© copyright 2010. Net Objectives, Inc.
Lean Development Practices for Enterprise Agile
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 2
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 3
Lean Enterprise
Business
Management
Team
ASSESSMENTS
CONSULTING
TRAINING
COACHING
Lean for Executives
Product Portfolio Management
Business Product Owner
Lean Management
Project Management Lean-Agile
Kanban / Scrum
ATDD / TDD / Design Patterns
technical process
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 4
tog evah eW
sdrawkcab ti
-edispu dna
.nwod
We have got
it backwards
and upside-
down.
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 5
Agility
Predictability
Business Value
and faster realization of
is where you have
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 6
You need Agility for: – Speed
Faster realization of Business Value
–Value Get more (business value) from current resources (capacity)
–Productivity Higher productivity of business value delivery (measurable)
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 7
Agility is about
Business Value
Increments not
Development
Cycles
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 8
Scaling Agility
using methods that work at team level to get teams to
work together
Agility at Scale Focus on entire value
stream
Shortening cycle time
Avoid excessive WIP at
product level
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 9
Ops & Support
Customers
Shared Components
Shared Components
Product Related
Product Related
Product Related
Software Release
Software Product
New Requirements
Development
Customer Product Managers
Business Leaders Regional Coordinators
Trainers & Educators
Product Champion(s)
Capabilities
Business
Consumption
Concept
How Blockages Occur in Value Stream
Not Using MMFs
Too Many Selected
Doesn’t Do Incremental
Development
Not Involved During Build
No Big Picture
Not Involved
Poor Engineering
Practices
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 10
Business Priority
BUSINESS DISCOVERY BUSINESS DELIVERY
Business Planning
Business Readiness
Ready to Pull
Incremental Development
c h u n k i n g s l i c i n g
Set acceptance criteria and feature sequence
Build iteratively Scrum / Kanban / Hybrid ATDD and Emergent Design
Identify potential capabilities
Define increments as MMFs
Decision Is there enough business value?
Decision Is it technically feasible?
Decision Is an SME ready?
Incremental Deployment
Support & Feedback
Decision Is it ready to release?
PO
RT
FO
LI
O
THE VALUE STREAM
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 11
First Release
Investment
Period
Payback
Period
Profit
Period
Breakeven
from Denne and Cleland-Huang. Software by Numbers
Cas
h flo
w
Time
economics of responsiveness
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 12
Staged Releases
First
Release
Invest-
ment
Period
Profit
Period
Pay-
back
Period
Cas
h flo
w
Time
Release 1 Net Return
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 13
Staged Releases
Profit
Period
Second
Release
Invest-
ment
Period
Pay-
back
Period
Release 2 Net Return
Cas
h flo
w
Time
Release 1 Net Return
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 14
Profit
Period
Investment
Invest-
ment
Period
Pay-
back
Period
Breakeven
Point
Total Return
Cas
h flo
w
Time
staged releases
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 15
Cas
h flo
w
Breakeven Single
Release
First Release
Time
Staged Releases
Increased Profit
Requires a focus on sustainability of realizing value by attending to architectural roadmap of product line
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 16
Incrementally
Realizing Business
Value
Evolving the
System
What risks do these approaches lower?
risk
value
value
risk
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 17
focusing on the known, valuable features
gives greater certainty
produces greater value
lowers risk of mis-building and over-building
Deliver in Stages when possible
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 18
Agile Advantage
Work on highest value features first
Allows for discovery and clarity of customer
requirements
Quicker time to market
Ability to not build features of lower value
Goal is to deliver business value incrementally and frequently!!
