real-world lean/agile portfolio management
DESCRIPTION
A real world example of a #lean / #agile implementation of portfolio management. Implementing continuos flow and multiple levels of planning. Presented at #rallyon13.TRANSCRIPT
INVENTIQUE.NET
Implementing End-to-End
Portfolio Management in Rally
Thomas Haas
Inventique GmbH · 8008 Zürich · Switzerland
© Isaia
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INVENTIQUE.NET • End-to-End Portfolio Management • RallyON 2013
Implementing End-to-End Portfolio Management in Rally
Implementation of agile portfolio management end-to-end for developing IPTV at a Swiss telecoms provider using Rally.
1. The Challengelarge organisation with many traditions
2. Agilityability to respond to change
3. Guiding Principlesfive levels of planning to steer release trains
4. The Implementationtop down, big bang, tool driven
5. Conclusionbig step forward – many steps ahead
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IPTV Product Landscape 3
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IPTV Product – many disciplines in involved
Product Features
Live TV
TV Guide
Timeshift TV (Pause, rewind, forward)
Recording of shows
Pay per view (e.g. sport events)
Video on demand
Multiple simultaneous streams over IP (Internet)
Supported Platforms
Set-top box
Web browser (Silverlight)
Smartphones (Android, Windows)
iPhone and iPad (iOS)
Many Competences Required
Product management
User Experience design
Software development
Industrial design
Hardware development
Data Center design & operation
Video streaming (encoding, decoding)
Wide area networking
Logistics
User and tech support
Content acquisition (movies, sport events)
Marketing and Sales
Billing
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IPTV Corporate Landscape
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Corporate Strategy
Product Strategy
Product Roadmap
Marketing
Sales
Customer Services
Billing
Other
Product
Departments
IPTV
Logistics / CRM / Business Support Systems / IP network services
Gotthard Base Tunnel 6
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2013-0
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Jungfraubahn (Top of Europe) 8
© Henri Saarikoski– flickr.com
Eiger
Jungfraujoch
Mönch
Jungfrau
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ROI
My Reference 11
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Guiding Principles
1. Rolling planning on appropriate management levels(from company strategy to daily planning)
2. Full transparency within the portfolio(All information freely available to all project members)
3. One single electronic tool to support the process(the tool enforces adoption of the process across all teams)
4. Mix of process models and methods(plan-driven waterfall, Scrum, Software Kanban)
5. Predictable delivery of work(fix deadline and quality – change of scope)
Out of Scope
Budgeting and detailed allocation of funds to products or “projects”
Allocation of resources
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Levels of Planning 13
Executive
Board
TV
Portfolio
Manager
Product
Manager
Team
Team
Member
2 years
18 months
3 months
2 weeks
1 day
Company
Strategy
Product
Roadmap
Feature
Plan
Iterations
Sprints
Daily
Planning
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Portfolio Process: Feature Pipeline
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Identify user or
business
benefits
Outline the
feature
Guesstimate
size
Have
stakeholders
aligned
Convince
board in 3
minutes
Identify key
requirements
Sketch
solution design
Identify key
factors
Identify open
issues and
risks
Estimate size
Convince
stakeholders
Convince the
board in 10
minutes
Define key
requirements
in detail
Identify most
of the
requirements
Design
solution and
interfaces
Define key test
cases
Estimate effort
and refine size
Eliminate
critical issues
and risks
Implement the
feature
Validate user
needs and
requirements
Integrate and
test
Build good
features
Integrate
features into
products
Field trial
features or
product
Roll out to
customers
Deliver good
products
Trial
RolloutRealisation
Detailed
Design
Solution
Design
Business
Case
1 month 1-2 months 1 month 1-6 months
Implementation: Artefacts and Tools 15
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Roll-
out
Every Feature is pulled through the same Process
Portfolio Management
Feature
Creation
Experience
CreationPrio Go for Go for
Realisation Rollout
Realisation
Called
“No Entry”
in Rally
Goal
Definition Design & Build Features
Solution
DesignGo for Implementation
Implemen-
tationDevelopment
Integration and
Test
Friendly Test
Market Trial
Rally
Factsheet
Paper &
Pencil Factsheet
Paper &
Pencil Rally
HPQC
Rally
Rally
RE & Arch
Tools
ToolProcessDecision
1 month 1-2 months 1-6 months
Rally
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Implementation:Development Process
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Implementation: Planning and Reporting 18
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The Implementation: Jump in at the deep end
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“Built to thrill by Nissan”
The Implementation
Approach
Jump in at the deep end
Preparation
Upfront design of the portfolio process
Trial with one lead platform and selected backend service
Implementation of tool support(process manual, training material, templates, Rally, MS Sharepoint, HP Quality Center)
Big Bang
Mandatory use of Rally after day 1
Training in Scrum, Rally, and the portfolio process
Knowledge sharing events over sponsored lunches
Individual coaching facility
Follow-up training in selected methods (e.g. Scrum Product Owner)
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“Built to thrill by Nissan”
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Paradigm Shift at IPTV
Daily project report generated from facts
Short release-cycle(from 3 months down to 2 weeks)
Stable teamsstable teams are assigned to features – instead assigning people to projects
Global costsOne global budget for the whole portfolio – no costing on team or feature level
Lead platformImplementation of new features with a lead platform first (together with backend services) – implementation or port to other platforms later
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Conclusion
To Improve
Too many features in progress due to high pressure for rushing out a lot of functionality(fixed deadline and fixed scope –variable quality)
Facts based, consolidated reports from Rally need to be interpreted and properly prepared for management reports (translation layer)
Unclear vision of features and/or ad-hoc changes lead to incomplete features and considerable rework
Test drivers and stubs for testing isolated components not built in from the beginning
Big Win
Real-time, consolidated view over the work of 130 people
Planning and reporting are inherently part of the process
Consistent approach to planning across teams based on “user stories” and milestones
Fast release cycles – two weeks down from three months
Well prepared features experience less changes and scope creep during implementation
Open Rally APIs for customized reports
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INVENTIQUE.NET
INVENTIQUE.NET enables
individuals, teams, and
organisations to continuously
adapt and innovate
Immediate Action
Interims management
Project audits
Management consulting
Consulting
Business models
Product innovation
Process models
Coaching & Training
Team development
Hands-on training
Personal coaching
Thomas Haas ∙ [email protected]