scaling lean: project, program, portfolio

SCALING LEAN: PROJECT, PROGRAM, PORTFOLIO

JEFF GOTHELF / @JBOOGIE / [email protected]

mailto:[email protected]?subject=

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NO ONE WANTS TO BUY EXPERIMENTS

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LEAN STARTUP REDUCES RISK

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LEAN + AGILE = CONTINUOUS LEARNING

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AT THE CORE OF CONTINUOUS LEARNING IS EXPERIMENTATION & HUMILITY

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FOR STARTUPS, ITS EXPERIMENT OR DIE

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AT THE ENTERPRISE LEVEL, NOT SO MUCH

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AND YET, IN THE ENTERPRISE, ITS ALL AGILE & LEAN (LANGUAGE)

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WHEN STRETCHED TO BIGGER ORGS LEAN STARTUP BREAKS

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WHY DOES LEAN SEEM TO BREAK AT SCALE?

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WHY DOES LEAN SEEM TO BREAK AT SCALE?Established corporations are too concerned about tarnishing their brand with an MVP

David Baldie (@DavidBaldie)

Process. Everything has a process and 85 approvals and a mysterious they blocking anything thats not the old way. Emily Tate (@thedailyem)

"Good enough" doesn't get respected as viable option to SHIP IT! Jeremy Caverly (@JeremyCee)

Silo'ed managers unwilling to release team members Dan Weingrod (@dweingrod)

Valuing business need over user need (not realizing they are the same thing) Simeon Poulin (@simeon_P)

"To approve that we need to see a detailed plan and cost benefit analysis, and you must commit to specific deadlines and targets." John Waterworth (@jwaterworth)

"We already know what we need to do. Why do we need to waste time 'learning'?" John Waterworth (@jwaterworth)

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HOW CAN WE MOVE BIG ORGS PAST THESE HURDLES?

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SEVERAL WAYS TO THINK ABOUT SCALING

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PROJECTHow do we incorporate more learning into each initiative?

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PROGRAMHow do we coordinate multiple discovery/delivery efforts focused on the same goal?

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PROGRAMHow do we coordinate multiple discovery/delivery efforts focused on the same goal?

PORTFOLIOHow do we coordinate multiple programs, enforce governance and meet shareholder expectations?

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SCALING CHALLENGES AT EACH LEVEL

PROJECT PROGRAM PORTFOLIO

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GOTHELF.CO / @JBOOGIESCALING CHALLENGES AT EACH LEVEL

PROJECT PROGRAM PORTFOLIO

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PROJECTOptimizing for throughput (velocity)

Parallel path discovery & delivery

No autonomy to make decisions

Incremental, not iterative

Perceived risk to brand/current customers

PROGRAM PORTFOLIO

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PROGRAM PORTFOLIOCross-team coordination

Knowledge management

Legacy systems

Offshoring

Distributed teams

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PROGRAM PORTFOLIOCross-team coordination

Knowledge management

Legacy systems

Offshoring

Distributed teams

Discipline & business unit silos

IT as a service provider

Business value > customer value

Annual planning

Incentive structure

Governance

Conways Law but in reverse

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THERE ARE NO SHORTAGE OF RECIPES

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THERE ARE NO SHORTAGE OF RECIPES

I can see myself in the picture. So I like it!

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THESE ARE ONLY FRAMEWORKS

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SCALING PRINCIPLES, NOT PROCESSES

Process brings seductively strong near-term outcomes.

- Netflix culture presentation (2009)

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PRINCIPLE #1 CUSTOMER VALUE = BUSINESS VALUE

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TACTIC: MANAGE TO OKRS

OBJECTIVE KEY RESULTS

@CWODTKE

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OBJECTIVEQualitative

Inspirational

Time bound

Actionable by the team independently (particularly relevant in the enterprise)

KEY RESULTS

@CWODTKE

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OBJECTIVEQualitative

Inspirational

Time bound

Actionable by the team independently (particularly relevant in the enterprise)

KEY RESULTS Quantifiable

How will we know weve met our objective?

