no more pet projects
TRANSCRIPT
PowerPoint Presentation
No More Pet Projects!
New - Dosis1
Infinity Works ConsultingIn order of appearance
Clem Pickering, Principal ConsultantTom Walton, DirectorGary Green, Principal Consultant
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The solution can be the problem!
New - Dosis3
ITFinanceBusiness OwnersMarketingCustomer Services
The Business
Change
PMO
BA
Delivery
Dev
Test
Architecture
h/w
s/w
Service
Sec
Plat
Infra
App Supp
The solution can be the problem!Handoffs!Functional silos are dysfunctional!
ITFinanceBusiness OwnersMarketingCustomer Services
The Business
Change
PMO
BA
The solution can be the problem!FinanceBusiness OwnersMarketingCustomer ServicesIve got this cool thing that I want you to build
The BusinessSure, just fill in the doc, get sponsorship and finance sign off, etc, etc
PMNeedless paperwork and processIve had to do tons of work for this I want to get started!
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ITFinanceBusiness OwnersMarketingCustomer Services
The BusinessThe solution can be the problem!FinanceBusiness OwnersMarketingCustomer ServicesEr, ok. Isnt that what the form is for?
The BusinessHi, I got your form. Lets write down your requirements now
PM /BAWhy cant we get going!. They better deliver on time!
Change
PMO
BA
PAs when you need BAs
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ITThe solution can be the problem!
The Business
Change
PMO
BA
Architecture
h/w
s/w
Hi guys! How much effort is this?
PM /BAHigh level estimate is 100 days, 50 of which is to ensure re-use of our existing stack
ArchI wonder what theyre up to?The reuse falicy
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ITThe solution can be the problem!
The BusinessHi guys! How much effort is this?
PM / BAWe think its going to be 120 man days effort. Kinda, sorta, maybe.
Still wonderingDev / Test
Delivery
Dev
Test
Lack of a joined up approachIm not sure what the Archs want and we cant release easily!
Change
PMO
BA
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ITThe solution can be the problem!
The BusinessHi guys! How much effort is this?
PM / BAWe going to need buy more kit and well need 3 months to plumb it in
Infra / Plat
Service
Sec
Plat
Infra
App Supp
Looks like a 3-4 month project, and you need to buy more servers! Seriously? I just asked for my web page to work on a mobile phone!Really slow, really costly How do I go elsewhere?Functions locally optimising
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ITFinanceBusiness OwnersMarketingCustomer Services
The Business
Change
PMO
BA
Delivery
Dev
Test
Architecture
h/w
s/w
Service
Sec
Plat
Infra
App Supp
The solution can be the problem!Enough is enough!Someone somewhere strives to do better!
ITFinanceBusiness OwnersMarketingCustomer Services
The Business
Change
PMO
BA
DeliveryDev
Test
Architecture
h/w
s/w
Service
Sec
Plat
Infra
App Supp
The solution can be the problem!A part of IT wakes up!
Lets do agile!
ITFinanceBusiness OwnersMarketingCustomer Services
The Business
ChangePMO
BA
DeliveryDev
Test
Architecture
h/w
s/w
Service
Sec
Plat
Infra
App Supp
The solution can be the problem!Engagement improves!
Lets do agile!
ITFinanceBusiness OwnersMarketingCustomer Services
The Business
ChangePMO
BA
DeliveryDev
Test
Architecture
h/w
s/w
Service
Sec
Plat
Infra
App Supp
The solution can be the problem!Feedback becomes quicker!
I think you mean DevOps
Lets do agile!
ITFinanceBusiness OwnersMarketingCustomer Services
The Business
PMO
BA
DeliveryDev
Test
Architecture
Operations
Sec
Plat
Infra
App Supp
The solution can be the problem!Delivery expectations become aligned!
Lets do DevOps!
To understand that its not just delivery, its operations & evolution too:
The focus needs to turn to DevOps, which is the practice of operations and development engineers participating together in the entire service lifecycle, from design through the development processtoproduction support.
DevOps is also characterised by operations staff making usemany of the same techniques as developers for their systems work.