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 19
ACH (automated clearinghouse)
ACH is our electronic network to clear credit and debit transactions with other institutions
Primary Objective: By Year’s end, process 100% of all loans
Primary Objective: Reduce the number of checks required by 25%
Key Feature: 0.0001% error rate
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 20
Business Backlog for ACH
Loans Checks
Goal: 100% of Loans 25% Reduction in Checks
High Low
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 21
Business Backlog for ACH
Loans Checks
Goal: 100% of Loans 25% Reduction in Checks
High Low
Outbound Inbound Withdrawals Terminations
1 4 2 3
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 22
Business Capabilities for ACH
Outbound - Loans
Manage Bank Info
Redirect from chk to ACH
Bank Notify
Update Reconciliation
Cover Funds
Confirm ?
Analytics & Reporting
Web Call in
IVR Paper
BF - Web MMF – Web & Call in
• What are the business capabilities needed for ACH?
• What are the sources? • How can we group them
for highest value?
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 23
Business Backlog for ACH
Loans Checks
Goal: 100% of Loans 25% Reduction in Checks
High Low
Outbound Inbound Withdrawals Terminations
1 4 2 3 MMF
Web | Call in
BF IVR
BF Paper
Release 1 Release 2 Release 3
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 24
Web Call in
MMF – Web & Call in
User Story Manage banking info for a Web-initiated outbound ACH transaction
Outbound - Loans
Manage Bank Info
Redirect from chk to ACH
Bank Notify
Update Reconciliation
Cover Funds
Confirm ?
Analytics & Reporting
Business Features to User Stories
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 25
Business Backlog for ACH
Loans Checks
Goal: 100% of Loans 25% Reduction in Checks
High Low
Outbound Inbound Withdrawals Terminations
1 4 2 3 MMF
Web | Call in
BF IVR
BF Paper
Release 1 Release 2 Release 3
Manage Bank Info
Beware!
Building Manage Bank Info as a standalone component for everything is a system evolution! Might be more efficient from an IT perspective, but it is NOT from a business value perspective!!!
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 26
Cost of Risk
ALWAYS DRIVE FROM BUSINESS VALUE
Cost of Delay
valu
e t
o t
he b
usi
ness
low
hig
h
release 1 release 4
time
High ROI
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 27
Portfolio
Value Time box
Team
Program
Project
Book of Work Rolling Releases
Level 1,2, & 3
Program Backlog Releases
Multiple Teams
Product Backlog Iterations
Whole Team
Scale / Scope
B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y
Bus Pri Bus Plan Bus Rdy RTP It
0
Iter Dev Inc Depl Spt & Fdbk
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If you can’t see
it, you can’t
manage it.
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 29
1. Identify the actions taken in the value stream
Approve Request Reqts Sign Off
Review Deploy
Analysis
Design Code Test
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0.5 hrs 160 hrs 8 hrs 8 hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
Approve Request Reqts Sign Off
Review Deploy
Analysis
Design Code Test
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 31
0.5 hrs 160 hrs 8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
Approve .1 / 7.9 hrs
Request 0.5 / 0.0 hr
Reqts 60 / 100 hrs
Sign Off 1 / 7 hrs
Review 2 / 0 hrs
Deploy 3 / 5 hrs
Analysis 40 / 60 hrs
Design 40 / 80 hrs
Code 80 / 200 hrs
Test 40 / 200 hrs
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 32
0.5 hrs 160 hrs 8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
4. Identify time between actions
Approve .1 / 7.9 hrs
Request 0.5 / 0.0 hr
Reqts 60 / 100 hrs
Sign Off 1 / 7 hrs
Review 2 / 0 hrs
Deploy 3 / 5 hrs
Analysis 40 / 60 hrs
Design 40 / 80 hrs
Code 80 / 200 hrs
Test 40 / 200 hrs
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 33 22 September 2012