Difficult, not impossible

Cascade down

Rhythmic

@CWODTKE

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TACTIC: MANAGE TO OKRS @CWODTKE

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TACTIC: MANAGE TO OKRS @CWODTKE

EXAMPLE OF OBJECTIVE: BE THE DOMINANT PLATFORM FOR CAR DEALER INVENTORY MANAGEMENT BY Q4 2016

EXAMPLE OF KEY RESULT: 50% OF ALL INDEPENDENT DEALERS ARE OUR USERSEXAMPLE OF KEY RESULT: 6 OF THE TOP 10 CARMAKERS MANDATE OUR PLATFORM FOR THEIR DEALERSHIPSEXAMPLE OF KEY RESULT: 40% OF AUTO AUCTION HOUSES USING OUR INVENTORY API

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TACTIC: EVIDENCE-BASED QUARTERLY PLANNING

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SHIP

SENSERESPOND Q1: OKRS

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SHIP


STAKEHOLDERS

EVERY QUARTER

$//

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SHIP


STAKEHOLDERS

EVERY QUARTER

$//$//

NEW OKR

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TACTIC: HORIZON PLANNING

Source: McKinsey, Intuit, et al

THREE TIME HORIZONS TO MEASURE PROGRESS

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THREE TIME HORIZONS TO MEASURE PROGRESSHORIZON 3: SHORT TERM

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Customer-related questions to answer: Is there a need? Can we find a solution that meets that need?HORIZON 3: SHORT TERM

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HORIZON 2: MID TERM

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Sustainability-related questions to answer: Is the market large enough/sustainable? Can we support growth?HORIZON 2: MID TERM

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HORIZON 1: LONG TERM

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Growth-related questions to answer: How do we scale? How do we continuously improve? How do we stay competitive?HORIZON 1: LONG TERM

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PRINCIPLE #2 VALUE LEARNING OVER DELIVERY

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TACTIC: YOU CANT TEST EVERYTHING

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TACTIC: ALIGN TO A SINGLE METRIC OF PROGRESS

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TACTIC: BUILD MOMENTUM WITH PILOT TEAMS

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TACTIC: SANDBOXES

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TACTIC: GET CREATIVE WITH EXPERIMENTS

Source: @evolvable, @tyro

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PRINCIPLE #3 RADICAL TRANSPARENCY

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TACTIC: TRANSPARENCY THROUGH RITUALS

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TACTIC: ACCESS TO CUSTOMERS

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TACTIC: ACCESS TO DATA

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ITS DIFFICULT TO COORDINATE LEAN ACTIVITIES ACROSS TEAMS

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TACTIC: CROSS-TEAM COORDINATION

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PRINCIPLE #4 HUMILITY IN ALL THINGS

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TACTIC: PRODUCT DISCOVERY

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TACTIC: DONT OFFSHORE DEVELOPMENT

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TACTIC: ORBITAL MODEL FOR SUPPORT OUTSIDE OF PRODUCT DEVELOPMENT

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TACTIC: ORBITAL MODEL FOR SUPPORT OUTSIDE OF PRODUCT DEVELOPMENT

CORE TEAM

LEGAL

BRAND

MARKETING

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TACTIC: MODERN STAFFING MODEL

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TACTIC: MODERNIZE TECH STACK

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DevOps is a culture, movement or practice that emphasizes the collaboration and communication of both software developers and other information-technology (IT) professionals while automating the process of software delivery and infrastructure changes. It aims at establishing a culture and environment where building, testing, and releasing software, can happen rapidly, frequently, and more reliably.

- Wikipedia

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Source: @billwscott (slideshare)

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THIS IS A TOP-DOWN EFFORT

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THIS IS A TOP-DOWN EFFORT

Successful leaders embrace the reality that their models may be wrong or incomplete. Only when we admit what we dont know can we ever hope to learn it.

- Ed Catmull, CEO, Pixar

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SEEK OUT THE SHIT UMBRELLA

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SHOW THAT ITS OK TO FAIL

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LEAN PRINCIPLES THAT WORK AT ANY SCALE

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LEAN PRINCIPLES THAT WORK AT ANY SCALE

PRINCIPLE #1: CUSTOMER VALUE = BUSINESS VALUEPRINCIPLE #2: VALUE LEARNING OVER DELIVERYPRINCIPLE #3: RADICAL TRANSPARENCYPRINCIPLE #4: HUMILITY IN ALL THINGS

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IF YOU CAN, SHARE WHAT YOU KNOW

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THANK YOU!JEFF GOTHELF / @JBOOGIE / [email protected]

NEW BOOK: SENSEANDRESPOND.CO (PRE-ORDER NOW)

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scaling lean: project, program, portfolio

Leadership & Management