Essentially, what DevOps hopes to bring is the understanding and practice that software isnt done until its successfully delivered to a user and meets their expectations around availability, performance, and pace of change.
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ITFinanceProduct OwnersMarketingCustomer ServicesThe BusinessDeliveryProduct B
Operations
Sec
Plat
Infra
App Supp
The solution can be the problem!IT & The Business get closer!
Product C
Product A
Product E
Product F
Product D
The Business
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ITFinanceProduct OwnersMarketingCustomer ServicesThe BusinessDelivery
Operations
Sec
Infra
The solution can be the problem!Further refinements are made!Product C
The Business
Product B
Product A
Product F
Product E
Product D
Platform Engineering and Application Support merge in
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The BusinessFinance, Marketing, Product, Customer Service and ITThe solution can be the problem!The End Goal!Product C
Product A
Product B
Product D
Product E
Product F
Most companies will not achieve this (and probably dont want to)
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So How Can The solution be the problem?To embrace DevOps practices and patterns IT will have made major organisational, process, technology, people and financial changes.
Have business functions evolved at the same pace?
Have you reached the real goal yet? Do you know your users?What makes them happy?
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Do you know your users?
New - Dosis19
Do you know your users?Product OwnerProduct Team
Customer ServicesMarketingFinanceUsers arent your stakeholders.What do your users need?
Communication
Communication
Communication
Communication (by proxy)Users
Communication
There are no users on this diagram20
Do you know your users?What internal data have you been collecting to understand your users? What do they like, what fell flat, why?
Competitors and partners What they doing? And Why?
Whats the happening in the wider marketplace and within your specific industry?
What Political, Economic, Social, Technological, Legal and Environmental factors which need to be considered?
All of the above help to define the competitive landscape for your company which helps to visualise the opportunities availableDo you know your current position?
Competitive Landscape
Corporate What internal data have you been collecting to understand your users - analytics tools, multi-variant testing, a/b testing, propensity for x-sell, upsell etc. What have they done. What do they like, what fell flat, why?
Competitors and partners What they doing? And Why?
Market Place Whats the happening in the wider marketplace and within your specific industry? Also whats are the Political, Economic, Social, Technological, Legal and Environmental factors which need to be considered for any product?
All of the above help to define the competitive landscape for your company which helps to visualise the opportunities available.
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Interlude: A Quiz!Born 1948; grew up in EnglandMarried twice2 childrenSuccessful in businessWealthySpends the winter in theAlpsLikes dogs
Corporate What internal data have you been collecting to understand your users - analytics tools, multi-variant testing, a/b testing, propensity for x-sell, upsell etc. What have they done. What do they like, what fell flat, why?
Competitors and partners What they doing? And Why?
Market Place Whats the happening in the wider marketplace and within your specific industry? Also whats are the Political, Economic, Social, Technological, Legal and Environmental factors which need to be considered for any product?
All of the above help to define the competitive landscape for your company which helps to visualise the opportunities available.
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Do you know your users?Have you met your users? Virtual or real-life!
Example taken from HSCIC - Identity Access Management
PersonasThere will be multiple personas
Corporate What internal data have you been collecting to understand your users - analytics tools, multi-variant testing, a/b testing, propensity for x-sell, upsell etc. What have they done. What do they like, what fell flat, why?
Competitors and partners What they doing? And Why?
Market Place Whats the happening in the wider marketplace and within your specific industry? Also whats are the Political, Economic, Social, Technological, Legal and Environmental factors which need to be considered for any product?
All of the above help to define the competitive landscape for your company which helps to visualise the opportunities available.
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Do you know your users?
Key Partners
Key Activities
Key resources
Value Propositions
Relationships
Channels
Customer Segments
Cost Structure
Revenue Streams
Business Model CanvasDo you have a business model canvas?
It is a visual chart with elements describing a firm's or product'svalue proposition, infrastructure, customers, and finances.[3]It assists firms in aligning their activities by illustrating potential trade-offs.