0.5 hrs 160 hrs 8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
4. Identify time between actions
5. Identify any loop backs required
80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
Approve .1 / 7.9 hrs
Request 0.5 / 0.0 hr
Reqts 60 / 100 hrs
Sign Off 1 / 7 hrs
Review 2 / 0 hrs
Deploy 3 / 5 hrs
Analysis 40 / 60 hrs
Design 40 / 80 hrs
Code 80 / 200 hrs
Test 40 / 200 hrs
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 34
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
4. Identify time between actions
5. Identify any loop backs required
6. Calculate Process Cycle Efficiency:
Approve .1 / 7.9 hrs
Request 0.5 / 0.0 hrs
Reqts 60 / 100 hrs
Sign Off 1 / 7 hrs
Review 2 / 0 hrs
Deploy 3 / 5 hrs
Analysis 40 / 60 hrs
Design 40 / 80 hrs
Code 80 / 200 hrs
Test 40 / 200 hrs
0.5 hrs 160 hrs 8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
80 hrs
Approve .1 / 7.9 hrs
Request 0.5 / 0.0 hrs
Reqts 60 / 100 hrs
Sign Off 1 / 7 hrs
Review 2 / 0 hrs
Deploy 3 / 5 hrs
Analysis 40 / 60 hrs
Design 40 / 80 hrs
Code 80 / 200 hrs
Test 40 / 200 hrs
Avg Time Worked
Total Cycle Time
0.5 hrs 160 hrs 8 hrs 8 hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
80 hrs
80 hrs
PCE = = 14.9% 509 hrs
3433 hrs
509 hrs
3433 hrs
Avg Time Worked Total Cycle Time
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 35
how much of what you do is
valuable? rework?
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 36
Getting
Requirements
Testing
Programming
Design
Integration
Planning
Collaboration
Re-doing
requirements
Working from old
requirements
“Fixing” bugs
“Integration”
errors
Deployment
Building
unneeded
features
Overbuilding
frameworks
What Work Do You Do?
Training Documentation
Essentially
duplicating
components What percentage of your time do you spend on the left? Write it down.
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 37
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What Causes Delays?
Working on too many things
Waiting for people
Not appreciating the cost of delay
Large batches of work that have different stages
Complexity
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 40
Approve .1 / 7.9 hrs
Request 0.5 / 0.0 hrs
Reqts 60 / 100 hrs
Sign Off 1 / 7 hrs
Review 2 / 0 hrs
Deploy 3 / 5 hrs
Analysis 40 / 60 hrs
Design 40 / 80 hrs
Code 80 / 200 hrs
Test 40 / 200 hrs
0.5 hrs 160 hrs 8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs 2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
80 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
80 hrs
80 hrs
3433 – 509 = 2924
Eliminating delays between
what you do
Getting better at what you do
Which gives a better return?
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 41
Getting the right people to work on the right thing at the right time
Is more important
than doing the
steps faster
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 42
Here’s a spot!
And another!
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 43
Ops & Support
Customers
Shared Components
Shared Components
Product Related
Product Related
Product Related
Software Release
Software Product
New Requirements
Development
Customer Product Managers
Business Leaders Regional Coordinators
Trainers & Educators
Product Champion(s)
Capabilities
Business
Consumption
Concept
Product Portfolio Management
Consider the Software Value Stream
Managing
here Reduces
induced
waste here
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 44
what structure
to use?
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 45
Legacy Organization: Matrix Resources to Projects
Project 1
Project 2
Project 3
Project 4
Project N
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 46
Let’s Create a Pilot Project
Project 1
Project 2
%
Project 3
Project 4
Project N
Business Analyst, Architect, Usability Expert, Developer, Developer, Tester, Project Manager
Expert
Experience has shown that if you create a cross-functional co-located team you will improve 3x without changing your process.
