portfolio visualisation scrum gathering prague
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Portfolio VisualisationObservations, analysis & recommendations16 November 2015
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
What is a portfolio?
A portfolio in our terms here today:
High level overview of all the projects or programs currently in progress.
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
What is capacity planning?
• You look at the available capacity and find something for them to do.
• You plan based on skills and technical or domain capabilities, in Silo’s.
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
The problem
• Always a capability in high demand• Other capabilities are idle
• This leads to parallelization• multi-tasking individuals
• Too much work in progress• Always urgent things to start• But nothing seems to get finished.
• The result is local optimization.• And global sub-optimization.
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
How we try to solve this
• Hiring • Changing teams• More planning
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Is hiring the answer?
• It's slow!• Permanent hires have a lead time of at least 2 months
• They need time to get up to speed
• It's expensive!•Time invested in looking for the right people
•Time needed to get people up to speed
•Agency fees
• It's a temporary fix!•By the time they are productive another skill is in high demand
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Moving people between teams
• Breaks team loyalty.
• Often this just shifts the bottleneck and we are back to not having enough people.
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Use planning to solve this
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The Cost of Parallelization
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Sound Familiar?
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How do we shift from this capacity focus to a value driven model?
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Step 1 - visualize the reality, identify the waste
• Visualise the current reality• The value stream concept to
cash
• Put it on a wall, in a room, on a board, anywhere …
• Do this with everyone who has a part to play in this system.
• Identify the waste
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Step 2 - Try to clean it up
• Small incremental changes•Identify quick wins
•Run safe to fail experiments
• Set explicit policies•For starting new work
•For finishing work
•Dealing with ad-hoc work
• Stop starting, start finishing•Identify the most valuable (Epic/Projects/Feature)
•Challenge yourself to finish this as fast as possible
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Step 3 - Identify value, evaluate problems
• Focus on pieces of value through the value stream• Build these and measure the success
• Kill projects, smaller chunks give flexibility and adaptability
• Measure• Measure lead and cycle time
• Measure for information
• Identify and evaluate problems• Get a shared common understanding of the problem we are trying to solve
• Solve real problems don’t start with solutions
• Compare value stream with skill capacities• Understand bottlenecks and encourage learning across silos
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Step 4 - Identify strategic opportunities
• Use lean Canvas• Link your value items to your overall strategy
• Use Lean canvas to plan on value vs emotion and capacity
• Kill your darlings!• Make the tough choices early
• Decide on value and information not emotion
• Planning for capacity is not going to deliver the most value • Optimize the whole
• Empower people with information to make good decisions
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
Examples...
• Momentum - Short term insurance
• Short term insurance division of a major insurance company in SA
• Dev team in india
• Testers and Ba’s in SA
• +- 150 people
• 5 teams and portfolio system
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
• Siemens - Motion Control Division• Development of Hardware with Software
• 4 different locations in Germany, Additional Teams in Hungary and USA
• 7 Projects with 4 - 7 teams each
• Mix of Scrum teams and Hardware teams• Embedded Software and Interface development
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.
• Company providing infrastructure and support solutions• Project board
• Spanning teams doing networking, desktop support, hardware set up, application installation, server set up and support for linux and windows.
• 7 teams and Project board
• about 200 people
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2015.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
Joanne PeroldAgile Coach (CSM, CSPO, CSP) [email protected]
Contact details
Niels VerdonkAgile Coach (CSM, CSPO, CSP) [email protected]