InfrastructureKey Activities: The most important activities in executing a company's value proposition. An example for Bic would be creating an efficient supply chain to drive down costs.Key Resources: The resources that are necessary to create value for the customer. They are considered an asset to a company, which are needed in order to sustain and support the business. These resources could be human, financial, physical and intellectual.Partner Network: In order to optimize operations and reduce risks of a business model, organization usually cultivate buyer-supplier relationships so they can focus on their core activity. Complementary business alliances also can be considered through joint ventures, strategic alliances between competitors or non-competitors.OfferingValue Propositions: The collection of products and services a business offers to meet the needs of its customers. According to Osterwalder, (2004), a company's value proposition is what distinguishes itself from its competitors. The value proposition provides value through various elements such as newness, performance, customization, "getting the job done", design, brand/status, price, cost reduction, risk reduction, accessibility, and convenience/usability.The value propositions may be:Quantitative- price and efficiencyQualitative- overall customer experience and outcomeCustomersCustomer Segments: To build an effective business model, a company must identify which customers it tries to serve. Various sets of customers can be segmented based on the different needs and attributes to ensure appropriate implementation of corporate strategy meets the characteristics of selected group of clients. The different types of customer segments include:Mass Market: There is no specific segmentation for a company that follows the Mass Market element as the organization displays a wide view of potential clients. e.g. CarNiche Market: Customer segmentation based on specialized needs and characteristics of its clients. e.g. RolexSegmented: A company applies additional segmentation within existing customer segment. In the segmented situation, the business may further distinguish its clients based on gender, age, and/or income.Diversify: A business serves multiple customer segments with different needs and characteristics.Multi-Sided Platform / Market: For a smooth day-to-day business operation, some companies will serve mutually dependent customer segment. A credit card company will provide services to credit card holders while simultaneously assisting merchants who accept those credit cards.Channels: A company can deliver its value proposition to its targeted customers through different channels. Effective channels will distribute a companys value proposition in ways that are fast, efficient and cost effective. An organization can reach its clients either through its own channels (store front), partner channels (major distributors), or a combination of both.Customer Relationships: To ensure the survival and success of any businesses, companies must identify the type of relationship they want to create with their customer segments. Various forms of customer relationships include:Personal Assistance: Assistance in a form of employee-customer interaction. Such assistance is performed either during sales, after sales, and/or both.Dedicated Personal Assistance: The most intimate and hands on personal assistance where a sales representative is assigned to handle all the needs and questions of a special set of clients.Self Service: The type of relationship that translates from the indirect interaction between the company and the clients. Here, an organization provides the tools needed for the customers to serve themselves easily and effectively.Automated Services: A system similar to self-service but more personalized as it has the ability to identify individual customers and his/her preferences. An example of this would be Amazon.com making book suggestion based on the characteristics of the previous book purchased.Communities: Creating a community allows for a direct interaction among different clients and the company. The community platform produces a scenario where knowledge can be shared and problems are solved between different clients.Co-creation: A personal relationship is created through the customers direct input in the final outcome of the companys products/services.FinancesCost Structure: This describes the most important monetary consequences while operating under different business models. A company's DOC.Classes of Business Structures:Cost-Driven - This business model focuses on minimizing all costs and having no frills. e.g. SouthWestValue-Driven - Less concerned with cost, this business model focuses on creating value for their products and services. e.g. Louis Vuitton, RolexCharacteristics of Cost Structures:Fixed Costs - Costs are unchanged across different applications. e.g. salary, rentVariable Costs - These costs vary depending on the amount of production of goods or services. e.g. music festivalsEconomies of Scale - Costs go down as the amount of good are ordered or produced.Economies of Scope - Costs go down due to incorporating other businesses which have a direct relation to the original product.Revenue Streams: The way a company makes income from each customer segment. Several ways to generate a revenue stream:Asset Sale - (the most common type) Selling ownership rights to a physical good. e.g. Wal-MartUsage Fee - Money generated from the use of a particular service e.g. UPSSubscription Fees - Revenue generated by selling a continuous service. e.g. NetflixLending/Leasing/Renting - Giving exclusive right to an asset for a particular period of time. e.g. Leasing a CarLicensing - Revenue generated from charging for the use of a protected intellectual property.Brokerage Fees - Revenue generated from an intermediate service between 2 parties. e.g. Broker selling a house for commissionAdvertising - Revenue generated from charging fees for product advertising.24
Do you know your users?Extended Product Team
Personas
Competitive Landscape
Business Model Canvas
An extended team should include Marketing, Finance, CS etcYou have the information, so whats next?Help to build the right thing!