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 47
Seeing the Parts
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 48
Role of Team in Bigger Picture
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 49
Lean Enterprise
Business
Management
Team
MAKE
VALUE
FLOW
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 50
MAKE INCREMENTAL DELIVERY
CREATIVE PROBLEM SOLVING
QUALITY BUILT IN technical
Team
technical
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 51
technical
VALUE PRIORITIZATION
BUSINESS ITERATIONS
RELEASE PLANNING
Business
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 52
technical
FLOW Value Stream Visualization
Impediment Impact
Workflow as Process
ACCOUNTABILITY Manage (limit) queues
Visual controls
Manage flow (process)
Management
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 53
Common Theme Creating the bigger team - pan team
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 54
Background
Case Study 3: Coordinating Teams
• Multiple teams
• Specialized
• Each team completed sprints in two weeks
…but value not delivered for months
…and then with challenges
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 55
Business Priority
BUSINESS DISCOVERY BUSINESS DELIVERY
Business Planning
Business Readiness
Ready to Pull
Support & Feedback
Incremental Deployment
Incremental Development
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 56
Business Priority
BUSINESS DISCOVERY BUSINESS DELIVERY
Business Planning
Business Readiness
Ready to Pull
Support & Feedback
Incremental Deployment
Incremental Development
Incremental Development
Incremental Development Sh
ared
Bac
klo
g
Inte
grat
ion
Tra
in
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 57
Overall Team Organization
Product Line B applications
Component team for line B applications
System-Wide Component Team
Component team for line A applications
Product Line A applications
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 58
Teams on a Project
System-Wide Component Team
Product Line B applications
Component team for line B applications
Component team for line A applications
Product Line A applications
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 59
Focus on time
over the
entire value
stream.
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 60
MMF
Split MMF
according to
Teams
Teams split according
to components
Teams work on
their parts Teams work on
their part until done
MMF
Eventually integrating
them together
Feedback times for:
Team
Across teams
Customer
Progress bar
2 weeks
6 weeks
8 weeks
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 61
MMF
Split MMF
into sub-features
Development teams split
according to components
Teams work on
their part
After one iteration, teams
integrate their components
MMF
Progress bar
Integration still required
but takes much less time
Feedback times for:
Team
Across teams
Customer
2 weeks
2 weeks
2 weeks
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 62
Case study Coordinating Multiple Business Stakeholders with Multiple Team
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 63
Case study Coordinating Multiple Business Stakeholders with Multiple Team
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 64
The Simple Case
A1
A2
A1
1. Define Business capabilities
2. Create MMFs Team Product Backlog
A1d A2 A
3. Prioritize MMFs
4. Create high level stories 5. Assign to team backlog
Product Owners
Architecture / Technical Leads
A1c A1b A1a Team 1
Stakeholders Development teams
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 65
A Harder Case
A1
A2
A1
1. Define Business capabilities
2. Create MMFs
A1d A2 A
3. Prioritize MMFs 4. Create high level stories
5. Assign to team backlogs
Product Owners
A2c
Architecture / Technical Leads
A1c A1b A1a
A2b A2a
Team Product Backlogs
Team 1
Team 2
Team 3
Team 4
Stakeholders Development teams
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 66
Normal Problem – We Call it Tough
A
B
C
D
E
Stakeholders Development teams
Team Product Backlogs
Team 1
Team 2
Team 3
Team 4
Product Owners
Architecture / Technical Leads
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 67
Product Owner Role Stretched too Thin Team Product Backlogs
Team 1
Team 2
Team 3
Team 4
A
B
C
D
E
?
? ?
?
? ?
?
Product Owners do project management
Stakeholders can’t go to one source to see what to do
Teams have to coordinate with themselves
Stakeholders Development teams
Product Owners
Architecture / Technical Leads
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 68
Product Managers and Product Owners
Product Managers
Product Owners
Team Product Backlogs
Team 1
Team 2
Team 3
Team 4
A
B
C
D
E
Stakeholders Development teams
Product Manager: • represents the stakeholders •prioritizes MMFs •breaks MMFs into components
Product Owner: •acts as SME to team • represents team to product managers •breaks MMFs into components with Prod Mgrs •breaks components into stories
Architecture / Technical Leads Architects / Technical Leads • responsible for technical dependencies across teams •provide high level costs to Product Managers
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 69
Agile At Scale
A1
B1
C1 A2
A1
B3
B2
B1
C2
C1
1. Define Business capabilities
2. Create MMFs
B1c
B2c
Blo
cked
B3c
A1d A2
B2 B3
C2
A
B
C
3. Prioritize MMFs 4. Create high level stories
5. Assign to team backlogs
Architecture / Technical Leads
B1b B1a
A1c A1b A1a
B2b B2a
B3b B3a
Team Product Backlogs
Team 1
Team 2
Team 3
Team 4
Product Managers
Product Owners
Stakeholders Development teams
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 70
Holistic Approach
Visibility
Systems Thinking
Flow
Self-organization with bigger view
key points
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 71
Lean in a nutshell
Achieve
higher quality
lower cost
faster delivery
by attending to time
Self-organization & leadership are
important. An holistic view is essential.
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 72
Transitions Require Why and How
Understanding the why may get you started Understanding the how will help overcome the fear The perceived value must be greater than the fear
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 73
T E L L I N G P E O P L E “J U S T D O I T ”
J U S T D O E S N ’ T D O I T
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 74
Enterprise Agility
Business
Management
Team
technical
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 75
Lean-Agile: Evolving Agility
Continually evolving
Sustaining, not improving
Declining Maturation A
gility
Time (years)
Iterative Flow Highest Business Value
Low
∞
Lean Thinking
Business
Mgmt Team
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 76
Lean-Agile: Evolving Agility
Continually evolving
Sustaining, not improving
Declining Maturation A
gility
Time (years)
Iterative Flow Highest Business Value
Low
∞ Where are you currently?
Team Business
Management
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 77
Company / Organization
Lines of Business / Divisions
Departments / Programs
Projects / Releases
Iterative development
Business & Engineering
Practices
Continuous discovery and
developmentWhole Teams
– all skills needed to define,
build, validate, and deploy
Au
tom
ate
d R
eg
ressio
n T
ests
Co
ntin
uo
us In
teg
ratio
n
AT
DD
– A
cce
pta
nce
Te
st D
rive
n D
eve
lop
me
nt
Co
ntin
uo
us S
tan
da
rds Im
pro
ve
me
nt
Enterprise Agility
Stage 1
Stage 2
Stage 3
Bu
sin
es
s D
rive
n S
oftw
are
De
ve
lop
me
nt
Bu
sin
es
s P
ortfo
lio P
lan
nin
g
Le
an
Scrum
Kanban
XP / Iterative Lean Software
Development
Bu
sin
es
s S
trate
gy
/
Bu
sin
es
s A
rch
itec
ture
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 78
Net Objectives’ Talks At Conference
_s
Monday 8:30-12:00pm Eight Steps to Kanban. Ken Pugh
Tuesday 8:30-12:00pm Scaling Agile with the Lessons of Lean Product Development
Flow. Alan Shalloway
1:00-4:30pm Design Patterns Explained: From Analysis Through Implementation. Alan Shalloway
Wednesday 3:45-5:00 Lean Development Practices for Enterprise Agile. Alan Shalloway
Thursday Keynote 1245-2:00pm Form Follows Function: The Architecture of a
Congruent Organization. Ken Pugh
Register at www.netobjectives.com/register for slides & more
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 79 copyright © 2010 Net Objectives Inc.
Register at www.netobjectives.com/register
See www.netobjectives.com/resources
Contact me at [email protected]
Twitter tag @alshalloway
Thank You!
© Copyright 2012 Net Objectives, Inc. All Rights Reserved 80
Lean Enterprise
Business
Management
Team
ASSESSMENTS
CONSULTING
TRAINING
COACHING
Lean for Executives
Product Portfolio
Management
Business Product
Owner
Lean Management
Project Management Lean-Agile
Kanban / Scrum
ATDD / TDD / Design Patterns
technical process
QUE S T I O N S ?
For more info on free resources see: www.netobjectives.com/resources