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Help to build the right thing
New - Dosis26
Help to build the right thingVision, Mission, Objectives, Strategies and Tactics (VMOST)Weighted Shortest Job First (WSJF)2 techniques:A strategic framework to visual business changeA method to quickly prioritise your backlog (by value)
Beliefs - What we stand for. Why we exist and why the world needs another X.Values - How we portray our beliefs to the outside world.Destiny - Where our values will take us.
Vision - A physical description of what the future will look like.
Reference - Simon Sinek (2009,Start with Why) suggests that the most successful organizations use the golden circles in their planning. The inner and most important circle is Why? this is the vision and mission of your board and the inspiration for your work. The second circle is How? and the third is What? These last two circles describe the operational, day to day aspects of the boards work. As Sinek asserts, The Golden Circle provides compelling evidence of how much more we can achieve if we remind ourselves to start everything we do by first asking why.
Mission - A series of operations, using people and resources, to affect a change to the current scenario.
Objectives - Metrics that provide a definition of success in a given area.
Strategies - Areas to focus on in order to achieve one or more objectives.
Tactics The specific changes = projects
Projects A top level wrapper for a piece of work to deliver change. Comprised of:
Themes - A group of changes that map to a common outcomeEpics - Large pieces of work that have multiple functionality but a shared business benefitStories - A smaller self contained feature change that benefits a particular user. Different types Spike / Bug / Tech Debt
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Help to build the right thing - VMOSTVISIONMISSIONOBJECTIVESSTRATEGYTACTICSVMOST FrameworkI want to work in a place where.We will reach that place by.We will measure our success byWe will focus onWe will do
A cyclical process
Four Stage Mission Board FormationBrainstorming of ideas a skeleton outline of a number of visions, missions, strategies, and sporadic tacticsRefinement - Missions, Objectives, Strategies, Tactics are refined and clarified. (Board likely to be too busy at this point)Reflection Vision condensed and agreed, usually to 1 statement (and 3-4 missions, 3-6 strategies per mission, 'n' number of tactics per strategy). Links formed between layersReality Benefits and effort to complete Tactics estimated. Identify how many can be completed within an agreed period (usually 12 months). It is important that business change activities and tactics are identified and estimated, not just IT delivery effort28
Help to build the right thing - VMOST
Cost: xxBenefit: xxCost: xxBenefit: xx
Beliefs - What we stand for. Why we exist and why the world needs another X.Values - How we portray our beliefs to the outside world.Destiny - Where our values will take us.
Vision - A physical description of what the future will look like.
Reference - Simon Sinek (2009,Start with Why) suggests that the most successful organizations use the golden circles in their planning. The inner and most important circle is Why? this is the vision and mission of your board and the inspiration for your work. The second circle is How? and the third is What? These last two circles describe the operational, day to day aspects of the boards work. As Sinek asserts, The Golden Circle provides compelling evidence of how much more we can achieve if we remind ourselves to start everything we do by first asking why.
Mission - A series of operations, using people and resources, to affect a change to the current scenario.
Objectives - Metrics that provide a definition of success in a given area.
Strategies - Areas to focus on in order to achieve one or more objectives.
Tactics The specific changes = projects
Projects A top level wrapper for a piece of work to deliver change. Comprised of:
Themes - A group of changes that map to a common outcomeEpics - Large pieces of work that have multiple functionality but a shared business benefitStories - A smaller self contained feature change that benefits a particular user. Different types Spike / Bug / Tech Debt
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Help to build the right thing - VMOST
Beliefs - What we stand for. Why we exist and why the world needs another X.Values - How we portray our beliefs to the outside world.Destiny - Where our values will take us.
Vision - A physical description of what the future will look like.
Reference - Simon Sinek (2009,Start with Why) suggests that the most successful organizations use the golden circles in their planning. The inner and most important circle is Why? this is the vision and mission of your board and the inspiration for your work. The second circle is How? and the third is What? These last two circles describe the operational, day to day aspects of the boards work. As Sinek asserts, The Golden Circle provides compelling evidence of how much more we can achieve if we remind ourselves to start everything we do by first asking why.
Mission - A series of operations, using people and resources, to affect a change to the current scenario.
Objectives - Metrics that provide a definition of success in a given area.
Strategies - Areas to focus on in order to achieve one or more objectives.
Tactics The specific changes = projects
Projects A top level wrapper for a piece of work to deliver change. Comprised of:
Themes - A group of changes that map to a common outcomeEpics - Large pieces of work that have multiple functionality but a shared business benefitStories - A smaller self contained feature change that benefits a particular user. Different types Spike / Bug / Tech Debt
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Help to build the right thing - VMOST
Theres a visualised plan, so how do we order the backlogs?WSJF!
Beliefs - What we stand for. Why we exist and why the world needs another X.Values - How we portray our beliefs to the outside world.Destiny - Where our values will take us.
Vision - A physical description of what the future will look like.
Reference - Simon Sinek (2009,Start with Why) suggests that the most successful organizations use the golden circles in their planning. The inner and most important circle is Why? this is the vision and mission of your board and the inspiration for your work. The second circle is How? and the third is What? These last two circles describe the operational, day to day aspects of the boards work. As Sinek asserts, The Golden Circle provides compelling evidence of how much more we can achieve if we remind ourselves to start everything we do by first asking why.
Mission - A series of operations, using people and resources, to affect a change to the current scenario.
Objectives - Metrics that provide a definition of success in a given area.
Strategies - Areas to focus on in order to achieve one or more objectives.
Tactics The specific changes = projects
Projects A top level wrapper for a piece of work to deliver change. Comprised of:
Themes - A group of changes that map to a common outcomeEpics - Large pieces of work that have multiple functionality but a shared business benefitStories - A smaller self contained feature change that benefits a particular user. Different types Spike / Bug / Tech Debt
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Help to build the right thing - WSJF
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Help to build the right thing - WSJF
SizeBusinessValueRiskReductionTimeCriticality
CoD - Cost of Delay
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Help to build the right thing - WSJFWSJFBusiness ValueTime CriticalityRR/OEJob SizeEPICBVTCRR/OECoDSIZEWSJFFeature DFeature BFeature AFeature EFeature C
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Help to build the right thing - WSJFWSJFBusiness ValueTime CriticalityRR/OEJob SizeEPICBVTCRR/OECoDSIZEWSJFFeature D5Feature B2Feature A1Feature E8Feature C3
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Help to build the right thing - WSJFWSJFBusiness ValueTime CriticalityRR/OEJob SizeEPICBVTCRR/OECoDSIZEWSJFFeature D53Feature B21Feature A12Feature E88Feature C35
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Help to build the right thing - WSJFWSJFBusiness ValueTime CriticalityRR/OEJob SizeEPICBVTCRR/OECoDSIZEWSJFFeature D532Feature B215Feature A128Feature E881Feature C353
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Help to build the right thing - WSJFWSJFBusiness ValueTime CriticalityRR/OEJob SizeEPICBVTCRR/OECoDSIZEWSJFFeature D53210Feature B2158Feature A12811Feature E88117Feature C35311
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Help to build the right thing - WSJFWSJFBusiness ValueTime CriticalityRR/OEJob SizeEPICBVTCRR/OECoDSIZEWSJFFeature D532101Feature B21582Feature A128113Feature E881175Feature C353118
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Help to build the right thing - WSJFWSJFBusiness ValueTime CriticalityRR/OEJob SizeEPICBVTCRR/OECoDSIZEWSJFFeature D53210110.0Feature B215824.0Feature A1281133.7Feature E8811753.4Feature C3531181.4
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Help to build the right thing - WSJF
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WSJF An alternative ApproachBVScore123581321Value K=1000
TCScore123581321Needed18m+